HomeMy Public PortalAboutPlanning Board Packet 10/12/22Planning Board
Madalyn Hillis -Dineen
Chair
Amanda Bebrin
Vice Chair
Robert Michaels
Clerk
Charlotte Degen
Antone Freitas
Elizabeth Taylor
Alexander Wentworth
Town Planner
Jonathon Idman
Senior Department
Assistant
Lynn St. Cyr
Town of Brewster Planning Board
2198 Main St., Brewster, MA 02631
brewplan@brewster-ma.gov
(508) 896-3701 x1133
JOINT MEETING WITH SELECT BOARD AND
VISION PLANNING COMMITTEE
MEETING AGENDA
2198 Main Street (Remote Participation Only)
October 12, 2022 at 6:30 PM
Pursuant to Chapter 20 of the Acts of 2021, this meeting will be conducted in person and via remote means, in accordance
with applicable law. This means that members of the public body may access this meeting in person, or via virtual means.
In person attendance will be at the meeting location listed above, and it is possible that any or all members of the public
body may attend remotely. No in -person attendance of members of the public will be permitted, and public participation
in any public hearing conducted during this meeting shall be by remote means only.
Members of the public who wish to access the meeting may do so in the following manner:
Phone: Call (929) 436-2866 or (301) 715-8592. Webinar ID: 841 0778 1002. Passcode: 612505. To request to speak:
Press *9 and wait to be recognized.
ZoomWebinar: https://us02web.zoom.us/j/84107781002?pwd=VTVSV I I xaUNCL253NmNZV21 Gdmo4dz09
Passcode: 612505. To request to speak: Tap Zoom "Raise Hand", then wait to be recognized.
When required by law or allowed by the Chair, persons wishing to provide public comment or otherwise participate in the
meeting, may do so by accessing the meeting remotely, as noted above. Additionally, the meeting will be broadcast live,
in real time, via Live broadcast (Brewster Government TV Channel 18), Livestream (livestream.brewster-ma.gov), or
Video recording (tv.brewster-ma.gov).
1. Ca11 to Order.
2. Declaration of a Quorum.
3. Meeting Participation Statement.
4. Citizen's Forum. Members of the public are invited to address the Planning Board on
matters not on the agenda during this time. The Planning Board asks that a 3 minute
maximum comment period be respected by the speaker. In order to avoid any
possible interpretation of a violation of the Open Meeting Law, the Planning Board
will not provide comment in return to the speaker, however the item may be moved
to a future agenda if discussion is deemed warranted.
5. Public Hearing: The Planning Board, Select Board and Vision Planning Committee
will review, discuss and potentially vote on the final draft 2022 Local
Comprehensive Plan (LCP) prepared by the Vision Planning Committee. There will
be an opportunity for public comment on said LCP. A copy of said LCP will be
available on the Town of Brewster's website www.brewster-ma.gov.
6. Approval of Meeting Minutes: September 28, 2022.
7. Committee Reports.
8. For Your Information.
9. Matters Not Reasonably Anticipated by the Chair.
10. Next Meetings: October 26, 2022 and November 9, 2022.
11. Adjournment.
Date Posted:
09/ 20/ 22
Date Revised: Received by Town Clerk:
FINAL DRAFT 2022 LOCAL COMPREHENSIVE PLAN AND
RELATED DOCUMENTS
BrewsterBrewster
Town of Brewster Vision Planning Committee
October 2022 - Public Hearing Draft
LOCALCOMPREHENSIVE PLAN
Building Our Future
2 23458943106. P1r6ot34e4c8hw41nP c
TABLE OF CONTENTS
EXECUTIVE SUMMARY
Section 1 Brewster’s Vision
Section 2 Community Engagement
Section 3 Building Blocks - Existing
Conditions and Issues
• Brewster Today
• Building Block Summaries
• Community Character
• Open Space
• Housing
• Local Economy
• Coastal Management
• Water Resources
• Governance
• Community Infrastructure
• Solid Waste Management
• Climate Mitigation and Adaptation
Section 4 The Action Plan- Building
Block Goals, Purposes,
and Actions
• Community Character
• Open Space
• Housing
• Local Economy
• Coastal Management
• Water Resources
• Governance
• Community Infrastructure
• Solid Waste Management
• Climate Mitigation and Adaptation
Section 5 Capital Facilities Plan
Section 6 Housing Production
Plan Summary
Section 7 Implementation and
Performance Monitoring
Section 8 Supporting Regulation,
Plans and Policies
323458943106. P1r6ot34e4c8hw41nP c
ACKNOWLEDGMENTS
The development of Brewster’s Local Comprehensive
Plan was the result of the active participation,
thinking and hard work of many people who
value our community’s future. We would like
to thank them for their time and efforts.
Thanks to:
• The thousands of people who took part
in the community survey (Brewster’s Next
Steps), contributed comments on the
drafts of this Plan, and who participated
in the earlier Vision Planning process.
• The Town Department heads and staff who
contributed their deep knowledge of Town
services and the community’s service needs
• Members of community organizations
who contributed their ideas on the
community’s needs and who are partners
in implementing Brewster’s plans.
• The Brewster Planning Department
who provided technical guidance and
prepared the Plan for publication.
The Brewster Vision Planning Committee
Hal Minis, Chair
Sharon Tennstedt, Vice-chair
Amanda Bebrin
Andi Genser
Patricia Hess
Suzanne Kenney
Fran Schofield
Alex Wentworth
Kari Hoffmann, Select Board Liaison
Honey Pivirotto, Finance Committee Liaison
Prior Brewster Vision Planning
Committee members
Sue Searles
Garran Peterson
Kari Hoffmann
Paul Wallace
Ned Chatelain, Select Board Liaison
Technical Assistance/Report prepared by:
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Cape Cod Museum of Natural HistoryDrummer Boy Park Stony BrookGrist Mill
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Stony Brook Elem. School
Brewster Recycling Center and DPW
Brewster Cemetery
Breakwater Beach
BrewsterFire Dept.
BrewsterPolice Dept.
Brewster Ladies Library Assc.
Brewster Council on Aging
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Executive Summary
8 23458943106. P1r6ot34e4c8hw41nP c Executive Summary
EXECUTIVE SUMMARY
INTRODUCTION: WHAT IS AN LCP? WHY HAVE ONE?
Brewster’s Local Comprehensive Plan (LCP) describes
how Brewster looks today and where it wants to
go in the future. The LCP is not law or regulation
and does not itself create regulatory mandates
or restrictions. It creates policy direction to help
guide land use decisions and policies in the Town
for the next 10+ year planning period. It has been
developed with general guidance from the Cape Cod
Commission according to its regulations, adapted
to Brewster’s specific needs and circumstances.
After its local adoption, the Cape Cod Commission
certified the LCP as consistent with and not contrary
to regional planning policies and regulations
and other towns’ interests. Brewster’s LCP has
also been prepared and is intended to serve
as a comprehensive land use plan under state
planning law (MGL Chapter 41, Section 81D).
Brewster first adopted a comprehensive land use plan in
1970. A prior draft LCP was completed in 1997 but was
never brought to Town Meeting. The development of
this LCP started in earnest with the 2018 Brewster Vision
Plan. The Vision Plan process commenced in 2017, serves
as a foundation for the LCP, and includes goals and
actions for eight key issue areas (called ‘Building Blocks’).
The LCP is structured along the same lines as the Vision
Plan. It includes a Vision Statement and the eight Building
Blocks: Community Character, Water Resources, Open
Space, Housing, Coastal Management, Local Economy,
Governance, and Community Infrastructure. The goals
for each of these Building Blocks remain similar to those
stated in the Vision Plan, with some modifications made
to recognize changing circumstances and conditions
in Brewster and beyond, and the goal statements
and policies in the Cape Cod Regional Policy Plan.
In addition, two new Building Blocks have been included
in the LCP since the adoption of the Vision Plan:
Solid Waste Management and Climate Mitigation and
Adaptation. The Solid Waste Building Block recognizes
both the Town’s efforts to decrease and manage the
community’s waste stream and regional guidance from
the Cape Cod Commission. The Climate Mitigation and
Adaptation Building Block recognizes the major threat
to the community posed by climate change and the
efforts by the Town to mitigate or adapt to its effects.
The heart of the LCP is the Action Plan, which
includes an ambitious list of actions associated with
the Building Blocks. The Action Plan sets out these
proposed actions to advance the vision, goals and
purposes of the LCP. The Action Plan calls for Town
government to accomplish a variety of tasks over the
next 10+ years; more broadly, the Action Plan is also
923458943106. P1r6ot34e4c8hw41nP cExecutive Summary
intended to guide future decision-making and action
involving community organizations and residents.
BREWSTER’S VISION
The LCP is informed, but not limited by, the 2018
Vision Plan. In many ways, both Plans exist along
the same planning continuum, although the LCP has
been updated to reflect changed conditions (including
an unprecedented world-wide pandemic and its
associated social and economic effects on society) and
input received through the entire planning process.
The LCP includes a vision statement, similar to that of the
2018 Vision Plan, articulating at a high level a vision for
Brewster’s future and the values held by the community.
The Action Plan is intended to achieve the vision. It is
important to note that these values are not intended to
conflict, especially in terms of implementing the related
Action Plan, but should be viewed as complementary,
mutually supportive and on equal footing with one
another. The vision statement has also been prepared
for consistency with the Cape Cod Regional Policy Plan.
COMMUNITY ENGAGEMENT
Processes for developing both the Vision Plan and the
Local Comprehensive Plan were highly participatory.
The Vision Planning process included three series
of public workshops and a public survey. These
events were accompanied by broad public outreach,
including newspaper coverage and opinion pieces,
postings on the Town website and through the Town
email-list, distribution of announcements through
the e-mail lists of approximately 10 local not-for-
profit organizations and religious groups, local public
television interviews and announcements, and document
distribution at Town Hall, the Brewster Ladies Library,
and the Council on Aging. A postcard to all property
owners was also sent out for the public survey.
The LCP process and its preparation has been
shepherded by the Vision Planning Committee.
The LCP planning effort began during the COVID
pandemic, thus was constrained by restrictions on
public meetings. Nevertheless, the Planning Committee
took a very similar approach to outreach for the LCP
as they did for the Vision Plan, actively informing
the Brewster public about the planning effort and to
soliciting their ideas and feedback. Most notable was
the Brewster’s Next Steps survey to gauge support
for over 65 proposed actions, to which over 2,300
people, broadly representing the community’s age and
residential status profile, responded. The Committee
used broad print and electronic media announcements,
email lists, postcards to property owners, and pop-
up events at Town locations to publicize the survey. A
summary of results is available on the Town website.
10 23458943106. P1r6ot34e4c8hw41nP c Executive Summary
In addition, the Committee partnered with Town
Administration to organize workshops of Town staff
and key local organizations to review and comment
on a draft Action Plan. The Committee announced
a public comment period on the LCP that included
the draft Action Plan in July 2022. The Committee
reviewed the comments received during the comment
period and revised the Action Plan to reflect many
of the public comments. The final draft LCP was
recommended by the Vision Planning Committee
and approved by the Select Board and Planning
Board following a public hearing in October 2022.
In November 2022, Town Meeting accepted and
adopted the LCP. After Town Meeting, the Cape Cod
Commission held a public hearing to certify the LCP as
consistent with the Cape Cod Regional Policy Plan.
BUILDING BLOCKS - EXISTING CONDITIONS AND ISSUES
This section contains an overview of existing conditions
in Brewster organized by Building Block and based
on summary papers that have been prepared for all
Building Blocks. Each overview includes background
information, recent actions by the Town, and key issues
moving forward. These existing conditions summaries
detail circumstances in the town and identify town
assets, strengths, concerns and related challenges
and opportunities. The summary papers prepared in
2017 for original eight Building Blocks of the Vision
Plan have been updated to reflect changing conditions,
evolving issues, and implementation of actions to
date. In addition, summary papers have been added
for the new Building Blocks, Solid Waste and Climate
Change. The section begins with a description of
‘Brewster Today’ focusing on demographic and land
use issues and drawing on the Land Use summary
paper. Interpretive maps are also contained throughout
the LCP to depict certain concepts or conditions.
THE ACTION PLAN – BUILDING BLOCK GOALS, PURPOSES, AND ACTIONS
The goals and purposes for the LCP are organized
by Building Blocks, a concept originated in the 2018
Vision Plan. They have been slightly modified in the
LCP since the development of the Vision Plan to reflect
changing conditions in Brewster and to align them
with the goals of the Cape Cod Regional Policy Plan.
The Action Plan is proposed to advance the LCP vision,
goals, and purposes over the next 10+ years. The list of
actions is not intended to be a complete list of all that
the Town could do but does include the most important
actions essential to advancing the identified goals. While
a large and ambitious number of actions are presented,
priorities for implementation will be identified during
the Select Board’s annual strategic planning exercise.
The list of actions has been drawn from
numerous sources including the following:
1123458943106. P1r6ot34e4c8hw41nP cExecutive Summary
• Actions from the Vision Plan that
have not yet been implemented
• Recommendations from stakeholders
about current needs
• Recommendations from the
Vision Plan summary papers
about trends and needs; and
• Results of the Brewster’s Next
Steps survey gauging public
support for individual actions.
As the final phase of Action Plan development, the draft
list of actions was reviewed and refined by workshops
of key Town Departments and local organizations
to assess the accuracy, relevancy, and feasibility in
implementing each action. This vital part of the process
helped ensure the ability, capacity, and commitment
to implement the Action Plan and is subject to future
adjustments that will make the LCP a “living” plan.
CAPITAL FACILITIES PLANNING
In this section, the LCP aligns and cross-references
capital investments contemplated in the Action Plan
with the Town’s on-going capital facilities planning. This
analysis ensures that the capital requirements necessary
to implement the LCP are planned for and met.
HOUSING PRODUCTION PLAN SUMMARY
The Town has recently completed, and the State has
approved, an update of its 2017 Housing Production
Plan (HPP), which principally deals with provisions
for affordable housing in Brewster. This section
includes a summary of the Town’s 2022 plan. The
full HPP can be accessed on the Town website.
Implementation and Performance Monitoring
The prioritization of undertaking LCP actions will
be set primarily through the Select Board’s annual
strategic planning. Monitoring and reporting to the
community are crucial to the successful implementation
of the LCP and are described in this section. A
copy of the Select Board’s current Strategic Plan
for FY23-24 is included in the LCP Appendices.
Supporting Regulation, Plans and Policies
The LCP references other existing Town land use plans,
policies, bylaws and regulations that both inform, and
will be informed by, the LCP. Many of the LCP’s actions
deal with potentially updating and amending these
documents to advance the goals and vision of the LCP. It
is important to note that, under the current zoning bylaw,
consistency with the comprehensive plan is a criterion of
approval for certain permits and proposed developments.
4 '
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01Brewster’s Vision
14 23458943106. P1r6ot34e4c8hw41nP c
SECTION 1BREWSTER’S VISION
Brewster’s Vision
The LCP’s vision for Brewster’s future, as articulated
below, is grounded in the Town’s Vision Planning
process, which began in 2017. The Vision Plan,
completed and approved in 2018, serves as a
foundation for the LCP. The LCP’s vision statement
is also informed by the shared experiences of the
community since that time including, among other
things, an unprecedented world-wide pandemic and
its associated social, political and economic effects.
This vision statement is a product of significant
community input. It reflects the shared values of the
Brewster community related to, among other things,
future growth and development and resource protection
in the town. The vision also harmonizes with the
regional vision articulated in the Cape Cod Regional
Policy Plan. In particular, the Town’s visioning process
involved “Town Center” discussions: identifying existing
centers of concentrated activity, development and
infrastructure in the town that might accommodate
expanded future housing and economic opportunities.
This vision serves as the backdrop and reference point
for the ‘Building Blocks’ and their associated goals,
purposes and actions set out in the LCP. The multiple
values and interests articulated in the vision statement
are mutually dependent, complementary and on equal
footing with one another. In practical application,
the vision requires that these values and interests
be reconciled or compromised with one another. In
order to fulfill and realize the vision, it is necessary to
advance all of these constituent values and interests.
1523458943106. P1r6ot34e4c8hw41nP cBrewster’s Vision
Brewster is a welcoming community that
celebrates our special character and strives for
greater social diversity and inclusiveness.
We preserve our historical setting and seek to
protect its contribution to our town’s character.
We work to preserve the rural, small town feel
of Brewster while recognizing opportunities for
growth, which adds to our shared quality of life.
Brewster has been, and will continue to be, a
leader in open space planning and protection,
which contributes to protecting water resources
and sensitive natural habitats and provides
scenic areas for recreation and contemplation.
In the context of coastal change, we protect
our natural bayside coastline, which defines
our sense of place and provides special
recreational and economic opportunities.
We are committed to address climate change, one
of the great global challenges of our day, locally
by reducing our contributions to carbon emissions
and continuing to support practices that take up
and store carbon through natural processes.
We honor our history as a working community
and partner with Brewster businesses and other
organizations that support residents and visitors
by providing high-quality products, services, and
experiences built on our character and environment,
and that offer local social, economic, and employment
opportunities that help sustain the community.
We support growth that is appropriately scaled
and sited within the context that it is proposed.
As a commitment to the social diversity we value,
we seek to support housing production tailored to
the changing needs of the community, including
housing that is affordable to current and future
residents of all ages and economic standing.
Within our fiscal capabilities, we strive to provide
the infrastructure necessary to ensure public health
and safety and to support the ability of our entire
community, from older people to families with children,
to live, work, learn, recreate, and gather in the town.
The communication methods and practices that we
set in place encourage and promote public discourse
and collaboration. We look to successful models in
other communities and organizations as examples to
manage and guide our approach to change in our town.
We are committed as we move forward, through
careful planning and coordination, to improve
our community and honor what we value about
Brewster, and ensure the town’s continued
social, economic, financial, and environmental
sustainability for present and future generations.
1
02Community Engagement
18 • BrewB stTodasyTui BlBnegcBskadn
SECTION 2COMMUNITY ENGAGEMENT
Community Engagement
Processes for developing both the Vision Plan and the
LCP were highly participatory. The Vision Planning
process included three series of public workshops and
survey. These events were accompanied by broad public
outreach, including newspaper coverage and opinion
pieces, postings on the Town website and through
the Town email-list, distribution of announcements
through the e-mail lists of approximately 10 local not-
for-profit organizations and religious groups, local
public television interviews and announcements, and
document distribution at Town Hall, the Brewster Ladies
Library, and the Council on Aging. A post card to all
property owners was also sent out for the public survey.
The LCP planning effort began during the COVID
pandemic, thus was constrained by restrictions on
public meetings. Nevertheless, the Planning Committee
took a very similar approach to outreach for the LCP
as they did for the Vision Plan, used many of the same
outreach efforts to actively informing the Brewster
public about the planning effort and to soliciting
their ideas and feedback. Most notable was the
2022 Brewster’s Next Steps survey to gauge support
for over 65 proposed actions, to which over 2,300
people, broadly representing the community’s age and
residential status profile, responded. The Committee
used broad print and electronic media announcements,
email lists, post cards to property owners, and pop-
up events at town locations to publicize the survey. A
summary of results is available on the Town website.
The survey results were fundamental to drafting the
Action Plan. A draft of the Action Plan and an Overview
of the LCP were made available to the public during a
21-day public comment period from July 25 to August 12,
2022. Comments and feedback were reviewed carefully
by the Vision Planning Committee and revisions were
made as appropriate. Brewster’s Select Board, Planning
Board and Vision Planning Committee held a joint
public hearing on the draft LCP in October 2022 prior
to advancing it to Town Meeting in November 2022.
The LCP vision statement is a product of significant
community input: it reflects the shared values of
the Brewster community related to, among other
things, future growth and development and resource
protection in the town. The Town’s vision statement
also harmonizes with the regional vision articulated
in the Cape Cod Regional Policy Plan. In particular,
the Town’s visioning process involved “Town Center”
discussions: identifying existing centers of concentrated
activity, development and infrastructure in the town,
outside of large, unfragmented, natural resource
corridors, that might accommodate expanded
future housing and economic opportunities.
1923458943106. P1r6ot34e4c8hw41nP cCommunity Engagement
In addition, the Committee partnered with
Town Administration to organize workshops
of Town staff and key local organizations to
review and comment on the draft Action Plan.
In anticipation of the Cape Cod Commission’s
(CCC) LCP review and certification, the
Town communicated and worked with
CCC staff iteratively and collaboratively
throughout the development of the LCP,
providing draft sections of the LCP for
review and comment at various stages:
• CCC staff completed a review of
the LCP’s goals for consistency
with RPP goals and provided
feedback to the Vision Planning
Committee on ways to align the
LCP’s goals with RPP goals. A
comparison table of RPP goals
and LCP goals was prepared
to assist in this review.
• CCC staff provided general input
and guidance during preparation
of the draft LCP on compliance
with the CCC’s LCP Regulations.
• CCC staff gave a presentation
on the Cape Cod Climate
Action Plan at a meeting
The Brewster’s Next Steps survey queried
residents about the possibility of designating
or recognizing a Town Center(s). While 20%
of survey respondents preferred no designated
Town Center, the area around Foster Square
was identified most frequently (44%) as a Town
Center (see Figure 1 below). Other frequently
mentioned designations included the broader
areas along Rte. 6A/Main Street from Rte.
124 near the Brewster General Store to Ellis
Landing Road (25%) and Rte. 6A/Main Street
from Underpass Road to Ocean Edge Resort
(23%). In a Town Center, respondents prefer
sidewalks, bike lanes/paths, small parks,
and small-scale commercial development.
There was strong support for development
controls such as compatible historic or
architectural design, height limitations and
landscaping, consistent with maintaining
Brewster’s small town and historic character.
Support for housing, including mixed-use
residential use, was moderate. Overall, there
was widespread concern about increasing
traffic on Rte. 6A/Main Street, including
impeding access from residential side
streets. Preference for locating commercial
and industrial development on Underpass
Road or Freemans Way was frequently
mentioned in respondent comments.
of the Vision Planning
Committee in August 2021.
• CCC staff completed reviews of
the Building Block summaries
and draft Action Plan and
provided recommendations on
additional or revised content.
These recommendations were
reviewed by the Vision Planning
Committee and incorporated
into the LCP as appropriate.
20 23458943106. P1r6ot34e4c8hw41nP c Community Engagement
2123458943106. P1r6ot34e4c8hw41nP cCommunity Engagement
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03Building Blocks
- Existing Conditions And Issues
24 23458943106. P1r6ot34e4c8hw41nP c Existing Community Assets, Issues & Needs
This section contains an overview of existing conditions
in Brewster organized by Building Block and based
on summary papers that have been prepared for all
Building Blocks. Each overview includes background
information, recent actions by the Town, and key issues
moving forward. The summary papers prepared in
2017 for the original eight Building Blocks of the Vision
Plan have been updated to reflect changing conditions
and actions that have been recently implemented.
In addition, summary papers have been for the new
Building Blocks, Solid Waste and Climate Mitigation and
Adaptation. The section begins with a description of
Brewster today focusing on demographic and land use
issues and drawing on the Land Use summary paper.
“Existing conditions” include physical and socioeconomic
conditions; existing assets and resources; and the
identification of associated concerns, challenges,
strengths, and opportunities. Taking stock of
these existing conditions assisted the Town in
establishing its planning vision, goals, and actions.
BREWSTER TODAY
The Town of Brewster is characterized by its small
town, rural and historic qualities, with an abundance
of natural resources, protected open space and miles
of both coastal and freshwater shoreline. About
80 freshwater ponds cover some 1,700 acres.
SECTION 3BUILDING BLOCKS - EXISTING CONDITIONS AND ISSUES
The majority of developed land within the Town consists
of single-family, residential development and small-scale
commercial development concentrated along Rte. 6A/
Main Street, a nationally designated scenic byway and
the largest historic district in the U.S. Additional small-
scale commercial areas are located on Underpass
Road, and at the Route 137/Millstone Road intersection.
The Town also includes an approximately 245-acre
industrial district in the southeastern section of Town.
The Town has been committed to the protection of its
valuable natural resources for decades. The Town has
largely retained its small-town character through its
efforts to protect open space and historic resources.
According to the Brewster Open Space and Recreation
Plan, updated in 2021, the town includes within its
boundaries over 2,200 acres of State and non-profit
open space and recreational holdings, such as Nickerson
State Park, State-acquired Camp Monomoy land,
Brewster Conservation Trust lands, Orenda Wildlife
Trust lands, and the Cape Cod Rail Trail (CCRT).
Brewster itself has made major open space investments.
The Town, through the Conservation Commission, owns
approximately 882 acres of permanently conserved land,
and about another 1,000 acres of open space held by
other entities like the Select Board. The Town has an
ongoing program where it formally transfers tax title and
other Town-owned land appropriate for open space use
2523458943106. P1r6ot34e4c8hw41nP cExisting Community Assets, Issues & Needs
Zoning District Acreage
% of
Town
RR Rural Residential 7,909 48%
RM Residential Medium 5,652 35%
RL Residential Low 2,091 13%
CH Commercial High 288 2%
I Industrial 247 2%
VB Village Business 93 1%
MRD Municipal Refuse 50 0%
Total 16,328 ac 100%
SECTION 3BUILDING BLOCKS - EXISTING CONDITIONS AND ISSUES
to the care and custody of the Brewster Conservation
Commission for permanent conservation. Since 2012
alone Brewster has acquired or transferred approximately
200 acres of open space for permanent conservation
purposes and has acquired conservation restrictions
or easements on another approximately 121 acres.
Historic Development Patterns
Since 1633, Brewster has been home for small business
entrepreneurs since the opening of the first grist mill
on what is now Stony Brook. Relying on the land
and sea, business has always supported the natural
setting and rural nature of the town. Perhaps the most
notable of Brewster’s entrepreneurs were the sea
captains. From the 18th to 19th centuries, as many as
fifty sea captains lived in Brewster, building stately
homes along Rte. 6A/Main Street, adding a sense of
elegance to the community. Today, many of these sea
captains’ homes are still occupied by entrepreneurs.
Business continues to support the small-town setting of
Brewster by creating services for residents and visitors
and at the same time maintaining many important
historic buildings and the natural surroundings.
Current Land Use Patterns
The most recent version of the Mass Audubon study,
“Losing Ground”, Sixth Edition 2020, calculates that
34% of Brewster is permanently conserved, 26% is
developed, and 40% remains undeveloped as natural
or open land but is not permanently conserved.
As stated in the 2022 Brewster Housing Production
Plan, nearly 75% of the housing stock in Brewster is
in the form of detached single-family homes. Mixed-
use development is not currently allowed under
the Brewster zoning bylaw, although development
in commercial districts is allowed to have an
accessory residential unit by special permit.
Cluster residential development and planned
residential development (PRD) are only allowed
by special permit, and both have significant
26 23458943106. P1r6ot34e4c8hw41nP c Existing Community Assets, Issues & Needs
minimum land area requirements.
There are also 145 properties along Rte. 6A/Main Street
where business activity is taking place. Most of these
businesses are in the Residential (R-M) zoning district.
Recent Trends
A December 2021 Elementary Schools Master Plan
completed for the Town of Brewster indicates that the
seasonal population in Brewster, when averaged over
a full year, is nearly double the number of full-time
residents. The increase in seasonal population places
stress, not only on the town’s natural resources and
recreation facilities, but also on its infrastructure.
Based on 2019 American Community Survey (ACS) data
of housing market trends compiled by the Cape Cod
Commission, the median value for a single-family home
in Brewster in 2019 was $442,000 while the median
sales price in July 2022 was $711,000 for single-family
homes and $455,500 for condominiums (Cape Cod and
Islands Association of Realtors- CCIOAR). Under the
2022 HUD-defined Barnstable County Area Median
Family Income ($115,600), a family could affordably
purchase a home at a maximum of $420,579, significantly
less than the median single-family home sales price.
As of July 2022, there is an inventory of only 15 single-
family homes and 2 condominiums for sale in town
(CCIOAR). The Census Bureau classifies nearly 46% of
all housing units in Brewster as vacant most of the year
and held for seasonal or recreational use (ACS data).
BREWSTER LANDUSEBY ACERAGE
BREWSTER LANDUSEBY ACREAGE Today, there are 15 lodging businesses and one resort on
Rt. 6A/Main Street, with all but one in residential zones.
In addition, there are 18 eating establishments on Rte.
6A/Main Street, with 75% in residential zones. Numerous
other existing businesses are located on Rte. 6A/Main
Street. Expansion or change to these businesses require
a special permit from the Zoning Board of Appeals.
Recent Actions by the Town
The Town has adopted strict regulations to protect
public drinking water supplies, manage land use and
preserve open space within the town by managing
land use within Brewster’s Zone IIs (drinking water
supply areas in East and West Brewster) and
Pleasant Bay and Herring River watersheds.
In 2021, the Town purchased a total of 121 acres of
Cape Cod Sea Camps property, including the 66-
acre Long Pond Parcel and 55-acre Bay Parcel
that stretches from Rte. 6A/Main Street north to
Cape Cod Bay. Acquisition for public use is aligned
with community priorities identified in this LCP and
resident feedback from other recent strategic planning
initiatives. Detailed comprehensive plans for each
property will be developed and brought to a future
Town Meeting for subsequent voter adoption.
Key Issues Moving Forward
The Town has implemented specific land use controls
and protected open space to minimize the impacts of
future development on natural resources and protect the
Data Source: MassGIS
28 23458943106. P1r6ot34e4c8hw41nP c
character of the community. The LCP also recognizes the
need to evaluate policies and zoning bylaws that would
support more housing choice. The 2022 Brewster’s Next
Steps survey included questions on potential locations
for creation of Town Center(s) in Brewster. Consideration
of appropriate locations for mixed-use and/or additional
residential density will be needed in order to meet
the town’s future housing needs while continuing
to meet other community goals of protecting water
quality, natural resources, and community character.
The Brewster Chamber of Commerce has cited the
need for the Town to support and design vibrant
and diverse business and cultural centers that offer
more walkable, mixed-use options with affordable
living units. However, a change in zoning or an
overlay district would be required for mixed-use or to
streamline local permitting for expansion or substantial
change to businesses along Rte. 6A/Main Street.
BUILDING BLOCK SUMMARIES
COMMUNITY CHARACTER
Background and Current Status
The Community Character Building Block encompasses
both Brewster’s physical and social character.
Community Character is closely inter-related to several
other Vision Building Blocks including Open Space,
Local Economy, Housing, and Community Infrastructure.
Positive actions on those Building Blocks will also
have a positive impact on Community Character.
PHYSICAL CHARACTER
Brewster has a large collection of significant historic
properties, with the great majority located along Rte.
6A/Main Street and Stony Brook Road. The town has
two large National Register Historic Districts: one
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includes historic buildings along Route 6A/Main Street
and Lower Road, roughly from Paine’s Creek to Sea
Pines Drive; the other includes structures along Stony
Brook Road in the vicinity of the Grist Mill. Most of
Brewster’s historic resources are within the Old Kings
Highway Historic District, which also includes properties
along the town’s old roadways including Rte. 6A/
Main Street, Lower Road, Stony Brook Road, as well as
Satucket Road, Route 137/Long Pond Road, Tubman
Road, and several smaller connecting roads. The Old
Kings Highway Historic District Committee has authority
to review and approve all exterior alterations and
demolition proposals. In the early 1900s, as automobile
ownership grew, summer tourism became a major
economic force and residential construction consisted
mostly of summer cottages and summer cottage
communities such as Brewster Park, Pineland Park, and
Ellis Landing Colony. These cottages are now 75-100
years old, and some are considered of historic value.
The Brewster Historical Commission continues to
work with a preservation consultant to document
the architecture and history of significant houses
older than 75 years. The four small Village Business
zones are located along Rte. 6A/Main Street near
Betty’s Curve, Underpass Road, Villages Drive, and
at the Orleans town line. The larger Commercial
zone is centered along Underpass Road. Many of the
town’s distinctive antique shops, inns, galleries, and
other small businesses along Rte. 6A/Main Street
are outside of the commercial zones and operate as
home occupations within residentially zoned areas.
All construction along Rte. 6A/Main Street requires
review by the Old Kings Highway Historic District
Committee. Much of the Commercial (CH) district on
Underpass Road is outside the historic district and is
primarily governed by Planning Board Site Plan Review
and, as applicable, Special Permit review. Certain uses
such as multi-family residential, outdoor commercial,
and accommodations uses are allowed only in the
Commercial district by special permit, which requires
specific development criteria to be met. Restaurants and
drive-through banks are allowed by Special Permit in
both the Village Business and the Commercial districts.
The Town has well-developed Site Plan Review
standards dealing with, among other things, site design,
transportation and access issues for commercial,
multi-family and industrial uses. While the Town’s
current dimensional regulations practically limit
building size and scale on most small to medium size
lots, they still allow larger buildings on larger lots.
The Town has walkable clusters of commercial
development in each of the Village Business zones,
but no focused Town Center or downtown. The
Town’s institutions are located along Rte. 6A/Main
Street—the Brewster Ladies Library, Senior Center,
Town Hall, and the Eddy Elementary School.
Formula retail businesses are expanding in many
communities on the Cape, submitting proposals to
Existing Community Assets, Issues & Needs
32 23458943106. P1r6ot34e4c8hw41nP c
The population of residents over 65 was
projected to grow from 42% of the population
in 2020 to 53% in 2030. By 2022, the 65+
Brewster population has increased to 43% of
the population (2022 Town Census). Brewster’s
high-quality schools are an important factor
in attracting young families with diverse
backgrounds. This younger population (i.e.,
age 25-49), many with school age children,
currently accounts for 22% of the Town’s
population (2022 Town Census), already lower
than the US Census (2020) projected decrease
to 38% in 2030. The US Census also projected
that the number of school age children 5-19
would fall from 11% in 2020 to 9% of the
population in 2030 but has already decreased
to 8% in 2022 (2022 Town Census). Recent
Census data also shows while Brewster is
predominantly white (91.4%), the Town has
seen a significant increase in racial diversity
over the past decade with the minority
population increasing from 3.3% in 2010 to
8.6% in 2020. (US Census 2010 & 2020)
Housing is critical to support a diverse
population, and the Town has been proactive
in pursuing affordable housing to address
both the needs of older residents as well as
focusing on attracting young families, including
amendments to the accessory dwelling by-
laws to allow greater opportunities for year-
expand existing structures or rebuild. In
Brewster, Cumberland Farms applied to
significantly increase building size and
expand the range of products they offer.
After considerable public debate, the
expansion was approved in 2017, but with
fewer gas pumps than originally proposed.
The 2017 Brewster Vision Planning workshops
identified the preservation of community
character as an important issue, with
responses like ‘small town feel,’ ‘historic charm,’
‘scenic Rte. 6A,’ and the landmark ‘Grist Mill
Herring Run’ appearing in 36% of comments
about town “Treasures.” Community Character
also played a major role in comments relating
to the vision for Brewster’s future. While
community character was primarily interpreted
to mean the physical fabric of the community—
its buildings, landscapes, and neighborhoods—
workshop participants also acknowledged the
town’s diverse residents, social challenges,
and a desire to be more connected with
each other as part of the social character.
SOCIAL CHARACTER
Brewster’s population is changing in ways that
are similar to the Cape in general. The 2020
US Census showed that Brewster’s population
has increased by 5% over the past 10 years.
round rental options and home ownership.
Brewster is also pursuing several projects
to expand affordable single-family homes,
rental units, and housing for older adults.
Seasonal workers come from a variety of
countries and add to the vibrancy of the town.
The Town continues to work to find housing
for the seasonal workforce, with consideration
being given to structures on the Bay Parcel for
this purpose. Brewster also provides a variety
of social services to families and individuals in
distress. Most of these services are provided
through not-for-profit service organizations.
Recent Actions by the Town
As noted in the Open Space and Water
Resources summaries, the Town has had
a long-standing commitment to purchase
open space for its inherent value as well as to
protect the town’s drinking water and surface
water quality. In 2021 the citizens of Brewster
overwhelmingly voted to purchase the Cape
Cod Sea Camps properties of over 100 acres.
The Town is now working with citizens to
determine how best to use both parcels.
A 2016 Brewster Council on Aging needs
assessment found that the typical older
adult wants to stay in Brewster and is aging
with sufficient resources and social support.
However, there are segments of this population
3323458943106. P1r6ot34e4c8hw41nP c
that struggle to age in place. Transportation,
caregiving services, and health and wellness
programs were seen as priorities. Most older
adults think that the current COA building/
senior center is inadequate for community
needs and supported the creation of a
multi-generational community center. This
finding mirrors many statements in the
2017 Brewster Vision Planning workshops
about the value of a multi-generational
community center to meet the needs of
Brewster’s diverse population and a place
that would bring all age groups together.
Key Issues Moving Forward
As noted in the summaries for Community
Infrastructure and Local Economy, there are
several areas of potential development in
town where maintaining community character
is a key issue, including a potential Town
Center or activity centers along Rte. 6A/
Main Street, the Bay Parcel and Long Pond
Parcel, Drummer Boy Park, and a potential
community center. Important to these and
all planning considerations, including to
changes in zoning bylaws and regulations,
is maintaining Brewster’s historic and small-
town, rural character. To help accomplish
this, zoning Site Plan Review and Special
Permit criteria could be evaluated and
amended to provide enhanced landscape,
34 23458943106. P1r6ot34e4c8hw41nP c Community Goals and Purposes
OPEN SPACE
Background and Current Status
Open Space figured prominently in the 2017 Vision
Planning workshops. As a treasure, participants valued
protected open space because of its contribution to
Brewster’s rural character, low density, tranquility,
protection for the town’s drinking water supply,
recreation, and preservation of natural habitat. The single
highest scoring action in the 2018 Vision Plan survey was
“Identify and protect priority parcels in sensitive natural
resources areas, particularly in designated drinking
water supply areas”. Similarly in the 2022 Brewster’s
Next Steps survey, acquiring land to protect drinking
water supply and critical habitat rated among the top
scoring actions. Land protection in drinking water
supply areas (Zone IIs) has become a major criterion
for land acquisition for both the Town of Brewster and
Brewster Conservation Trust land acquisition projects.
In addition to the contributions
to Brewster’s character and
recreational opportunities,
open space contributes in
many ways economically
and financially to the town.
Forested open space also acts
as a carbon sink by capturing
and sequestering carbon
emissions. In contrast to other
Cape towns, Brewster’s past
open space investments have,
in part, allowed the Town to avoid the high cost of
sewering large areas of town in sensitive watersheds.
While Brewster residents and visitors appreciate the
rural feel and low-density development, it is important
to recognize what is “open space”. Many people may
perceive much of the undeveloped land in Brewster
as permanent open space, but in fact much of it is
not formally restricted for such purpose. A study
by Mass Audubon in 2020 characterized Brewster
as 34% protected open space, 26% developed,
and 40% vacant or undeveloped. In comparison to
Brewster, 40% of Barnstable County is protected
open space according to the Regional Policy Plan. A
recent analysis of the conversion of “vacant land” in
Brewster from 2013 to 2020 indicated that an equal
amount of land has gone from vacant to developed
as from vacant to conservation – 158 acres.
The Town’s Open Space and Recreation Plan 2021
Update provides a detailed summary of currently
protected lands, but a partial list includes: 2,200
acres of state and non-profit protected lands,
1,000 acres of Town owned lands, and another 822
Town-owned acres controlled by the Conservation
Commission. The not-for-profit Brewster Conservation
Trust owns 618 acres of permanently protected land
and an additional 253 acres through conservation
restrictions on private land. Orenda Wildlife Land
Trust owns another 27 acres, and the Brewster
Conservation Commission also has conservation
restrictions on a number of privately held properties.
Data Source: MassGIS
36 23458943106. P1r6ot34e4c8hw41nP c Community Goals and Purposes
The Town’s commitment to open space
started many years ago with the purchase
of over 800 acres in the Punkhorn Parkland
in the late 1980s and early 1990s to protect
the wellfields in West Brewster. During the
same period, the Town also purchased several
hundred acres in south-east Brewster to
protect wellfields in that part of town. Even
though water supply protection has been
an important criterion for land acquisition
in recent years, only approximately 40% of
the “Zone II” (area of draw-down around
Town wells) is currently protected.
As a heavily used public park and scenic
vista, Drummer Boy Park represents a unique
asset in Brewster. The Town updated, and
now has begun implementing, the Master
Plan for Drummer Boy Park in 2021. The
Town has also begun public outreach and
design on a potential raised boardwalk to
Wing Island, which as currently proposed
would link to Drummer Boy Park.
Recent Actions by the Town
Brewster’s Open Space Committee completed
an update of the Town’s Open Space and
Recreation Plan (OSRP) in 2021. The Plan
identifies the following overarching goals:
1. Protect the town’s drinking water
supply to meet the needs of
residents 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 eco-tourism
3. Preserve and enhance habitat
diversity and protect marine and
fresh surface water resources to
maintain their ecological functions
and values to the community.
4. Provide a variety of recreation and
open space opportunities to promote
active and healthy lifestyles for
Brewster residents, ensuring equitable
access for all users and abilities.
5. Support coordination and
communication of regional open
space and recreation needs.
Between 2018 and 2020, 13 parcels totaling
133 acres in the drinking water supply
areas have been protected, often through
a partnership of Town and Brewster
Conservation Trust. The Brewster Water
Commissioners have also recognized this
priority and have created funding within
their tariff structure for land protection.
Much has also been accomplished to
improve access to open space and recreation
resources. The Town expanded the satellite
parking lot at Crosby Landing, and a new
access linking the Cape Cod Rail Trail at
Nickerson State Park to the bayside at
Linnell Landing has been designed and
permitted. This multi-use trail will provide
walking and bike access to a large stretch of
state-owned beach. In addition, the Town
and the Brewster Conservation Trust have
opened up new public trails and published an
updated guide to Brewster’s walking trails.
Key Issues Moving Forward
Acquiring and managing open space to
protect water resources and provide outdoor
recreation will continue to be an important
goal for the Town and other organizations,
such as the Brewster Conservation Trust.
The acquisition of the former Cape Cod
Sea Camps properties presents enormous
possibilities for the expansion of open space
and passive and active recreation. The
3723458943106. P1r6ot34e4c8hw41nP cCommunity Goals and Purposes
Town has established planning committees
for both the Bay and Long Pond Parcels,
each charged with the development of
a comprehensive plan for the respective
properties. The planning committees for the
properties will consider all potential uses for
the properties to develop a comprehensive
plan consistent with community needs.
38 23458943106. P1r6ot34e4c8hw41nP c Community Goals and Purposes
HOUSING
Background and Current Status
The cost and availability of housing in Brewster was
identified as the largest single challenge at the June
2017 Vision Planning Workshops, with an emphasis
on how the lack of affordable housing impacts young
families. Workshop participants saw housing as key to
allowing young families to stay in Brewster, maintaining
the diverse community that residents value, and
providing the workforce that the local economy needs.
“Affordable Housing” is a term defined under state and
federal law and policy meaning housing affordable to
low- and moderate-income households, i.e., households
earning no more than 80% of the area median income
(AMI) for the county. In contrast, “attainable” or
“workforce” housing is not a formally defined term. It
refers to housing affordable for households whose
incomes are too high for “affordable housing” but are
priced out of the market i.e.,
households earning between
80-120% AMI. In either
case, households should
not be required to spend
more than 30% of their
income on housing costs.
Affordable housing identified
by workshop participants as
the biggest challenge facing
the Town. While those with
the lowest incomes face the greatest housing need and
challenges, the cost and availability of housing, both for
year-round rentals and ownership opportunities, is an
issue as well for many households who do not qualify
for affordable housing, making it challenging for both
younger families and older residents to remain in town.
Brewster, like the rest of the Cape, is facing housing
issues that are common to a number of resort, tourist-
based areas throughout the country that have a
significant percentage of seasonally-used housing stock
(46% in Brewster). These areas all have high housing
costs, in part because the average income of second
homeowners is greater than that of year-round residents,
which can drive up the cost of housing. Brewster’s
housing stock primarily consists of detached single-
family homes (75%). Brewster has twice the percentage
of residential condominium units (11%) than in Barnstable
County towns on average (ACS 5-Year Estimates, 2016-
2020). Environmental and infrastructure factors also
contribute to the higher cost of housing in Brewster.
According to the Cape Cod Commission, one of the
affordable housing challenges is the gap between the
Cape’s comparatively low wages and high housing costs.
While wages have remained relatively stagnant, housing
costs have risen dramatically. Brewster’s housing
problem is also exacerbated by its aging population,
with few young people and limited local workers.
As for affordable housing, the town has 297 units or
6.2% counted as affordable and needs to add 183
affordable units to meet the 10% goal. The 10% metric,
Town of Brewster
Map 10. Subsidized Housing Inventory
May 2022; Source: Town of
Brewster, MassGIS, and MassDOT
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U.S. Highway
State Route
-Millstone Road Community Housing Parcel* Non-numbered Road
OpenSpace: Level of Protection D Town of Brewster
In Perpetuity Water
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Surrounding Towns
*Designated for community housing: application for 45
rental units current� under consideration
40 23458943106. P1r6ot34e4c8hw41nP c Community Goals and Purposes
however, understates the range of housing
needs that exists in town. Currently, 230
of the affordable units are rental units. In
2021, 31% of all rental units in Brewster were
deed restricted affordable housing units.
This is reflected in the median Brewster rent
of $1,097, which is artificially depressed by
the percentage of subsidized housing.
A challenging housing situation has worsened
dramatically since 2017. Intensified with
changes associated by the COVID pandemic,
the cost of housing has increased along with a
sharp decrease in the number of properties for
sale. Additionally, there has been a reduction
in the number of homes used for year-round
rentals. In 2021, the median sales price of a
single-family home in Brewster was $700,000,
an increase of 30% over $540,000 in 2020,
and an 80 % increase from the original
Housing Summary statistic of $389,750 in
2015. The affordability gap has also grown
tremendously. The 2022 HUD-defined
Barnstable County Area Median Family
Income ($115,600) could affordably purchase
a home, with current tax and mortgage rates,
at a maximum of $420,579. 85% of Brewster
year-round households own their own homes,
29% of which are housing-cost burdened
(paying over 30% of their income on housing),
while 41% of Brewster year-round rental
households are housing cost burdened.
Recent Actions by the Town
Over the past five years, a clear pattern has
emerged in Brewster’s housing response.
Town support has resulted in a number of
housing initiatives and their corresponding
Community Preservation Act (CPA), budget,
and free cash funding. Creative collaboration,
supportive teamwork, and resident
involvement have exponentially increased the
Town’s efforts. Many of the strategies identified
in the Town’s 2017 Housing Production Plan
(HPP) have been implemented. In 2017, the
Town hired a part-time housing coordinator
with CPA funds to coordinate the remaining
strategies identified in that Plan. The Town
then created a Municipal Affordable Housing
Trust, supported with CPA funds and free cash
allocations. In 2021, the Select Board voted
to create a financial policy and allot 50% of
the forecasted new short-term rental revenue
to the Housing Trust. In 2017, Ocean Edge
Resort received a special permit to create
seasonal workforce housing on their property.
In 2018, Town Meeting amended the
zoning bylaw with new Accessory Dwelling
Unit (ADU) provisions. ADUs are a way
to utilize current infrastructure, assist
homeowners, and create environmentally
friendly housing. Approximately 16 accessory
residential units, which includes ADUs,
have been permitted since 2018.
The Town has initiatives to both preserve
housing and support housing without
new construction. In 2021, along with
Dennis and Wellfleet, the Town was part
of a $1.3-million-dollar regional Housing
Rehabilitation and Childcare Community
Development Block Grant (CDBG). As the
lead community, Brewster was awarded
another $1.3-million-dollar regional CDBG
grant to continue the program in 2022.
In response to the high price of rental
housing and impact of COVID pandemic on
workers, the Housing Trust created a rental
assistance program funded with a CPA
grant and managed by Housing Assistance
Corporation. The Town also continues to
operate an affordable home ownership
buydown program funded through the CPA.
In 2018, the Town used CPA funds to purchase
an access parcel and officially designated the
16 acres of Town-owned land off Millstone
Road for community housing. Upon the
recommendation of the Brewster Housing
Trust, the Select Board accepted a proposal to
build a compact grouping of 45 energy efficient
affordable rental apartments which leaves
most of the property untouched. Partnerships
with non-profits and effectively using Chapter
4123458943106. P1r6ot34e4c8hw41nP cCommunity Goals and Purposes
40B Comprehensive Permits were additional
strategies in the HPP that have been pursued.
Expected to open in 2022, Brewster Woods
will also provide thirty affordable rental
apartments for those in the low to moderate
income bracket on Housing Authority land off
Brewster Road. Elevation Financial, working
in partnership with the Town, redeveloped the
former vacant Wingate Rehabilitation Center
into Serenity at Brewster with 132 apartments
for people aged 55 and over. 20% of the units
are deed restricted affordable for households
up to 80% of the Area Median Income (AMI).
In 2022 Brewster completed an update to its
2017 Housing Production Plan (HPP). This plan
accesses the community’s housing needs,
sets goals, and guides the implementation
of Brewster’s Housing Program over the
next five years. The HPP aims to produce
24 units of affordable housing a year as
Brewster works towards the state mandated
10% affordable year-round housing stock.
Brewster’s 2017 HPP met this production goal
twice and is currently certified by the state
until May 15, 2023. Funded with a Community
Preservation Act grant, the 2022 HPP was
prepared by Barrett Planning Group with a
robust outreach process led by the Housing
Partnership. The Select and Planning Boards
approved the HPP update in July 2022;
state approval followed in August 2022
Key Issues Moving Forward
There is no single solution that will provide all
the needed housing options for our residents
and workforce. While the unanticipated
pandemic has shown how housing intertwines
with physical, economic, and community
health, the 2021 Cape Cod Sea Camps
purchase demonstrates the Town’s ability
to mobilize around a common goal. Looking
forward, the Town updated the Housing
Production Plan in 2022. The updated
HPP will help the Town better understand
the impacts of the pandemic, reassess the
housing needs, and retool strategies for
the next five years. A summary of the 2022
HPP is provided in Section 7. The lack of
a centralized or smaller scale wastewater
treatment infrastructure limits the development
potential of available land. Rehabilitation
and support programs will also be needed
to both create and preserve housing.
Opportunities ahead for increasing housing
options include expanded collaboration
with Town and community entities, as well
as an ongoing commitment to funding.
Additional possibilities exist for joint work
with conservation and environmental groups
as well as businesses and the Chamber
of Commerce. Zoning remains an area of
potential housing opportunity, including
reassessing the current ADU bylaw provisions.
42 23458943106. P1r6ot34e4c8hw41nP c Community Goals and Purposes
LOCAL ECONOMY
Background and Current Status
The 2017 Vision Planning workshops defined a
sustainable local economy as one 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.
Specifically, the workshop participants wanted to see:
• A greater focus on building a “green
economy” based on the town’s
natural beauty and resources
• An economy that fosters the growth
of small business that are compatible
with the town’s character; and
• Growth of a more sustainable year-round
economy that encourages small businesses
and better supports Brewster’s workforce.
Regional Economy -
According to the 2019 Cape
Cod Comprehensive Economic
Development Strategy (CEDS),
the dominant industries in the
region are related to Cape
Cod’s seasonal economy
and retiree population:
17% in healthcare, 16% in
accommodations and food
services, and 16% in retail trade
(US Bureau of Labor Statistics,
2017 ES-202 data via the Massachusetts Executive Office
of Labor and Workforce Development). Just under a
quarter of jobs on Cape Cod are in emerging industry
sectors including creative economy sectors, financial
and information sectors, and professional services and
technical services sectors, with wages around or above
the average for the region (Cape Cod Housing Market
Analysis. 2017. www.capecodcommission.org/housing).
Based on the 2017 Cape Cod Housing Market Analysis,
average wages in all of the top seven Cape Cod
sectors—accommodation and food services, retail
trade, healthcare, professional and technical services,
construction, local government, and administrative/
waste services are below the amount of household
income per year required to afford a median
priced house in the region. Only the highest paid
employees within the county’s major employment
categories were able to afford owning a house in
2015 (Cape Cod Housing Market Analysis. 2017. www.
capecodcommission.org/housing). Household income
has not kept up with rising costs of housing on Cape
Cod, an issue that will be greatly exacerbated given
the forecasted trends in population and employment.
Local Economy - According to the 2019 CEDS,
Brewster’s top three employment sectors are in education
and health services (39%), leisure and hospitality
(22%), and construction (9%). Based on the Cape
Cod Commission’s Data Cape Cod portal, Brewster’s
2019 median household income was $75,321. The
unemployment rate in 2019 was 2.9% with average wages
4323458943106. P1r6ot34e4c8hw41nP cCommunity Goals and Purposes
at $44,979. Forty-six percent of Brewster’s workforce
was employed in management, professional, and related
industries, in comparison with the County at 36.7%.
Brewster had a total of 314 business establishments
with average wages of $44,998. The majority (68.5%)
of these establishments employed 1–4 employees.
Local Demographics - Brewster, like much of Cape Cod,
is populated by a mixture of working families, retirees,
summer residents, and visitors. Brewster’s median
age is 54.3 years, compared to 53.3 for Barnstable
County as a whole. In 2022, Brewster’s population
is 9,716 (2022 Town Census, Town Clerk, 8/15/2022)
with a total of 8,243 housing units. As noted in the
Land Use section, Brewster has one of the highest
percentages of total units that remain vacant for
seasonal or recreational use at 46% in 2022, compared
to 42% for Barnstable County as a whole. Forty-three
percent of the year-round residents in Brewster are
over 65 years old. With many adults now working up
to age 70, the working age population (between 25-70
years old) accounts for 55% of the total population.
Brewster has many defining elements that make it an
attractive place for retirees, seasonal residents, and
visitors as well as the working residents that support
them. Like the rest of Cape Cod, the business and
job mix in town is heavily influenced by the non-
working populations. Economic growth and new
opportunities depend in-part on bringing resources/
money from outside the area into the area, which
is what retirees, second-home owners, and tourists
44 23458943106. P1r6ot34e4c8hw41nP c
do for the region. Defining Brewster as a place, and
investing in the elements that define that place, is
essential to building a strong local economy.
Recognizing that much of Brewster’s economy is based
on its natural assets, the Chamber of Commerce’s
Sustainability Strategy promotes Brewster as an eco-
tourism center and builds on “green” opportunities
such as recycling and biking. As noted in the Climate
Mitigation and Adaptation section, the Town has
taken important steps in creating many elements of a
green economy through its policies and initiatives.
Recent Actions by the Town
The FY21-22 Brewster Select Board Strategic Plan
included actions under the Local Economy Building
Block to complete and launch an electronic permitting
platform and guide to doing business in Brewster
to assist residents, contractors, and businesses in
navigating local permitting processes. In addition, the
FY21-22 Strategic Plan included an action to consider
designating Underpass Road as a District of Critical
Planning Concern with the Cape Cod Commission.
This action would allow the Town time to plan for the
future development and redevelopment of this area as
an economic development district. In addition, the Town
acquisition of the Cape Cod Sea Camps properties gives
the Town control over future land uses and economic
development opportunities for these key assets.
Key Issues Moving Forward
Brewster has an opportunity to review and revise
local bylaws and investment strategies to meet its
economic and community development goals. With
a clear vision for a sustainable economy, the Town
can align its public policies, public investments, and
private efforts to build on and protect its assets.
Development of Town Center(s) with the necessary
infrastructure, services, and mix of uses can help to
maintain Brewster’s community character, protect natural
resources, and open space, and provide opportunities
for local businesses that provide basic necessities
for residents as well as visitors. Planned or proposed
public facilities including a community center will
also play a key role in Town Center development.
Brewster’s economic challenges include the high cost
of housing, low wages, and funding for appropriate
infrastructure, including green infrastructure investments
to protect natural resources. Addressing Brewster’s
housing needs will require multiple strategies including
implementation of the updated 2022 HPP. The lack
of existing centralized or smaller scale wastewater
treatment limits the development potential of available
land and will require creative solutions by the Town
to focus infrastructure development in locations
where it can be supported without compromising
natural resources or community character.
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46 23458943106. P1r6ot34e4c8hw41nP c Community Goals and Purposes
COASTAL MANAGEMENT
Background and Current Status
Brewster’s residents recognize the importance of
the town’s coastal resources to both residents and
visitors. They provide access to a range of summer
and year-round activities, including swimming, boating,
commercial and recreational shell fishing, walking
on the flats, watching sunsets, and other recreational
activities. In the 2017 Vision Planning workshops, the
town’s beaches were identified as the second most
important treasure, and directly linked to the highest
ranked treasure, the overall character of the town.
Town residents want to preserve and expand access
to the shoreline while also preserving and protecting
the natural resources that make the coast so special.
The town’s public access points are threatened by
storms, which can damage both the beaches and
their access points, and by the increasing impacts of
climate change. Nor’easters
have damaged parking
areas and eroded the
coastal dunes and beaches
in some of these locations,
prompting improvements to
Paine’s Creek, Ellis Landing,
and Breakwater Landing
facilities over the last decade.
Concerns over repetitive
storm damage and planning
for these improvements
led to the creation of the Brewster Coastal Advisory
Group and the development of the September
2016 Coastal Adaptation Strategy to address future
management of Brewster’s shoreline. The Strategy
presumes a sea level rise of one foot in 20 years.
Building on the Coastal Adaptation Strategy, the Brewster
Coastal Committee completed the Brewster Coastal
Resource Management Plan (CRMP). Phase I has
specific recommendations on improving and protecting
coastal access, incorporating the guiding principles, and
employing a robust public involvement process to help
refine specific plans. The Brewster Natural Resources
Advisory Commission, established in 2021, is charged
with overseeing the implementation of the CRMP.
The Town owns 12 access points to coastal beaches
(landings): 10 beaches with public parking areas,
one new purchase (the Bay Parcel), and one
additional public beach with no public parking (Wing
Island). Figure 1 shows the locations of the 12 Town
landings along the 7 miles of Brewster shoreline.
From an access standpoint, the Town maintains
approximately 440 parking spots across all landings,
including dedicated handicap parking spaces and bike
racks and other facilities during the summer months.
Unfortunately, during summer peak season, demand
can be greater than the available access, and additional
parking opportunities are limited. The beaches and their
access points are vulnerable to erosion from coastal
storms and require frequent maintenance and investment
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Data Source: MassGISData Source: MassGIS
50 23458943106. P1r6ot34e4c8hw41nP c Community Goals and Purposes
by the Town. Impacts to the landings are expected
to increase over time due to rising sea levels and the
potential for stronger, more frequent storms. In response,
the Town is adapting to recurring and increasing erosion
and storm damage through retreat, such as at the
Paine’s Creek, Ellis, and Breakwater Landings where
pavement was moved further from the ocean edge.
In February 2022, the National Oceanic and Atmospheric
Administration (NOAA) released its Sea Level Rise
Technical Report. Based on NOAA’s analysis, the
Town’s planning scenario of 1 foot rise in sea level in
20 years for Brewster’s coastline is quite possible.
Extensive sections of Brewster’s seven miles of coast
have historically and recently been exposed to storm
surge impacts, including dune wash over, flooding, and
significant erosion. Based on the Center for Coastal
Studies’ 2015 Century Scale Sediment Budget, it is
not clear if the tidal flats will remain exposed at low
tide under future sea level rise scenarios. Lacking the
buffering capacity of the tidal flats, Brewster’s beaches
and dunes would likely experience significant erosion
and storm surge during serious weather events.
Recent Actions by the Town
As noted in the Background section, the Town developed
a consensus-based coastal adaptation strategy to
identify priorities and principles for future action. Survey
results from the 2016 Coastal Adaptation Strategy
confirmed broad support for the Brewster’s coastal
resources among all age groups and resident status.
5123458943106. P1r6ot34e4c8hw41nP cCommunity Goals and Purposes
The Town has added 110 upland parking spaces for
access to Crosby Landing. The Town has begun public
outreach and discussion about a potential elevated
walkway linking Wing Island and its coastal beach to
Town-owned conservation land and Drummer Boy Park.
The Town also replaced an unsafe footbridge over the
Freeman’s Pond creek to facilitate access to the large
beach located between Mant’s Landing and Paines
Creek. Finally, in 2021 the Town purchased the former
Cape Cod Sea Camps bayside property, with 800 feet of
shoreline that extends to the Spruce Hills beach. Public
access to this beach for residents was provided in 2022
through the development of an interim parking area.
The Town also completed a Hazard Mitigation Plan
Update in 2021 that was approved by the Federal
Emergency Management Agency (FEMA). As a result,
the Town is eligible for funding under FEMA guidelines
for mitigation measures that reduce disaster losses.
In November 2021, Brewster Town Meeting approved a
new stormwater bylaw to better manage parcel-specific
stormwater changes associated with development and
to meet the Town’s “MS4” permit requirements under
state and federal law. At this same Town Meeting,
voters approved changes to the town’s floodplain
district incorporating state planning guidance.
Key Issues Moving Forward
Existing and future coastal and climate processes
indicate that Brewster’s coastal resources are
under threat. The Town is faced with the challenge
of accommodating access to its coastal resources
that has been impacted and could potentially be
reduced by coastal and climate processes. Ongoing
development and redevelopment of existing
properties along the shoreline is also a concern.
With the projected significant acceleration of sea level
rise in the next 30 years, it is not clear if Brewster’s
tidal flats will remain exposed at low tide under
future sea level rise scenarios. Lacking the buffering
capacity of the tidal flats, Brewster’s beaches and
dunes would likely experience significant erosion
and storm surge during serious weather events. The
Town could consider updating the 2015 Century Scale
Sediment Budget (prepared by the Provincetown
center for Coastal Studies) in collaboration with
Dennis, Orleans, and Eastham. Brewster also
participated in a 2021 effort by the Cape Cod
Commission to review current land use regulations
and to develop a model coastal resiliency by-law.
The Town is heavily involved in maintaining and
increasing access to existing beach facilities. Impacts
to the landings are expected to increase over time
due to rising sea levels and the potential for stronger,
more frequent storms. A number of these landings are
important for access to private beaches and the Town’s
aquaculture sites as well as for emergency vehicles.
52 23458943106. P1r6ot34e4c8hw41nP c Community Goals and Purposes
WATER RESOURCES
Background and Current Status
Brewster residents value the town’s water
resources and recognize that they are an integral
part of the community’s character. In the 2017
Brewster Vision Planning workshops, residents
especially identified Brewster’s freshwater ponds
as important assets to the town for their aesthetic
and recreational values. Residents also recognized
the importance of clean drinking water and the
relationships between protecting open space and
preserving water quality throughout the town.
Over the last 40 years, the Town has made a concerted
effort to protect groundwater quality. The Town has
purchased significant areas of open space to protect
the Town’s ponds and drinking water, particularly in
the zones of contribution to its six municipal wells.
The Town has also developed land use management
policies and regulations
to prevent development
activities from harming water
resources, including new
water quality performance
standards in the Town’s Water
Quality Review Bylaw.
In 2015, the Town completed
an Integrated Water Resource
Management Plan (IWRMP). A
2022 IWRMP update indicates
that Brewster’s drinking water is consistently excellent
and has won two awards from the New England Water
Works Association as the best tasting water in New
England. More than forty percent of the land area that
contributes water to the Town’s drinking water wells
is protected open space. Nitrogen concentrations in
the Town’s water supplies are consistently below 1.0
mg/L, well below the federal standard of 10 mg/L.
This is a direct result of the limited development in the
vicinity of the wells. However, developed land uses
(housing, industrial uses) without proper management
may threaten the quality of drinking water.
There are about 80 freshwater ponds in Brewster.
Based on the last summary of pond water data from
2009 developed by the University of Mass School for
Marine Science and Technology along with the Cape
Cod Commission (SMAST and CCC, September 2009),
five of these ponds have excellent water quality while
approximately 15 are classified as impaired due to nutrient
inputs, predominantly phosphorus, which contribute
to excess algae growth in the ponds. Phosphorus
enters the ponds from septic systems, stormwater
runoff, and fertilizers applied to lawns and gardens.
Portions of Brewster lie within the watersheds to
Pleasant Bay and Herring River. Nitrogen inputs from
septic systems, stormwater, and fertilizers within
Brewster have contributed to water quality impairments
in these estuaries. While Brewster only has limited
access to these coastal resources, the Town has an
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Data Source: MassGIS
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obligation to reduce nitrogen inputs to
support the restoration of the estuaries.
Recent Actions by the Town
The Town continues to actively manage its
water resources. Collaboration with the
Brewster Conservation Trust and the Brewster
Ponds Coalition expands the Town’s ability
to manage and protect its water resources.
Specific actions over the last five years related
to the implementation of the IWRMP and
other Town initiatives are summarized below:
The Town, in collaboration with the Brewster
Conservation Trust, continues to actively
pursue open space preservation in the
wellhead protection areas that contribute water
to the Town’s wells. Between 2018 and 2020,
an additional 113 acres of land was preserved
to further protect drinking water quality. In
addition, the Town is monitoring drinking water
quality for per and polyfluoroalkyl substances
(PFAS) that that have been found in other
drinking water systems on Cape Cod and are
associated with a variety of sources, including
firefighting foams, food packaging, skin care
and clothing products. To date, none of the
PFAS compounds have been detected in water
pumped from the Town’s water supply wells.
In 2016, the Town developed a Water
Resource Atlas for 43 of the freshwater
ponds in Brewster. The atlas highlights the
sensitive areas around each pond, including
the surface watershed, the groundwater
recharge area to each pond, and the septic
buffer around each pond. The atlas allows
residents to understand the land use around
each pond that affects water quality.
The Mill Ponds Management Plan developed
by SMAST (November 2014) provided
an overall strategy for the restoration of
Walker’s Pond, Upper Mill Pond, and Lower
Mill Pond, including recommendations for
weed harvesting in Walker’s Pond and an
alum treatment in Upper Mill Pond to trap
phosphorus in the sediments on the pond
bottom, that were implemented by the Town.
These measures are helping to restore water
quality in both Upper and Lower Mill Ponds.
Brewster continues to work with Orleans,
Chatham, and Harwich to implement
the Pleasant Bay watershed permit and
reduce its nitrogen load to Pleasant
Bay. A study begun in August 2021 is
evaluating fertilizer application leaching
rates at the Captains Golf Course to inform
nitrogen management decisions.
In November 2021, the Town adopted a
stormwater bylaw that will improve how
stormwater is managed across Brewster.
These regulations will help ensure that
stormwater is treated prior to discharge,
using best management practices are used
to treat for nitrogen and phosphorus as well
as minimized sediments that could drain
into nearby surface waters. Regulations
and guidance documents that explain how
the bylaw will be implemented have been
adopted and promulgated by the Town.
Key Issues Moving Forward
In addition to the low-cost nitrogen
management practices being adopted at the
Captain’s Golf Course to lower the nitrogen
threshold, the Pleasant Bay Watershed Permit
requires that remaining load reductions
required can be met through the construction
of a neighborhood wastewater treatment
plant for a portion of the watershed, the
use of nitrogen reducing onsite system
treatment systems, or a nitrogen trade with
another watershed town. This cost could
be reduced based on the results of the golf
course fertilizer leaching rate study which
will be completed in 2023. The Pleasant
Bay Watershed Permit also requires that the
Town address nitrogen inputs from future
development in the watershed. Options
to manage future nitrogen inputs include
amendments to Town bylaws or regulations.
For the Herring River watershed, there is no
5523458943106. P1r6ot34e4c8hw41nP cCommunity Goals and Purposes
need to reduce the current nitrogen inputs to
meet the total maximum daily loads (TMDLs)
established in the watershed under state and
federal law, but future inputs from increased
development will need to be managed.
The Town continues to monitor drinking water
quality for per and polyfluoroalkyl substances
(PFAS) that that have been found in other
drinking water systems on Cape Cod and
could begin development of a response and
remediation plan for any future detections.
The Town is currently working to develop
an updated summary of water quality in the
major ponds in Brewster, utilizing the annual
monitoring data that has been collected
since the last summary report in 2009. In
2016, the Town, through Board of Health
Regulations, established a minimum 300’
septic leaching system setback from ponds.
The Town could consider further policies and
regulations related to pond setbacks in the
future. The Town could also consider pilot
programs for innovative alternative septic
system technologies that treat for phosphorus
in contributing areas around ponds.
56 23458943106. P1r6ot34e4c8hw41nP c Community Goals and Purposes
GOVERNANCE
Background and Current Status
In 2016, the Government Study Committee completed
its 2-year review of the Town’s organizational
structure, duties and responsibilities of various
Boards and Departments, and overall methods
of communication. The Committee’s final report
identified recommendations for the Town to consider,
ranging from the form of governance to the number of
boards and committees with overlapping charges.
Primary themes that emerged from the 2017 Vision
Planning workshops relative to Governance included:
• A desire for government to be more
transparent and customer-service oriented,
and to further embrace technology to
better communicate and engage citizens
in town-wide decision-making processes.
• A highly valued
school system that is
treasured by existing
residents and one
that attracts people
to Brewster; and
• An opportunity
to more proactively
engage both
Brewster’s skilled
retiree population and general citizens
of every age in Town affairs.
Recent Actions by the Town
The Town established a Charter Committee in 2019 to
address the structure and powers of Brewster town
government. The Charter was approved by the Select
Board and then by Town Meeting vote in Spring 2021.
The Select Board develops an annual Strategic Plan
with goals linked to the Vison Plan Building Blocks/
Goals to keep work aligned with the Vision Plan. The
Plan’s goals inform the Town’s ongoing and upcoming
policy and operational initiatives. A monitoring
matrix with general timeline, priorities, responsible
parties, and key stakeholders for each goal facilitates
accountability and tracking of progress. Significant
progress has been made on many priorities identified
in the Vision Plan as a result of this coordinated
effort. The Strategic Plan will similarly continue to
incorporate and implement the LCP Action Plan.
Several initiatives have been undertaken to
expand and improve communication to residents
about Town initiatives, plans and progress.
Town Website - The Town has long maintained a website
where current information is posted by Department,
as well as developed bulletin boards, informational
brochures, and an email list with more than 845 current
subscribers. The Town has also created dedicated
webpages such as Water Planning and Bay and Long
5723458943106. P1r6ot34e4c8hw41nP cCommunity Goals and Purposes
Pond Parcels where interested persons can learn
about specific projects. In response to public input,
a more user-friendly website has been designed
and developed, with launch anticipated in FY23.
Expanded Use of Media and Social Media - The
Town requires all Board and Committee meetings
to be presented live and/or recorded for viewing on
Government Channel 18 and online in an effort to
increase transparency and better inform the public of
governance processes and decisions. Recently, the
Town made the BGTV media resources available by
downloading the “Cablecast” app. Town livestream
and media are now available on various platforms.
Announcements are frequently posted on the Town’s
home page with links to recorded board and committee
meetings and posted on social media platforms including
Facebook and Twitter. Beginning with the start of the
COVID pandemic in 2020, the online meeting platform
ZOOM has been used for purposes of remote board
and committee meeting participation that is open to
the public for viewing and participation as appropriate.
Viewing is either live or by recording. In order to reach
a wider group of older residents, the Council on Aging
58 23458943106. P1r6ot34e4c8hw41nP c Community Goals and Purposes
and Brewster Ladies Library expanded its online offerings
through taped presentations on BGTV and LCTV.
Other Online Communication Tools - Starting with
FY23, the Town publishes the annual budget in a
user-friendly online format. The OpenGov platform
provides a dynamic, visual representation of Town
finances for citizens to better understand where
Town funds are being spent. Residents can view
budget details by department as well as current year
accomplishments and goals for the coming year.
The capital planning process will transition to this
platform in FY2023. Use of this platform is intended
to enhance transparency and public engagement.
Citizens Forums - The opportunity for residents to
raise issues and make announcements at many Town
Committee meetings was introduced through inclusion
of a “Citizens Forum” item on many standing meeting
agendas. Most Town Committees now have an
associated email address so that residents can provide
comments and questions directly to a committee.
Use of Public Forums - To improve communication
and community engagement around important issues
and projects, Town Administration offers public forums
to present information and/or progress reports on
such matters as an overview of warrant articles prior
to Town Meeting. Similar informational sessions are
provided through groups like the Brewster Community
Network and Brewster Chamber of Commerce.
5923458943106. P1r6ot34e4c8hw41nP cCommunity Goals and Purposes
to strengthen the customer service approach
to Town services, including staff training
in customer service, the 2021 adoption of
a pledge and training for Town officials to
enhance diversity, equity, and inclusion for all.
This is reinforced through Town Administrator
quarterly meetings with staff and monthly
meetings with Department heads. Town
Administration and the Brewster Chamber
of Commerce cohost biannual meetings
with local business owners. The Town is also
launching an electronic permitting platform
to replace its paper-based applications for
Building, Health, and Planning Departments
to supplement online applications for beach,
recycling, and shellfish permits have been
implemented along with the FY23 use of
license plate reader technology at the transfer
station. To facilitate resident or business
Other Efforts - The vast majority of Town
Committees and Boards are staffed by
volunteers. Volunteers also help make Town
Department programs very successful. The
Select Board has implemented procedures
for Standing Committee appointments
to increase volunteerism. A “Citizens
Leadership Academy” is planned to support
volunteer recruitment and enhance volunteer
contributions. Managing volunteer programs
requires staff resources. A “Serve Your
Community” form to recruit new volunteers
is available on the Town website and
maintained by individual Town Departments
and Committees, but there is no central
database of volunteers. A central database
of volunteers would offer many advantages.
The Town has also launched several initiatives
owner communication with the appropriate
Department, a Town Hall “Greeter” position
was instituted in 2019, was discontinued per
assessment of low use and in response to
the pandemic, and then reinstated in 2022.
Key Issues Moving Forward
While the Town has made substantial
progress since the 2018 Vision Plan,
enhanced communication, transparency,
customer service, and identifying
methods for engaging residents of all
ages requires continued attention and
efforts. The Government Study Committee
recommended creating a consolidated
“Inspectional Services Department” or a
“Community Development Department”,
which may help to serve small business
interests and deliver more efficient customer
60 23458943106. P1r6ot34e4c8hw41nP c Community Goals and Purposes
service through consolidated permitting and
inspections. The Town may want to consider such
a consolidated department model for Brewster.
COMMUNITY INFRASTRUCTURE
Background and Current Status
The term community infrastructure is meant to
encompass the variety of physical infrastructure
and facilities that the Town and other community
organizations provide for public purposes. Comments
received in the June 2017 Vision Planning workshops
demonstrated the considerable value of community
infrastructure for recreation, public gatherings, and
alternative transportation. The most frequently
mentioned infrastructure need was for a community
center combined with a new location for the Council
on Aging. Bike trails and sidewalks for recreation
and as a means of alternative transportation around
town were the second most frequently mentioned
infrastructure need. A survey of Eddy School students
also identified the need for active recreation sites
such as skateboard parks and swimming pools.
Community infrastructure supports many of the
other Building Blocks, particularly community
character, economy, and coastal management
(beach access). This section will focus on the issues
of the community center, bike and pedestrian
ways, and active recreation as high priorities.
A variety of facilities are currently used for public
meetings and gatherings, including the Ladies Library,
Brewster Baptist Church, Council on Aging, and Eddy
and Stony Brook Elementary Schools. Town Hall is used
primarily for official board and committee meetings.
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Data Source: MassGIS
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There is no multi-purpose facility which allows a
variety of uses and interactions for all generations.
The Cape Cod Rail Trail (CCRT) stretches 7 miles
from south central Brewster to the northeast line with
Orleans, connecting to the entire 25 miles of paved bike/
pedestrian trail. Maintained by the Commonwealth’s
Department of Conservation and Recreation (DCR),
the CCRT is one of the most actively used recreational
facilities in Brewster and serves as a centerpiece of
Brewster’s “green economy.” In the summer, it also
serves as a way for visitors and summer workers to get
around the town. A new access linking the Cape Cod
Rail Trail at Nickerson State Park to the bayside at Linnell
Landing has been designed and permitted, but funding
sources are yet to be determined. DCR also maintains
the numerous bike and hiking trails in Nickerson State
Park. There are 7 miles of sidewalks along Rt. 6A/Main
Street from Nickerson State Park to Stony Brook Road.
Re-paving of Underpass and Snow Roads also extended
sidewalks and created narrow bike lanes. Millstone
Road design work also includes pedestrian and bike
improvements. Chapter 90 funds will target Rte.137
from Rte. 6A/Main Street to the intersection of Rte. 124,
including re-surfacing, drainage improvements and
accommodating bike and pedestrian traffic. The main
challenge to expanding bike and pedestrian ways is
the narrow width of Brewster’s roads and the extent of
wetlands. Speed limits also dictate design standards
on major roads and require separation of vehicles and
pedestrians or bicyclists. Creating public access on
Brewster’s private roads can also be a challenge.
Town facilities for active recreation are spread out
throughout the town, including baseball and athletic
fields, community tennis and pickleball courts, and
playgrounds are located at Drummer Boy Park, the
Eddy Elementary School, and Stony Brook Elementary
School. Captain’s Golf Course is a significant
Town-owned community recreational facility and
a visitor attraction with public meeting space.
Recent Actions by the Town
A 2021 School Consolidation Study has proposed
three options for consolidation of the Eddy and
Stony Brook Elementary Schools and housed at an
expanded Stony Brook School. This would make the
Eddy School available for re-purposing. Further action
will be determined by the School Committee. The
recent purchase of the former Cape Cod Sea Camps
properties, particularly the Bay Parcel on Rte. 6A/
Main Street, offers significant potential as a location
for a community center, as well as beach access
and a variety of recreation activities. The Town has
established Planning Committees for both the Bay and
Long Pond Parcels to develop comprehensive plans.
The Town updates and implements a Pavement
Management Plan (PMP) on a regular basis to prioritize
funding for improvements to Town roadways including
bicycle and pedestrian facilities. A 2016 report prepared
by the Brewster Bikeways Committee identifies
alternative biking routes for transportation and recreation,
6323458943106. P1r6ot34e4c8hw41nP cCommunity Goals and Purposes
proposes safety improvements, and recommends
public education measures. In 2017, Town Meeting
approved $100,000 for the installation of warning lights
at the four CCRT crossings in town to enhance safety
at the crossings. The Town also completed a Beach
Access strategy, which includes expanding bike and
pedestrian access to Town landings as a way to reduce
the need for more beachfront parking. A CCRT spur from
Nickerson State Park to Cape Cod Bay is also planned
to expand bike and pedestrian access to the beach.
In January 2020, the Select Board approved a Complete
Streets Policy to accommodate all users by creating a
context-sensitive roadway network that meets the needs
of individuals utilizing a variety of transportation modes.
The Policy directs decision-makers to consistently
plan, design, construct, and maintain roadways to
accommodate all anticipated users. Private ways may
be exempted from this requirement upon approval by
the Select Board with consultation from appropriate
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funds to improve accessibility at the Freemans
Way fields. As noted elsewhere in the LCP, the Bay
and Long Pond Parcels represent a significant
opportunity for active recreation facilities.
Key Issues Moving Forward
Priority community facilities and infrastructure needs for
the coming years include implementation of the Master
Plan for Drummer Boy Park; future consideration of
consolidation of the Eddy and Stony Brook Elementary
Schools; and identification of a location for a multi-
generational community center. Future development
of the Bay and Long Pond Parcels offers a unique
opportunity for the Town to consider a variety of potential
uses for the property to meet multiple Town needs.
Continued expansion of bike and pedestrian trails and
paths to provide alternatives to automobile travel as
well as recreational opportunities for residents and
visitors is a key component of Brewster’s vision and
goals. The Town will continue
to consider the Complete
Streets design as appropriate
in future repaving projects.
Community Goals and Purposes
SOLID WASTE MANAGEMENT
Background and Current Status
Solid waste management is a critical activity designed
to protect human health and the environment while
providing a service at a reasonable cost and supporting
the economy. Many municipalities, including Brewster,
have assumed this important management role
by providing either a transfer station or curbside
collection. New regulations adopted at the state level
resulted in the Town initiating the lengthy process of
closing its landfill. The current transfer station building
was built in 1988 and designed for trash hauling.
The SEMASS Partnership Agreement signed in 1985 by
the Town of Brewster with other Cape Towns reduced
the amount of greenhouse gas emissions attributable
to trash disposal while generating electricity. The
initial 30-year contracts required that all waste be
delivered to SEMASS either via the “trash train” or by
direct haul. The SEMASS Partnership Agreement was
originally due to expire in 2015. The SEMASS facility was
constructed, owned, and operated by Energy Answers
Corporation until it was acquired by Covanta in 2008.
In 1990, the MassDEP introduced waste bans on many
recyclable items as well as those containing toxic
materials. Once introduced, the Town began its recycling
program in earnest, while continuing to send its residual,
non-recyclable waste, to SEMASS for energy production.
In parallel with negotiations with SEMASS for a new
agreement in 2010, the Recycling Commission began
6523458943106. P1r6ot34e4c8hw41nP cCommunity Goals and Purposes
discussing ways to reduce how much of Brewster’s waste
was sent to SEMASS. The new contract negotiated by
the Town and effective January 01, 2011, allowed for any
legitimate waste reduction, reuse, or recycling program
to be implemented with no penalty. The Town chose to
renegotiate 5 years early to keep future tip fees in check
by providing stable, below market rates until 2030. In
addition, commercial waste haulers were prohibited
from using the transfer station effective January 1, 2011.
Recent Actions by the Town
The Town implemented Pay-As-You-Throw (PAYT)
in 2013 as a means of increasing recycling and
decreasing the volume of trash for disposal and re-
branded the transfer station to the Brewster Recycling
Center. During the first full year, the PAYT program
resulted in a 47% reduction in waste for transport to
SEMASS for energy recovery and an increase of 26%
recycling. Since the introduction of PAYT, the Town has
continued to derive benefit from the program, despite
COVID and the increase in the Town’s population.
The Town has added organics recycling, to help decrease
the amount of material that is sent off-site for combustion.
and separation of newsprint and glass to save money
and better manage these materials. Collections for
e-waste, hazardous waste, mattresses, and yard waste
continue to be successful and desired by permit
users. The Swap Shop rules were re-drafted, resulting
in more materials being diverted from Brewster’s
waste stream. Waste practices at all Town offices and
facilities were evaluated, and a recycling program was
established at all beaches and recreational areas.
Several Town bylaws have been passed including a
ban on single-use plastic bags and the sale of single-
use plastic bottled water by Brewster businesses,
and a ban on single-use bottled water by Town
Departments. Additional textile recycler options
are being brought on board in advance of a new
textile waste ban effective November 2022. Prior to
the pandemic, the Brewster Recycling Commission
was continually active in community outreach to
promote better management of household waste.
Key Issues Moving Forward
There are two major challenges facing good
solid waste management in Brewster:
1. Changes in the recycling industry as
to what and how to recycle; and
2. Re-education of patrons regarding the
importance of these changes.
The recycling industry must continually adapt to new
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is necessary. For the system to work effectively,
residents must follow the Recycling Guide to
maximize what can and should be recycled.
As an alternative to providing solid waste management
through the Recycling Center, the Town could
choose to use total curbside collection for trash and
recyclables, and compliance could be better. However,
there is a significant cost to town-wide collection
and a feeling of loss of control by homeowners.
To maximize recycling, reuse activities, and reduction
of the amount of waste generated by Brewster’s
homeowners, the following can be considered:
1. Recycling Center user-wide survey (based
on permits) to determine the most effective
method of communication so that changes in
procedures can take quickly place when most
economically advantageous to the Town; and
2. A local on-going multi-
media campaign covering
what, why and how to recycle
typical household materials.
CLIMATE MITIGATION AND ADAPTATION
Background and Current Status
According to the July 2021 Cape Cod Climate Action
Plan, climate change is an unprecedented challenge
that is transforming Cape Cod. Rising seas and
changes to the coastline are the most dramatic
evidence of climate change, but a changing climate
is also impacting every facet of Cape Cod’s natural,
built, and community systems. Our land use patterns,
and way of living dictate our greenhouse gas (GHG)
emissions, the leading cause of the climate crisis.
Dedicated and immediate actions at the state, regional
and local level are necessary to slow the effects of
climate change and improve the region’s resiliency
to its impacts. By the end of the century, damage
to Cape Cod’s buildings and land lost to inundation
from sea level rise alone could total over $30 billion.
In response, the Massachusetts Clean Energy and
Climate Plan and climate policy call for dramatic
reductions in GHG emissions including a 50%
reduction in carbon emissions by 2030 and a net
zero carbon emission target for 2050. The Cape Cod
Climate Action Plan and 2018 Cape Cod Regional
Policy Plan identify goals and policies as well as
strategies and actions to reduce GHG emissions for
Cape communities and enhance local and regional
resiliency to present and future climate threats.
Community Goals and Purposes
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The Town of Brewster has taken important
steps in adopting local policies designed to
support attainment of statewide GHG targets
and regional goals for climate mitigation,
specifically addressing the municipal
stationary and transportation energy sources.
The Town adopted a Climate Change and
Net Zero Emissions Resolution in October
2020, to reduce net greenhouse gas and
the Town’s vulnerability to climate change.
Brewster’s 2019 Municipal Vulnerability
Preparedness Summary of Findings report
documents climate and weather-related
challenges in recent years. Intense rainstorms
in 2017 and 2018 caused street flooding,
coastal flooding, coastal erosion, storm surge,
power outages and major travel disruptions.
Low lying roadways and access points to
Town beaches often flood during king tides
(e.g., especially high spring tide). Brewster
can expect to experience more severe
events in the years to come in addition to
rising sea levels due to climate change.
Recent Actions by the Town
The following are specific actions the Town has
taken to support the newly adopted Brewster
Climate Change and Net Zero Emissions
Resolution and Town policy objectives on
reduction of GHG emissions and to address
the town’s vulnerability to climate change.
Energy Reduction Measures
• Board of Building Regulations
and Standards Stretch Energy
Code (2019) minimizes the life-
cycle cost of new construction
by utilizing energy efficiency,
water conservation and other
renewable/alternative energy
technologies. The Stretch
Energy Code applies to all new
residential and commercial
construction in the town.
• The Town-Wide Energy
Reduction Plan includes a
summary of municipal energy
uses and short- and long-term
plans for municipal energy
reduction. The majority of energy
consumed is by municipal
buildings (60%). The remaining
usage includes vehicles (30%)
and utility pumping (10%).
The goal is to reduce baseline
energy consumption by twenty
(20) percent by FY2023.
Green Communities Designation
• Brewster was designated
as a Massachusetts Green
Community in 2020 under the
Community Goals and Purposes
Massachusetts Department
of Energy Resources (DOER)
Green Communities Act of 2008.
Grant funds through the Green
Communities program were
awarded for energy conservation
measures such as programmable
thermostats, an energy
management system, heat pump
water heater, and demand control
ventilation in Municipal Buildings.
• The Town has completed several
solar projects with funding from
the Cape and Vineyard Electric
Cooperative, including 3.18628
total MW of solar generating
facilities located on four
municipal properties: the transfer
station, the Stony Brook and
Eddy Schools; and the Captains
Golf Course and driving range.
The total revenues and savings
to the Town through leases
and off-taking arrangements
with other municipal facilities
is approximately $273,772.06
(FY22). The total energy savings
to the town from the rooftop
solar installations on Stony Brook
and Eddy Elementary Schools is
256,345.61 kWh (FY22). Carport
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solar canopies over the golf
course parking lots produce an
estimated 740,291 kWh annually,
saving approximately 523 metric
tons of carbon dioxide equivalent
and providing the Town with more
than $40,000 annually in revenue.
• The Town’s long-standing
commitment to open space
protection has helped sequester
carbon by protecting forested
lands as a natural carbon sink.
Complete Streets
• Brewster adopted a Complete
Streets Policy in 2020 to encourage
safe and accessible options for
all modes of travel including
less personal vehicle travel,
a significant source of GHG
emissions, and more opportunity
for walking, biking, and transit.
Key Issues Moving Forward
The Town is in the process of converting
municipal vehicle fleets to electric vehicles,
hybrid vehicles or vehicles using cleaner
fuels. For municipal vehicles that will not be
converted to electric in the near-term, the
Town could also consider the use of hybrid
vehicles or cleaner fuels, as available. The
Town is also reviewing methods to convert
the conventional heating system in the Stony
Brook School to cold weather heat pumps.
There are three private electric vehicle
charging stations in Brewster. The Town
could pursue resources and programs to
support development of additional electric
vehicle charging stations in appropriate
locations to help reduce the local GHG
emissions in support of State goals.
The Town is considering opportunities
to sequester carbon by focusing future
development (including a Town Center)
in mixed-use centers of housing,
economic activity, and services and away
from areas that are undeveloped.
The Town employs a part-time energy manager
through Cape Light Compact to analyze the
energy uses of the Town and finding ways
to save money and reduce dependency on
fossil fuels as appropriate. The Town could
consider performing energy assessments on
all municipal buildings and work with the Cape
Light Compact to access available programs.
The Town could also consider pursuing
adoption of small-scale community solar
at appropriate locations. The CCC created
an online screening tool to identify areas in
Community Goals and Purposes
Barnstable County that may be appropriate
for large-scale solar photovoltaic (PV) projects
and those areas that may be less appropriate
due to potential impacts to natural resources.
This tool could be used as a starting point
to help inform the siting of potential solar
PV projects. More information on the solar
screening tool can be found here: https://
www.capecodcommission.org/our-work/
solar-screening-tool/. The Commission
has also prepared a model bylaw for large-
scale, ground mounted solar arrays: https://
www.capecodcommission.org/our-work/
model-solar-bylaw/. Brewster is also
working with the Cape Cod Commission on
updating and strengthening local bylaws
to better address coastal development and
redevelopment with the goal of building
coastal resiliency, including participating
in the regional Low Lying Roads project
to examine vulnerabilities in the roadway
network and identify adaptation alternatives,
with funding support provided by the U.S.
Economic Development Administration
(EDA) and the Massachusetts Municipal
Vulnerability Preparedness (MVP) program.
6923458943106. P1r6ot34e4c8hw41nP cCommunity Goals and Purposes
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7123458943106. P1r6ot34e4c8hw41nP c
04THE ACTION PLAN -
BUILDING BLOCK GOALS, PURPOSES, AND ACTIONS
72 23458943106. P1r6ot34e4c8hw41nP c
The following Action Plan is proposed to achieve
Building Block goals over the next 10+ years. The
actions identified are not intended to be a complete
list of all that the Town could do but does include
the most important actions essential to advance the
corresponding goals. While a large and ambitious
number of actions are presented, priorities for
implementation will be identified during the Select
Board’s annual strategic planning exercise.
The list of actions has been drawn from
numerous sources including the following:
• Actions from the Vision Plan that
have not yet been implemented.
• Recommendations from implementing
stakeholders and public comments
about current needs.
• Recommendations from the summary
papers about trends and needs; and
• Results of the Brewster’s Next
Steps survey gauging public
support for individual actions.
Actions were also established and
included in consideration of:
• Presenting a level of specificity appropriate
for a high-level land use plan, i.e., enough
specificity to provide policy direction for
future implementation, but with sufficient
flexibility not to impede or foreclose
successful future implementation
• The feasibility of implementation.
• A fair representation of the full
spectrum of comments and opinions
received throughout the entire
comprehensive planning process; and
• The opportunity to provide benefits
across multiple Building Blocks.
As the final phase of Action Plan development, the draft
list of actions was reviewed and refined by workshops
of key Town Departments and local organizations to
assess the accuracy, relevancy, and ability to implement
each action. This vital part of the process helped
ensure that the capacity and commitment to implement
the Action Plan will make the LCP a living plan.
The Action Plan is presented by Building Block,
a concept established by the 2018 Vision Plan,
with corresponding Community goals, purposes,
and a broad array of proposed actions to achieve
those the Community’s vision, goals and purposes.
While the Building Blocks are presented separately,
the Town recognizes that they are, in fact, highly
interrelated and should not be treated in a stove-
pipe manner. Action in one Building Block
should help advance the goals of the others.
SECTION 4THE ACTION PLAN - BUILDING BLOCK GOALS, PURPOSES, AND ACTIONS
Community Goals and Purposes
7323458943106. P1r6ot34e4c8hw41nP cStrategies and Actions
At the same time, given the breadth of Brewster’s goals
and the large number of actions to achieve them, there
will be inevitable tensions or conflicts between actions.
It will be the responsibility of the Select Board and other
commissions and committees to strike the necessary
balance to resolve those tensions and achieve the
community’s vision for the future. Further, the actions
presented in this plan will require discussion among
Town decision-makers and other stakeholders as
to how and when specific actions are implemented.
These discussions will take into account changing
circumstances, available Town resources, the regulatory
framework, and other conditions and challenges.
74 23458943106. P1r6ot34e4c8hw41nP c Strategies and Actions
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:
CC1.Expand and enhance service programming
for all, including at the Bay and Long Pond
Parcels and the Brewster Ladies Library and
by continuing to pursue the potential for a
multi-generational community center.
CC2. Identify, develop, and support new services as
needed, building on diversity, equity, and inclusion.
CC3. Ensure that school facilities and activities
meet the needs of young families.
CC4. Increase accessibility to all
Town activities and facilities.
CC5. Evaluate provision of financial support for Pre-K
programs to attract and retain young families.
COMMUNITY CHARACTER (CC)
7523458943106. P1r6ot34e4c8hw41nP c
Actions:
CC6. Support existing regulations and educate
the public on building and site design along
Rte. 6A/Main Street and in the historic
district to preserve historic character.
CC7. Incorporate sensitivity for historic
resources into the design of Town projects.
CC8. Investigate the need for a Demolition Delay
Bylaw and implement if supported and feasible.
PURPOSE 2: Maintain Brewster’s
historic heritage and style
PURPOSE 3: Maintain Brewster’s
small-town feel and scale through
appropriate planning and design
Actions:
CC9. Explore the establishment of Town Center(s)
and/or the identification of activity centers.
CC10. Explore and establish appropriate design
and development controls for designated or
identified Town Center(s) and/or activity centers,
including to address parking demands and
pedestrian and bicycle accommodations.
CC11. Explore and establish potential desirable
land uses within designated or identified Town
Center(s) and/or activity centers, including mixed use
Strategies and Actions
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WATER RESOURCES (WR)
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 update 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:
WR1. Continue land purchases to protect the
drinking water and limit further development
around land that protects the aquifer;
coordinate with neighboring towns.
WR2. Consider further strengthening drinking
water supply protection in industrial zones.
WR3. Evaluate other actions to protect
drinking water from the impacts of other land
uses, including testing for PFAS and other
contaminants of emerging concern.
WR4. Continue to educate and communicate with
the public about water conservation practices
and programs to ensure adequate quantity
and quality of the drinking water supply.
Strategies and Actions
7723458943106. P1r6ot34e4c8hw41nP c
PURPOSE 2: Improve pond water
quality through public education,
regulation, mitigation activities, and
non-financial incentives; evaluate
management and financing options
Actions:
WR5. 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.
WR6. 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.
WR7. Fully implement the stormwater bylaw and
share further information with the public.
WR8. Continue to update pond water
quality data and report to the public.
WR9. Educate the public on water quality
issues and what people can do to make
a difference in their own homes.
WR10. Pursue land acquisition to
protect pond water quality.
Actions:
WR11. Evaluate the maximum build-out in the
Pleasant Bay and Herring River watersheds
and its impact on water quality; consider
regulations to mitigate build-out impacts.
WR12. 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.
WR13. Explore the feasibility of cluster sewage
treatment systems for multifamily and other
neighborhoods that will impact marine watershed
water quality, where supported by sufficient density.
WR14. Continue exploring nitrogen
reduction practices on golf courses.
WR15. Pursue land acquisition to protect
marine watersheds water quality.
Strategies and Actions
PURPOSE 3: Protect water quality
in marine watersheds through
public education, regulation,
and mitigation activities
78 23458943106. P1r6ot34e4c8hw41nP c Strategies and Actions
OPEN SPACE (OS)
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:
OS1. Continue to acquire open space, recognizing
varied purposes such as the importance of
recreation, the potential for establishing or
extending trail networks, habitat benefits and
the positive effect of woodlands in climate
mitigation as criteria for land acquisition.
OS2. Develop an integrated trail system for the
Long Pond Woodlands and the Long Pond Parcel.
OS3. Continue to improve public education
and information, including guides and signage,
about access to, accessibility improvements,
and locations of town open space assets.
7923458943106. P1r6ot34e4c8hw41nP cStrategies and Actions
PURPOSE 2: Prioritize
environmentally sensitive
areas for preservation
PURPOSE 3: Maintain
open space through
density and development
standards
PURPOSE 4: Maintain
open space assets for
public resource values
Actions:
OS4. Continue to prioritize
land acquisition in public
drinking water supply areas.
OS5. Formalize the criteria
to evaluate open space
acquisitions and use.
OS6. Emphasize and educate
about the importance of pond
and fragile habitat protection.
Actions:
OS7. Revise regulations and
bylaws to direct growth toward
areas with infrastructure, public
services, economic activities,
and transport, and away from
environmentally sensitive areas.
OS8. Develop design standards
to prevent fragmentation of
environmentally sensitive areas.
Actions:
OS9. Develop and maintain
an inventory of all protected
open space in town.
OS10. Develop and implement
stewardship plans for Town-
owned open spaces.
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HOUSING (HO)
GOAL: Provide more
affordable, attainable,
accessible, safe, and fair
housing, and support
residents to maintain and
preserve their current
housing in order to
remain in the community
PURPOSE 1: Achieve
the Commonwealth’s
goal of 10% affordable
housing by 2027
Actions:
HO1. Implement the 2022 Housing
Production Plan (HPP) Update.
HO2. 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 Brewster.
HO3. Work collaboratively
with other towns to
increase opportunities for
affordable housing.
Strategies and Actions
PURPOSE 2: Establish
attainable housing by
promoting housing
choices to allow families,
single individuals, older
adults, and seasonal and
year-round workers to
live, work, and prosper
in the community
Actions:
HO4. Review and consider
revising, as appropriate, the
zoning bylaw to clarify/allow
mixed use developments.
HO5. Evaluate the Accessory
Dwelling Unit (ADU) bylaw
provisions to improve efficacy,
explore incentives for a greater
number of ADUs, and connect
owners to community resources
to provide support and assistance
in developing ADUs.
HO6. Support creative funding
and collaborative partnerships
(public/private) in the development
8123458943106. P1r6ot34e4c8hw41nP cStrategies and Actions
HO11. Evaluate the acquisition
of land by the Town for housing,
including for joint purposes
such as open space uses.
HO12. Encourage housing in
areas near transportation, public
services, and economic activities.
HO13. Explore potential housing
programs, opportunities,
and funding for those
earning 80% to 120% of Area
Median Income (AMI).
HO14. Consider programs
and regulatory amendments
to allow for and support
seasonal workforce housing.
of community housing, including
incentives for year-round rentals.
HO7. Work collaboratively
with other towns to
increase opportunities for
attainable housing.
HO8. 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.
HO9. Prioritize and incentivize
the adaptive reuse of existing
buildings for housing.
HO10. Evaluate the use of Town-
owned properties for creative
housing solutions, including
reuse of Town-owned buildings
for housing such as the former
dormitories on the Bay Parcel.
PURPOSE 3: Preserve
existing year-
round housing
Actions:
HO15. 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.
HO16. Explore solutions to allow
residents to age in place, including
funding or subsidizing building
adaptations, support programs, co-
housing, and co-pairing situations.
HO17. Evaluate the ADU
bylaw provisions to improve
efficacy, explore incentives for
a greater number of ADUs, and
connect owners to community
resources to provide support and
assistance in developing ADUs.
HO18. Support creative funding
and collaborative partnerships
(public/private) in the preservation
of community housing, including
incentives for year-round rentals.
HO19. Analyze the impacts of
short-term rental operations
in town and consider adopting
policies, regulations, or programs
to govern or document short-
term rental operations.
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COASTAL MANAGEMENT (CM)
GOAL: In the context
of coastal change,
preserve and protect
Brewster’s coastal
resources, expand public
access, and minimize
the vulnerabilities from
coastal hazards Actions:
CM1. Evaluate and implement local
coastal resiliency by-laws and
regulations to protect or preserve
the scale of development, visual
character and resources in
the town’s coastal areas.
CM2. Establish a uniform
definition of the 100-year coastal
floodplain for local regulations.
CM3. Increase public awareness
of the importance of healthy
coastal wetlands and natural
processes, and of the need to
protect these resource areas.
PURPOSE 1: Protect
coastal resources in ways
that preserve coastal
ecosystems and the
character of the town and
coastal neighborhoods
PURPOSE 2: Maintain and
expand public access to
the coast for all through
public consensus
Actions:
CM4. Explore and evaluate
the need for, and feasibility of,
alternative transport and off-site
parking options for the town’s
coastal beaches and landings.
CM5. Continue to implement the
Drummer Boy Park Master Plan.
CM6. Evaluate, explore, and
advance opportunities to preserve
or enhance public access to the
shoreline and coastal beaches.
Strategies and Actions
8323458943106. P1r6ot34e4c8hw41nP cStrategies and Actions
CM7. Provide interim access and
complete long-term planning
for beach access at First Light
Beach on the Bay Parcel.
CM8. Support those with mobility
challenges by preserving public
viewsheds and vistas to coastal
resource areas and by evaluating
opportunities for enhancing
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:
CM9. 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.
CM10. Explore regulatory
options for managed retreat of
existing development from high-
risk coastal resource areas.
CM11. Explore and evaluate
the need for, and feasibility
of, potential retreat parking,
including for Paine’s Creek
and Mant’s Landings.
PURPOSE 4: Provide
access for coastal water
dependent activities
Actions:
CM12. 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.
CM13. Provide opportunities for
commercial shellfish harvesting
by updating regulations.
CM14. Expand propagation
and other activities to support
recreational shell fishing.
CM15. Manage competing uses at
town landings and mooring areas.
84 23458943106. P1r6ot34e4c8hw41nP c Strategies and Actions
LOCAL ECONOMY (LE)
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 opportunities
PURPOSE 1: Preserve and enhance
Brewster’s economy based on the
Town’s natural and cultural resources
Actions:
LE1. 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.
LE2. Work proactively with the Brewster
Chamber of Commerce and other stakeholders
to refine a common marketing strategy.
LE3. Provide more information, including signage and
online material, to help visitors find their way to public
resources, businesses, and other amenities in town.
LE4. Support designated or identified Town
Center(s) and/ or activity centers through
Town or other public capital investments.
8523458943106. P1r6ot34e4c8hw41nP c
PURPOSE 2: Maintain and attract
small businesses compatible with
the Town’s character and promote
year-round employment
Actions:
LE5. Review and revise bylaws and
regulations to allow a greater variety of small
business, including in-home businesses,
compatible with the Town’s character.
LE6. Build public awareness/understanding of
the concept of form-based zoning. Consider
form-based zoning for centers of activity that
would focus on the physical form of development
rather than on the type of business.
LE7. Develop a guide to doing business for local
businesses in Brewster, including permitting guidance.
LE8. Continue to implement online permitting
to clarify and simplify the permitting process.
Strategies and Actions
86 23458943106. P1r6ot34e4c8hw41nP c
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
GOVERNANCE (GO)
Actions:
GO1. Develop a written Communications
Plan to better inform residents and local
businesses about Town affairs.
GO2. Continue to provide news and
announcements on the Town website
and through social and other media.
GO3. Provide updated and relevant information
on the Town website, including Town finances,
projects, permitting processes, and other initiatives.
Strategies and Actions
8723458943106. P1r6ot34e4c8hw41nP c
PURPOSE 2: Expand the volunteer base
to increase the use of citizen expertise
and build diversity in decision-making
PURPOSE 3: Continue to
strengthen the customer service
approach to Town services
Actions:
GO4. Develop and launch a Citizens Leadership
Academy to help introduce residents to government
services and volunteer opportunities.
GO5. Continue the use of town-wide activities and ad
hoc committees to engage residents in Town affairs.
GO6. Develop a central database of volunteers to
assist with recruitment of qualified volunteers across
all Town Departments and appointed Committees.
GO7. Acknowledge contributions of Brewster
residents to Town or public affairs and recognize
volunteers when they complete their commitment
or at other important junctures of volunteer life.
GO8. Continue to partner with community
organizations on matters of public importance.
Actions:
GO9. 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.
GO10. Develop a ‘How-to Guide’ for homeowners
to explain permitting processes.
Strategies and Actions
88 23458943106. P1r6ot34e4c8hw41nP c Strategies and Actions
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, safe 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
COMMUNITY INFRASTRUCTURE (CI)
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:
CI1. Include enhanced universal accessibility
where feasible on Town properties and projects.
CI2. 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 Parcel comprehensive planning process.
CI3. Implement the updated Master Plan for
Drummer Boy Park, approved in 2021.
CI4. Complete the comprehensive planning
processes for and begin implementation of the
plans for the Bay Parcel and Long Pond Parcel.
8923458943106. P1r6ot34e4c8hw41nP cStrategies and Actions
PURPOSE 2: Provide enhanced
and safe multi-modal opportunities,
access, and facilities for all, including
for recreational purposes
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 impactsActions:
CI5. Develop a town-wide plan for expanding bike
and pedestrian paths and sidewalks, possibly
including road improvement priorities, reducing
motor vehicle travel speeds, a Complete Streets
design which is compatible with Brewster’s character,
and/or non-road-based path opportunities.
CI6. Pursue the development of the Cape Cod Rail
Trail (CCRT) extension from Nickerson State Park
to Cape Cod Bay including the consideration of
alternatives for crossing Rte. 6A/Main Street.
CI7. Continue to coordinate with the Cape Cod
Regional Transit Authority (CCRTA) to refine and/
or expand transit service to meet resident needs.
Actions:
CI8. Factor, budget, and set aside long-
term improvement and maintenance costs
in the funding for capital projects.
90 23458943106. P1r6ot34e4c8hw41nP c
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
SOLID WASTE MANAGEMENT (SW)
Actions:
SW1. Implement an ongoing multi-media
public education campaign to reduce the
waste stream, including re-purposing and re-
using items and optimizing recycling.
SW2. Enhance and publicize regional waste collection
initiatives such as hazardous waste collection.
SW3. Further investigate opportunities
between Brewster and regional initiatives
for solid waste management.
9123458943106. P1r6ot34e4c8hw41nP c
PURPOSE 2: Improve the efficiency
of the solid waste facility
Actions:
SW4. Enhance communications with the public
concerning Recycling Center operations,
practices, and policies using a variety of
print and electronic media channels.
SW5. Conduct a Recycling Center study and site
analysis including traffic circulation, optimal use
of space, safety, and potential re-use options.
92 23458943106. P1r6ot34e4c8hw41nP c Strategies and Actions
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
CLIMATE MITIGATION AND ADAPTATION (CA)
Actions:
CA1. Develop and implement a Net Zero Energy
Plan for the Town’s assets and operations.
CA2. Implement the MEMA/FEMA approved 2021
Local Multi-Hazard Mitigation Plan.
CA3. 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.
CA4. Encourage roof mounted solar panels on buildings
and on parking lot canopies/carports.
CA5. Work with private entities to install public charging stations
at appropriate municipal or publicly accessible locations.
CA6. Consider provision of incentives and/or assistance, including
financial, for installation of solar panels on private homes.
CA7. Modify or re-locate Town infrastructure and buildings to reduce
the potential damage due to climate change such as flooding.
9323458943106. P1r6ot34e4c8hw41nP cStrategies and Actions
Actions:
CA12. 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.
PURPOSE 2: Review and update Town
bylaws and regulations to mitigate
projected climate change impacts
PURPOSE 3: Build awareness about
the nature of climate change and Town
efforts to mitigate climate change
Actions:
CA8. Review zoning bylaws and develop
amendments for consistency with this goal,
including small-scale solar installations, and to
promote efficient development patterns that will
encourage a walkable and bikeable community.
CA9. Clarify design guidelines for the Historic District
regarding installation of renewable energy options.
CA10. Review and consider revising existing
Town bylaws and regulations dealing
with the use of chemical fertilizers.
CA11. 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.
94 23458943106. P1r6ot34e4c8hw41nP c
9523458943106. P1r6ot34e4c8hw41nP c
05
Capital Facilities Plan
06
Housing Production Plan
Summary
07
LCP Implementation and
Performance Monitoring
08
Supporting Local Plans,
Regulation and Policies
96 23458943106. P1r6ot34e4c8hw41nP c Capital Facilities Plan
In this section the LCP will align, and cross-reference
capital investments contemplated in the Action Plan
with the Town’s on-going capital planning. This analysis
ensures that the capital requirements necessary
to implement the LCP are planned for and met.
The LCPs Capital Facilities Plan (CFP) outlines the key
capital facilities and infrastructure considerations raised
in the Action Plan, intended to support, and advance
Brewster’s LCP vision and goals. The CFP includes a
spreadsheet that identifies these capital projects, and
other capital needs, with associated funding information.
The CFP also contains a spreadsheet that describes the
Town’s existing capital facilities, assets and infrastructure.
Infrastructure needs, challenges and constraints
informed the preparation of the Action Plan and are
discussed in the ‘Existing Conditions’ section of the LCP.
The Town of Brewster, through its Town Administrator
and Select Board, engage in both an annual Strategic
Planning Process and annual Capital Planning Process.
The Strategic Plan is arranged by the Building Blocks
in the Town’s Vision Plan, which was a precursor to
the LCP. Going forward, the Strategic Plan will be
arranged by the LCP Building Blocks. The Capital
Improvement Plan (CIP) provides a blueprint for planning
all the community’s capital expenditures by aligning
the Town’s priority capital needs with available funding
sources. It includes programming and budgeting
SECTION 5CAPITAL FACILITIES PLAN
functions, allowing for project scheduling and financial
adjustments over a 5-year planning horizon. The CIP
culminates in the upcoming year’s spending plan
for capital items/appropriations presented to Town
Meeting for approval. The current CIP is for FY22-26.
The LCP, specifically through its Action Plan and Capital
Facilities Plan, is the intersection between the Town’s
Strategic Plan and CIP. The Strategic Plan is the
primary way through which the LCP Action Plan will
be implemented, and its constituent actions prioritized.
Although not every item on the CIP is represented in
the Strategic Plan or in the LCP, many Town initiatives
and projects appear in all three planning documents.
The CFP does not supersede the Town’s standard
annual capital budgeting process represented in the
CIP. All Town capital projects, whether in the LCP or
not, must be included on the CIP. The CIP and Strategic
Plan contain more detail about estimated capital costs,
funding sources, and timing. The CIP includes many
operational or customary items outside the scope of the
LCP that are necessary to run the Town effectively. The
CFP represents capital projects from the LCP Action
Plan that are currently on or might advance to the CIP,
and from there to the Strategic Plan for implementation.
The Town, through its Finance Team and directed
by financial policies established by the Select Board,
dedicates a portion of its certified free cash to fund
9723458943106. P1r6ot34e4c8hw41nP cCapital Facilities Plan
annual capital requests. In addition to the free cash
allocation, capital is funded through a variety of grants
funds, community preservation funds, debt exclusion,
overlay, and capital stabilization. The Golf and Water
Departments, which have enterprise funds, pay for their
own respective capital items. The Town of Brewster
has worked diligently to ensure that the CIP, the
Select Board Strategic Plan and the Local
Comprehensive Plan are aligned, inform
each other, and address and account
for consensus community needs and
future growth, and collectively provide
an implemention framework to support
achieving the community’s LCP vision.
P
e
r
f
o
r
m
a
n
c
e M
onitoring
SELECT
BOARD
STRATEGIC
PLAN
CAPITAL
IMPROVEMENT
PLAN
CAPITAL
FACILITIES
PLAN
ACTION
PLAN
LOCAL
COMPREHENSIVE
PLAN
98 23458943106. P1r6ot34e4c8hw41nP c
EXISTING INFRASTRUCTURE SYSTEMS, CHALLENGES OR CONSTRAINTS
Public Buildings
Town Offices,
Monument & Ballfield
2198 Main Street Formerly an Elementary School built in
1925, converted into Town Hall in the late
1970’s. Provides office space for Municipal
Services and Committee meeting rooms.
Retrofitting of energy measures such as HVAC is
challenging. Building is near wetlands and the Consodine
Ditch. Parking is somewhat limited. Fields have safety/
dimensional constraints as currently configured.
Natural Resources/
Conservation Offices
1657 Old Kings
Highway
Formerly the Fire Headquarters, original
building is 1971 and housed both Police and
Fire. Currently houses Natural Resources
and Conservation Departments.
Due to the age of the building and former use,
maintenance and upgrades are required and could be
costly. Not all of the space is currently being utilized.
Public Works Annex 1708 Main Street Formerly the Natural Resources
Garage, building is currently used
for DPW equipment storage.
Building has been assessed for environmental issues and requires
some remediation. Town plans to dispose of this property.
Parking is very limited and allowed uses under zoning are limited.
Council on Aging/
Senior Center
1673 Main Street Built in 1881, formerly the Town Hall,
houses Council on Aging. In the same
complex as Fire and Natural Resources.
Building is not adequate for modern COA services
and lacks sufficient programming space.
DPW Garage & Office 201 Run Hill Road Public Works Office Space,
Garage and Fuel Depot
In Historic District. Space is limited due to the capped landfill
and ground mounted solar array. Gas migration from the
capped landfill needs to be continually monitored. Doors
and windows need to be replaced, roof and insulation work
required. Bathroom/Locker Room/Break Room facilities
are not sufficient. Heating and lighting issues in the garage.
Office space is limited. Garage space is maxed out (difficult
to fit all equipment). Salt shed needs to be replaced.
Police Station 631 Harwich Road Built in 2001, Police Station Facility Ongoing Maintenance, Police Vehicles are exposed
Fire Station 1671 Main Street New Building 2018 In same complex as Natural Resources & COA. Systems are
modern and require a higher level of service/training for use.
Brewster Ladies Library 1822 Old Kings
Highway
Historic building 1868, newer
addition and renovation 1995
Main Entry Stairs not Accessible, IT expansion
needed and elevator needs to be upgraded
Stony Brook
Elementary School
with Solar Panels
2298 Main Street Built in 1978 Expanded in 1985 Houses
Pre-K through 2nd grade, After
School and YMCA programs
Needs Major repairs to heating system and roofs
Eddy School with
Solar Panels
2298 Main Street Built in 1997, houses 3rd grade through
5th grade and Recreation Dept
Ongoing maintenance, limited parking
Capital Facilities Plan
9923458943106. P1r6ot34e4c8hw41nP c
Water Department
& Garage
165 Commerce
Park Drive
Built in 2009, Water department
administrative building
Ongoing maintenance
Crosby Mansion
& Cottages
163 Crosby Lane Historic building 1888, leased through the
State of MA with three rental cottages
Historic repairs and upkeep are ongoing, one
cottage needs major renovation to be usable
Captains Golf
Pavillion & Proshop &
Maintenance Buildings
with Solar Carports
1000 Freemans Way Original facilities. Golf proshop,
pavillion, restaurant, maintenance
garage, fuel station, chemical storage.
Solar Carports are new in 2021.
All facilities need either major updating, repairs or
replacement of structures. Driving Range is located
across the street in Town’s industrial park.
Cape Cod Sea Camps
Bay Parcel and
First Light Beach
3057 Main Street Town bought the former camp in
2021 with existing buildings.
90+ buildings that range in age and use. Remediation
required at former shooting range. On-site parking is on
fields. Portions of the parcel are in a flood zone. Coastal
dune and wetland setbacks also must be accounted for.
Cape Cod Sea
Camps Pond Parcel
0 Besse Cartway Town bought the former camp in 2021. Access drive is dirt and not an adequate road for
enhanced access. Limited to no parking on site.
Wetlands near pond. Half of parcel is in Zone II.
Transportation
Millstone Road 2.5 mile main corridor of town owned
road laid out in 1847. Connects Route 6A
to Route 137. Averages 3,800 cars a day.
25% of population live on or off Millstone.
Long, winding road that does not have consistent shoulder
or sidewalks. Safety issues and speed of major concern.
Town working on final design for reconstruction.
Route 137 3.55 miles of roadway,
intersects with Route 124
Parts of the road need better drainage and roadway
surface; much of the road might benefit from
sidewalks for pedestrian access and safety.
Townwide Roads and
Drainage Systems
throughout Town 56 miles of Town road, 48 miles paved, 9
gravel with a range of ages and drainage
systems; 103 miles of private roads
througout town; 52 miles of state roads
Pavement Management Plan done in 2021. 2 miles of
road need major rehabilitation; 14.5 miles need minor
rehabilitaion; 13.3 need preventive maintenance; 5.23 need
routine maintenance; many roads lack sidewalks for safe
pedestrian access. Town needs additional road bond funding
to supplement Ch. 90 and annual road drainage funding.
Drainage systems not built to handle increased storms.
Cape Cod Rail
Trail bikepath
throughout Town
and across Cape
25 miles of off road paved path from
Yarmouth to Wellfleet. Runs through Brewster
and through Nickerson State park.
Heavily used in season, bike trail crossing at Millstone,
Route 124 and Underpass Road can be dangerous.
Capital Facilities Plan
100 23458943106. P1r6ot34e4c8hw41nP c
Public Services
Drinking Water
Distribution System
throughout Town 130 miles of water main, 1188 fire hydrants
servicing 7200 service connections.
Continued maintenance of the system will be determined
by the anticipated update to the existing master plan.
Pumping Station #3 811 Freeman Way Built in 1986, about 90 feet deep Redevelopment every 3 to 7 years depending
on specific capacity and iron levels.
Pumping Stations
#1 & #2
566 Freeman Way Constructed in 1971, about 76 Feet Deep Redevelopment every 5 to 10 years depending
on specific capacity and iron levels.
2 Metal Water Tanks 23 Yankee Drive-
Tower Circle
Constructed in 1971 and 1989 Exterior painting overcoat anticipated in 2023 / 2024
Pumping Station #4 699 Run Hill Road Built in 1991, about 101 feet deep Redevelopment every 3 to 7 years depending on specific
capacity and iron levels. Roof being assessed for replacement.
Greensand
Treatment Facility
697 Run Hill Road Constructed in 2001 Roof being assessed for replacement
Lime Station 548 Freeman Way Constructed in 1990 Ongoing maintenance funded by operating budget.
Lime Station 813 Freeman Way Constructed in 1990 Ongoing maintenance funded by operating budget.
Pump Station
including Well #6
379 West Gate Road Built in 2013, about 121 feet deep Redevelopment every 5 to 10 years depending
on specific capacity and iron levels.
Transfer Station Facility 201 Run Hill Road Capped Landfill that provides trash,
recycling and related services to
residents, including a Swap Shop
Circulation is challenging (tandem parking is an issue), Transfer
Station building is old, has many issues and is not used as it
was originally intended, Swap Shop is small and inadequate.
The old highway garage which houses the bathroom facility
is a safety concern. Bathroom facilities are insufficient.
Other/Recreation
Captains Golf Course
and Driving Range
Freemans Way &
Commerce Park
36 Hole Golf Course and Driving Range Course irrigation original, will need upgrade. Sink holes are a
problem. Course and Driving Range in different locations.
Whitecaps Ball Field
Dugouts/Press Box/
Scoreboard/Picnic
Area/Poles/Bleachers
384 Underpass Road Cape Cod Baseball league team facility -
long term lease with elementary school
Facility does not contain lighting. Recent ADA updates.
School Playground adjacent will require upgrades or new.
Tennis Courts/Fencing 384 Underpass Road Municipal Tennis courts built in
2010 on School Property
Ongoing Maintenance. Part of the tennis
courts converted to Pickle Ball Courts.
Capital Facilities Plan
10123458943106. P1r6ot34e4c8hw41nP c
Brewster Dog Park 631 Harwich Road Municipal Dog Park constructed in 2022. Ongoing management and oversight in coordination
with Friends of Brewster Dog Park.
Wing Island Boardwalk Main Street Land acquired by Town in 1961, dual
marsh planks across marsh, path begins
at Cape Cod Museum of Natural History
Boardwalk floods twice a day. Boardwalk is uneven
and accessible for many. Path to boardwalk is through
privately owned property and parking is problematic.
Freemans Fields Freemans Way Two little league fields, one babe ruth
field and soccer fields that abuts town
of Brewster water department lands
Accessibility could be improved, parking limited, concessions not
hooked up, no common play spaces, ongoing field maintenance
Drummer Boy Park 785 Main Street 17 acres acquired by Town in 1988-used
as a park, playground, rented to groups-
including fairs, town band, walking trails
Master Plan recently updated; updates for parking,
playground, drainage and existing structures needed
Gages Field Main Street One Little League baseball field Behind Fire Station facility, limited parking,
accessibility upgrades needed
Beach & Pond Parking
Lots and Landings
throughout Town 10 Public Beach landings off Route 6A, Bay
Beaches and 6 Ponds with Landings.
Limited parking at most landings, no attendants on site,
limited services on site, many of the roads to beaches are
narrow and in poor condition, concerns with sea level rise in
some locations, concerns of pond water quality and health
Conservation Areas throughout Town Approximately one third of Brewster is
protected open space land held by the Town,
the State, non-profits or the Conservation
Commission. Many of the lands have trails.
Difficult to maintain trails based on the number and
where they are located in town given limited staffing
resources. Limited parking at many trails.
Nickerson State Park 3488 Main Street 1,900 acres of State owned forest with approx.
420 camp sites and 8 freshwater ponds
Wildfire risk, difficult to manage evacuation,
pond quality issues, mosquito control
Other Services
Power Distribution
Ground Mount Solar
Comcast Cable
& Internet
Capital Facilities Plan
102 23458943106. P1r6ot34e4c8hw41nP c Capital Facilities Plan
EXISTING INFRASTRUCTURE SYSTEMS, CHALLENGES OR CONSTRAINTS
Project Name
Ac
t
i
o
n
Pl
a
n
#
SB
St
r
a
t
e
g
i
c
Pl
a
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Description Funding Sources
and Strategies
Pr
i
o
r
i
t
y
(H
i
g
h
/
M
e
d
/
Lo
w
)
Es
t
i
m
a
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e
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C
a
p
i
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Co
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t
$
/
$
$
/
$
$
$
How this Capital
Investment Supports
the LCP Vision, Goals,
Purposes and Action Plan
On Town
5 Year
Capital
Plan
Community Center
Design/Construction
CC1,
CI2
SC-3 Multi-generational community
center to include COA and
Recreation Depts. Location
needs to be determined
first then programming
need and facility design.
Funding likely to be
combination of debt exclusion
and capital stabilization funds.
High $$$Supports recreational
opportunities cited
in Vision Statement;
Community Character
social opportunities and
services Goal and Purpose
YES
Elementary School
Facilities Upgrades
and Accessibility
CC3,
CC4
CI-3 Determine next steps with
School Dept. regarding
the results of the School
Consolidation Feasibilty Study
Investment in two school
elementary schools will be
determined based on next
steps. Stony Brook requires
a new heating system and
new roofs. Funding through
MSBA, Green Communities
and Local match funds
Med $$Supports Town Vision
Statement to provide
infrastructure to ensure
that all citizens are safe,
healthy, and supported,
and Community Character
social opportunities and
services Goal and Purpose
YES
Town Center
development
CC9,
CC11
Explore establishment of
Town Center or activity
centers, including
mixed use potential
Zoning and Land
Management may require
a consultant to assist to be
funded in Town Capital plan
with Free Cash allocation
Med $Supports Town Vision
Statement to provide
infrastructure to ensure
that all citizens are safe,
healthy and supported;
Community Character
Goal and Purpose 3 and
Community Character Actions
NO
Land purchases
for drinking water
protection, pond
water quality, marine
water quality, housing
WR1,
WR9,
WR14,
OS3,
HO11
G-10,
H-2,
SC-2,
WR-1
Develop standard criteria
and process to evaluate
potential land acquisitions
for various municipal
purposes -Ex. Former Cape
Cod Sea Camps parcels
Acquisition of land is
accomplished through a
variety of funding sources
and partnerships: CPC,
LAND Grants, BAHT funds,
BCT, Water Commission
and debt exclusions
Med/
High
$$Supports Town Vision
Statement to protect
water resources, Water
Resources/Housing
Purposes and Actions
YES
10323458943106. P1r6ot34e4c8hw41nP cCapital Facilities Plan
Acquire open space
for recreation,
trail networks
OS1 OS-1,
G-10
Continue to acquire
open space, recognizing
varied purposes such as
emphasizing the importance
of recreation, the potential for
establishing or extending
trail networks, habitat
benefits and the positive
effect of woodlands in
climate mitigation as criteria
for land acquisition.
Acquisition of land is
accomplished through
a variety of funding
sources and partnerships:
CPC, LAND Grants,
BCT, Water Commission
and debt exclusions
Med $$Supports Town Vision
Statement to protect town
character, open space
NO, but
on CPC 5
Year Plan
Integrated trail
system for Long Pond
woodlands and former
Sea Camps property
OS2 SC-1,
SC-2,
SC-3,
SC-4
Town purchased the Long
Pond Parcel which is adjacent
to the Long Pond Woodlands.
Town will determine, through
its comprehensive planning
process, opportunities for
passive and active recreation
and needed trail system
Grant Funding, CPC, Free
Cash allocation through
Capital Plan, partnerships
with BCT and MA Audubon
High $Supports Town Vision
Statement to protect open
space, provide scenic
areas for recreation and
contemplation; Open Space
Goals and Purposes
NO, Acquistion
costs only until
Comprehensive
Plans created
Evaluate re-use of
Town-owned buildings
for housing, including
Sea Camps property
H-10 SC-1,
SC-2,
SC-3,
SC-4,
H-2
As part of the comprehensive
planning process for
the former Sea Camps
properties, Town will look at
opportunities for housing.
Town through its HPP
strategies will look at other
opportunities for building
re-use for housing as well.
Housing Funding depends on
the type of Housing: Can be
State grants, Private-Public
Partnerships, BAHT funds,
CPC Funds or through the
Capital Plan with Free Cash
or Short-term Rental revenues
Med $$Supports Town Vision
Statement to offer housing
that is affordable to
residents of all ages and
economic standing; Housing
Goals and Purposes
NO
104 23458943106. P1r6ot34e4c8hw41nP c
Evaluate need for
and feasibility of
alternative transport
for off-site retreat
parking for various
town beaches
and landings
CM4,
CA7
CA-1,
CM-2,
SC-2
Town has created a resident
only beach at First Light,
freeing up more spots at
other locations. Town is
working on a bike/pedestrian
path to Linell & Crosby with
State DCR. Town created
overflow parking at Crosby.
Town created additional
parking at Breakwater.
Town will continue to
look at opportunities for
expanded access for parking
and pedestrian access.
Grant Funds, Free Cash
allocations through
Capital Plan
Med $$Supports Town Vision
Statement to protect
bayside coastline;
Coastal Management
Goals and Purposes
Yes
Complete permitting
and construction
of Wing Island
boardwalk
CM5 OS-1,
CM-1
Further design and
permitting for Wing Island
Boardwalk in conjunction
with Drummer Boy Phase
I site improvements
Design funds approved
at May TM, grant funds,
donations, local match
funds in capital plan
High $$Supports Town Vision
Statement to protect open
space, provide scenic
areas for recreation and
contemplation; Open Space
Goals and Purposes
Yes
Complete design
and construction of
Drummer Boy Park
Master Plan Phase 1
CM5,
CI3
OS-1,
CM-1
Implement recommendations
of Drummer Boy Master
Plan site improvements to
stormwater management,
parking, and access, in
conjunction with Wing
Island boardwalk project
Design funds approved
at May TM, ARPA funds,
Grant Funds, Donations,
Local Match Funds
through Capital Plan
High $$Supports Town Vision
Statement to protect open
space, provide scenic
areas for recreation and
contemplation; Open Space
Goals and Purposes
Yes
Provide interim
access and complete
long-term planning for
beach access at First
Light Beach property
CM6 SC-2,
G-9
Town established a resident
beach at First Light in the
summer of 2022. Town will
continue summer access,
weekends in Fall and how
further access can occur.
Beach parking lot and
gate attendants were
funded with ARPA funds.
A long term plan to fund
positions will need to be
determined and incorporated
into the Town budget.
High $Supports Town Vision
Statement to protect
bayside coastline;
coastal management
Goals and Purposes
Yes
Capital Facilities Plan
10523458943106. P1r6ot34e4c8hw41nP c
Improve visibility
and mobility access
at beach landings
CM7 Provide and expand public
access for all; Town takes
proactive approach to
managing our landings
and beach access.
Town has purchased
mobi-mats through
Capital Plan Free Cash
and made accomodations
at various beaches
throughout town. Town has
4 mobi-chairs available
- 2 were grant funded.
Low $Supports Town Vision
Statement to provide
infrastructure to ensure
that all citizens are safe,
healthy and supported
and Community Character
social opportunities and
services Goal and Purpose
Yes
Include enhanced
universal accessibility
where feasible on
Town properties
and projects
CI1 H-2,
CI-2
Consider accessibility when
modifiying town buildings and
in planning town projects
Grant Funding, Town
capital plan, CPC funds
Med $$Supports Town Vision
Statement to provide
infrastructure to ensure
that all citizens are safe,
healthy and supported
and Community Character
social opportunities and
services Goal and Purpose
No
Complete
comprehensive
planning processes
for and begin
implementation of
plans for Bayside and
Long Pond former Sea
Camps properties
CI4 SC-1,
SC-2,
SC-3,
SC-4
Working with planning
committees, consultant,
stakeholders and residents
to complete comprehensive
plans for both parcels and
bring to Town Meeting.
Continue to provide and
expand interim short
term public access.
Re-use of existing article,
grant funds, free cash, debt
exclusion, ARPA funds
High $$$Supports Town Vision
Statement to protect
open space, provide
scenic areas for recreation
and contemplation;
Community Infrastructure
Goals and Purposes
Yes
Develop town-wide
plan for expanding
bike and pedestrian
paths and sidewalks
CI5 CI-4 Using Bike Strategy Plan,
Pavement Management
Plan, and Complete Streets
Prioritization Plan consider
pedestrian access when
developing and implementing
Road Capital Plan.
Road Bond, Ch. 90 State
Funding, Complete Streets
Funding, Funding through
5 year Capital Plan
Med $$$Supports Town Vision
Statement to provide
infrastructure to ensure
that all citizens are safe,
healthy and supported and
Community Infrastructure
Goal and Purpose
Yes
Pursue development
of Cape Cod Rail
Trail extension from
Nickerson State Park
to Cape Cod Bay
CI6 CM-3
FY21-
22
Plan
Work with State DCR and
MA DOT to create a bike and
pedestrian trail to Linnell
and Crosby Landings
Funding through State
DCR capital plan state
grant, or bond bill with
some local match
Low $$Supports Town Vision
Statement to provide
infrastructure to ensure
that all citizens are safe,
healthy and supported and
Community Infrastructure
Goal and Purpose
Yes
Capital Facilities Plan
106 23458943106. P1r6ot34e4c8hw41nP c Capital Facilities Plan
Conduct Recycling
Center study and site
analysis and potential
re-use options
SW5 SW-1 Review existing facilities
and determine what
changes should be
implemented for modern
recycle center services
Town re-allocated existing
funds at the May Town
Meeting to conduct study. Site
changes and enhancement
costs to be determined.
Low $$Supports Solid Waste
Management Goal,
Purposes and Actions
Yes
Locate solar panels/
arrays on Town
buildings and facilities
CA3 CA-1,
CA-2
Town recently sited two
car solar carports at the
Captains Golf Course.
Town through its Energy
Manger will review town
buildings and sites for other
opportunities and/or enter
into off-taker arrangements.
Typical solar initiative
involves a private-public
partnership and results in
either reduction in energy bills
for town or lease payments
Med $Supports Climate Mitigation
and Adaptation Goals,
Purposes and Actions
No
Purchase alternative
energy Town
vehicles when due
for replacement
CA3 CA-1,
CA-2
Town is a Green Community
and is working through its
Energy Manager and Master
Mechanic to review town fleet
to develop a 5 year plan as
appropriate for replacement
with Hybrid or EV vehicles
Funding through Green
Communities. Vehicle
replacement is a standard
item on the town’s 5 year
capital plan, supported
through free cash.
Med $$Supports Climate Mitigation
and Adaptation Goals,
Purposes and Actions
Yes
10723458943106. P1r6ot34e4c8hw41nP cCapital Facilities Plan
Work with private
entities to install
public charging
stations at appropriate
municipal or publicly
accessible locations
CA5 CA-1,
CA-2
Town is a Green Community
and is working through its
Energy Manager to determine
appropriate locations
for charging stations.
Funding through Green
Communities Grants, Other
available grant funding and
local match of free cash
Med $Supports Climate Mitigation
and Adaptation Goals,
Purposes and Actions
No
Modify or re-locate
town infrastructure
and buildings to
reduce potential
damage due to
climate change
CA7 CM-2 Consider climate change and
mitigation when designing
and siting town facilities and
infrastructure, especially
water and stormwater.
Consider climate change in
modifying or constructing
existing buildings.
Town has an approved
Hazard Mitigation Plan and
a Municipal Vulnerability
Plan which both provide
grant funding for mitigation.
Med $$Supports Climate Mitigation
and Adaptation Goals,
Purposes and Actions
No
Millstone Road
Community Housing
HO1,
HO6,
HO10
H-2,
H-4
Development of 45
units of rental housing
on town owned land
Developer to apply for Low
Income Tax Credits and other
state funding. Local funds of
combined CPC and BAHT
expected to contribute.
High $$Supports Housing Goal to
provide more affordable,
accessible housing and to
implement the goals in the
2022 Housing Production
Plan and the purposes and
actions in the Housing Goals
Yes
Wastewater
Infrastructure
WR4,
WR5,
WR11,
WR12
WR-1 Design & construct
Innovative Alternative
septic systems and other
non-traditional wastewater
solutions to mitigate negative
impacts on pond and
embayment water quality.
State Revolving Fund,
Cape Cod & Islands
Water Protection Fund,
Free Cash, Water Quality
Stabilization Fund
High $$$Supports Water Quality Goals
to improve water quality in
marine watersheds and ponds
Yes
108 23458943106. P1r6ot34e4c8hw41nP c
This section summarizes the 2022 Town of Brewster
Housing Production Plan (HPP) Update, which was
approved by the Commonwealth in July 2022. The
Housing Production Plan’s (HPP) goal is to help the
Town make steady progress towards the 10% statutory
minimum of affordable housing under Chapter 40B. Every
community in Massachusetts is mandated to have 10%
of total year-round housing units as deed-restricted to
be affordable for low- or moderate-income households.
The HPP includes a housing needs assessment, housing
goals, and implementation strategies. Brewster’s 2022
HPP is an update to the 2017 HPP which has guided
the Town’s Housing program over the past 5 years
and is currently certified, meaning the Town has met
its housing production goal for the present year.
SECTION 6HOUSING PRODUCTION PLAN SUMMARY
HOUSING NEEDS ASSESSMENT
Key findings of the housing needs
assessment include the following:
• Brewster’s population increased by 5%
between 2010 & 2020 Census, despite
projections forecasting a potential decline.
• Over the past decade, the population
under 54 years old has decreased, and the
population over 55 years has increased.
• Older adults living alone are the most
likely household type to be low–to-
moderate income, under 80% of
the Area Median Income (AMI).
• Housing sales prices have jumped
significantly since 2020 and continue
to rise. Rental opportunities are limited,
particularly for market rate units. The share
of housing units for seasonal recreational,
or occasional use has increased, while the
share of year-round renters has decreased.
Housing Production Plan Summary
10923458943106. P1r6ot34e4c8hw41nP c
HOUSING PRODUCTION GOALS
The Department of Housing and Community
Development (DHCD) HPP guidelines require that
the goals include both qualitative and quantitative
outcomes based on community and regional needs.
Brewster’s mandated quantitative goal is to produce
24 new units of Subsidized Housing Inventory
(SHI) eligible affordable housing units a year. The
Town identified four major qualitative goals:
1. Increase and diversify year-round
housing options in Brewster for a range
of income levels and household types.
2. Prevent displacement of current residents
and facilitate housing mobility for households
looking to move within or into Brewster.
3. Align development with the principles of the
Town’s Local Comprehensive Plan/Vision Plan
4. Continue to build capacity to produce housing
through staffing, funding, regional partnerships,
advocacy and education, and relationships
with nonprofit and for-profit developers.
HOUSING PRODUCTION PLAN IMPLEMENTATION STRATEGIES
Brewster has made significant progress implementing
its 2017 Housing Plan. This includes hiring a Housing
Coordinator, creating a Housing Trust, adopting
Accessory Dwelling Unit Bylaws, obtaining housing
funding, receiving a Community Development Block
Grant (CDBG) for housing rehab and childcare,
accepting a proposal to build rental housing on
Town land, redeveloping a vacant building for
housing, permitting 59 units of affordable housing,
and twice certifying the Housing Plan.
The 2022 HPP includes the following Implementation
Strategies to meet the 10% DHCD affordable unit goal:
Housing Production Plan Summary
110 23458943106. P1r6ot34e4c8hw41nP c
Regulatory Reform - Involve tools that
make permitting more efficient, allow
more housing development, and allow
more types of housing in Brewster.
Strategy 1: Re-evaluate the existing ADU and
ACDU bylaws and other references to accessory
apartments; explore amendments to streamline
these provisions and improve their efficacy.
Strategy 2: Amend zoning to clearly allow mixed
uses that include housing in business-zoned areas.
Strategy 3: Re-evaluate the existing multifamily
dwelling bylaw (Section 179-34) and consider
changes and other regulatory measures to
facilitate multi-unit residential development.
Strategy 4: Explore measures to require or encourage
the inclusion of affordable units in residential
developments over a certain number of units.
Strategy 5: Allow and incentivize the adaptive
reuse of existing buildings for the creation of
affordable and mixed income housing.
Strategy 6: Utilizing the findings of the ongoing
Integrated Water Resources Management Plan,
continue to identify appropriate wastewater
treatment systems to enable the creation
of denser housing developments that can
support the inclusion of affordable units.
Funding and Assets - Protect existing
affordable housing and pursue specific
ways to expand local funds.
Strategy 7: Continue to work with nearby
communities on the Cape by pooling CPA funds
and other resources to construct affordable
housing in suitable locations throughout the
region and meet regional housing needs.
Strategy 8: Develop a five-year financial
plan for the Brewster Affordable Housing
Trust and determine whether additional
funding streams should be explored.
Strategy 9: Based upon the BAHT five-year financial
plan, explore other funding opportunities to support
housing initiatives at a range of income levels.
Strategy 10: Explore local property tax incentives
for the creation of affordable housing, such
as offering a reduction of property taxes to
an owner renting an affordable unit.
Strategy 11: Develop criteria for assessing
a property’s suitability for the creation of
affordable and attainable housing.
Strategy 12: Inventory existing Town-owned
land using the criteria developed to determine
suitability for housing; develop and issue an
RFP for the development of affordable and
attainable housing on properties identified
as suitable for housing development.
Housing Production Plan Summary
11123458943106. P1r6ot34e4c8hw41nP c
Strategy 13: If deemed necessary based
upon the findings of the Town-owned land
inventory, develop and issue an RFP for the
acquisition of privately held land for the creation
of affordable and attainable housing.
Education and Advocacy - Capture
key stakeholders most at risk from the
effects of limited housing choices.
Strategy 14: Develop a collaborative
housing education plan that connects to
the Town’s Local Comprehensive Plan.
Strategy 15: Continue to ensure regular
participation by staff and members of Town
bodies in available training on housing-
related issues including fair housing, local and
regional housing needs, comprehensive permit
administration, and other relevant topics.
Local Planning and Policy - Pursue
partnerships and create a more welcoming
environment for housing development.
Strategy 16: Continue to make good use of Chapter
40B, including the Local Initiative Program (LIP),
as a vehicle for creating affordable housing.
Strategy 17: Encourage public/private partnerships
to facilitate the collaborative production of affordable
housing to meet a range of community needs.
Strategy 18: Continue to monitor the impacts
of short-term rentals on the availability of
year-round rental units; review and consider
changes to local policies accordingly.
Strategy 19: Increase housing staff capacity
to ensure continued and consistent
collaboration with the Building, Conservation,
Health, and Planning Departments.
Community Resources & Local Support – Ensure
needs of the program benefactors are met.
Strategy 20: Continue the CDBG-funded housing
rehabilitation program to enable income-eligible
homeowners to make critical home repairs.
Strategy 21: Evaluate current CPC-
funded housing initiatives and consider
adjusting to meet current needs.
Strategy 22: Explore other opportunities
for direct support for eligible households,
including partnerships with local non-profits
and housing assistance providers.
Housing Production Plan Summary
112 23458943106. P1r6ot34e4c8hw41nP c
SECTION 7IMPLEMENTATION AND PERFORMANCE MONITORING
Implementing the LCP will be the responsibility
of numerous Town Boards and Departments
and organizations in the community. The Select
Board will hold responsibility for identifying action
priorities and overseeing implementation. The
primary vehicle for identifying priorities will be the
Select Board’s annual rolling strategic planning
exercise which, since its start in 2019, has been
structured around the goals of the Vision Plan.
The Select Board’s Strategic Plan is updated on
an annual basis with input from Town Boards,
Committees and Department Heads. A copy of the
FY23-24 Strategic Plan is included in this section. The
Selectboard will balance the various Building Block
goals seeking to identify consensus priorities in carrying
out its strategic planning. The Select Board will also
coordinate LCP actions with the implementation of
other actions contained within the Strategic Plan or of
public importance, e.g., proposed regulatory changes
to forward particular LCP goals would not only be
coordinated with one another but with any broader
efforts to review and revise Town regulations or bylaws.
Moving forward, the LCP will be the framework to
ensure the alignment of the Select Board’s Strategic
Plan and the community’s vision. In addition to the
Select Board, the Planning Board will play a key role
in implementing the LCP, particularly those elements
related to land use policy and reforming the Town’s
bylaws so that they become better adapted tools
for achieving the vision and policy directions of the
LCP. Monitoring the implementation of the Vision
Plan and reporting to the community have been
part of the Vision Planning Committee’s charge.
To assist in understanding the process by which the
Town will implement action items, a diagram depicting
the relationship between the LCP, the Strategic
Plan and the Capital Improvement Plan follows.
After LCP adoption, the Strategic Plan will, among
other things, incorporate LCP Building Block goals
and actions as a means of implementing the LCP. In
terms of implementation, the Strategic Plan assigns
timeframes and responsible parties to undertaking
actions, which is a particularly effective process in
ensuring that the LCP is implemented successfully
and with the best available information.
In 2021, the Vision Planning Committee produced a
report on the implementation of the Vision Plan that was
well received by the public and Town government. With
the LCP becoming the framework for the Select Board’s
Strategic Plan, monitoring LCP implementation becomes
an integral part of that annual process. This will include
publishing reports on implementation progress for the
Select Board’s internal use and reporting to the public
on progress in achieving the community’s goals. The
Town will also provide the Cape Cod Commission this
Implementation and Performance Monitoring
11323458943106. P1r6ot34e4c8hw41nP c
annual report to communicate progress on the LCP.
Vision Building Block Goal # Goal Description Timeline Degree of
Complexity
Vision Plan / Local
Comprehensive Plan FY22-23 SB Plan Primary Responsible Party Other Key Stakeholders
Former Sea Camps Properties SC-1 Complete discovery phase, including building
inventories/ assessments, and continue to
implement interim property management plan
FY23 Medium
X
Town Administration and Bay &
Pond Property Planning
Committees
Town Staff
SC-2 Continue to develop/refine and implement
interim public access/use plans FY23-24 Higher X X
Town Administration and Bay &
Pond Property Planning
Committees
Select Board; BPPC & PPPC Liaisons,
Representatives, and Town Staff
SC-3 Launch community planning process, engage residents
and stakeholders, determine support for constructing
new community center on bay property, and develop
long-term comprehensive plans for both properties
FY23-24 Higher X X
Town Administration and Bay &
Pond Property Planning
Committees
Select Board; BPPC & PPPC Liaisons,
Representatives, and Town Staff
SC-4 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 for residents
FY23-24 Medium X X
Town Administration and Bay &
Pond Property Planning
Committees
Select Board; BPPC & PPPC Liaisons and
Representatives, and Town Staff
Community Character CC-1 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
FY23 Lower
X Community Preservation
Committee
Town Administration; Select Board; Finance
Committee; Open Space Committee;
Affordable Housing Trust; Historical
Commission; Recreation Commission
CC-2 Identify and evaluate benefits of introducing/ expanding
targeted local tax relief options FY23 Medium X X Finance Team
Select Board; Finance Committee; Board of
Assessors; Brewster Association of Part-Time
Residents
CC-3 Complete sociodemographic study to inform next steps
in crafting and advancing diversity, equity, and inclusion
initiatives
FY23 Lower X X Town Administration Select Board; Human Resources Dept; Town
Staff
Open Space OS-1 Complete design and implement updated Drummer Boy
Park Master Plan Phase I improvements in coordination
with Wing Island Boardwalk project FY23-24 Medium X X Town Administration
Select Board; Natural Resources Commission
& Dept; Department of Public Works;
Brewster Conservation Trust; Brewster
Historical Society
OS-2 Identify and resolve private party encroachments on
Town land FY23-24 Lower
Town Administration & Natural
Resources Dept
Select Board; Conservation Commission;
Water Commission & Dept; Brewster
Conservation Trust
Housing H-1 Develop five-year financial plan for Affordable Housing
Trust and determine whether additional funding streams
should be explored to support housing initiatives at a
range of income levels
FY23 Medium X X Affordable Housing Trust &
Finance Team
Select Board; Finance Committee; Housing
Coordinator
H-2 Begin implementing updated Housing Production
Plan priority strategies FY23 Medium X X Affordable Housing Trust &
Housing Coordinator
Select Board; Planning Board; Housing
Partnership; Town Administration; Planner
H-3 Continue to provide support services to residents,
including CDBG housing rehabilitation and childcare
vouchers
FY23-24 Medium X
Housing Coordinator
Select Board; Town Administration;
Affordable Housing Trust; Human Services
Committee; Council on Aging
H-4 Advance Millstone Road Community Housing project
FY23-24 Higher X X Town Administration & Housing
Coordinator
Select Board; Affordable Housing Trust;
Community Preservation Committee; Planning
Dept & Zoning Board of Appeals
Vision Building Block Goal # Goal Description Timeline Degree of
Complexity
Vision Plan / Local
Comprehensive Plan FY22-23 SB Plan Primary Responsible Party Other Key Stakeholders
Local Economy LE-1 Define and provide necessary supports to effectively
implement electronic permitting and invest in phased
digitization of Town records
FY23 Medium X X Town Administration Select Board; IT Director; Building Dept;
Health Dept; Planning Dept
LE-2 Continue to host semi-annual roundtable with
Town officials, Chamber of Commerce, and local
business community to build on increased outreach
and communication developed during pandemic
FY23-24 Lower X X Town Administration Select Board; Town Staff; Chamber of
Commerce
LE-3 Develop Guide to Doing Business in Brewster
FY24 Medium X
Town Administration
Building Dept; Health Dept; Planning Dept;
Natural Resources Dept; Town Clerk; Chamber
of Commerce
Coastal Management CM-1 Complete design and permitting of Wing Island
boardwalk
FY23 Higher X X Town Administration
Select Board; Conservation Commission;
Natural Resources Commission & Dept;
Department of Public Works; Brewster
Conservation Trust; Cape Cod Museum of
Natural History
CM-2 Consider merits of Cape Cod Commission's model
coastal resiliency bylaws/regulations and potential
implementation FY23-24 Medium X
Planning Dept
Planning Board; Town Administration; Board
of Health & Health Dept; Conservation
Commission & Natural Resources Dept;
Building Dept
Water Resources WR-1 Convene a new Water Resources Task Force and develop
updated plan and timeline for advancing integrated
water quality initiatives, to include addressing DEP’s
proposed changes to Title V regulations and continuing
collaboration with external stakeholders
FY23-24 Higher X X Water Resources Task Force
Town Administration; Select Board; Natural
Resources Commission & Dept; Water
Commission & Dept; Board of Health & Health
Dept; Planning Board & Dept; Finance
Committee; Brewster Ponds Coalition
WR-2 Continue to educate public about new stormwater
bylaw/regulations and consider refinements as needed FY23 Lower X X Planning Dept
Planning Board; Town Administration;
Conservation Commission & Natural
Resources Dept; Building Dept
Community Infrastructure CI-1 Determine support for advancing proposed Brewster
Ladies Library renovation project FY23 Lower Select Board Town Administration; Brewster Ladies
Library Association & Library Dept
CI-2 Conduct a needs assessment and develop FY24-28
COA (Age Friendly) Community Action Plan FY23 Medium X Council on Aging Board & Dept Select Board; Town Administration; Bay
Property Planning Committee
CI-3 Work with Nauset School officials to clarify process
and timeline of next steps regarding results of
Elementary School Consolidation Feasibility Study,
especially in relation to other potential Town & School
capital investments
FY23 Medium X X Select Board & Town
Administration
Brewster School Committee & Nauset
Administration; Finance Committee
CI-4 Complete Millstone Road project final design/ permitting
and create Road Capital Prioritization Plan FY22-23 Higher X X DPW Director & Town
Administration Select Board; Finance Committee
CI-5 Develop policy to clarify provision of Town services
on private roads and consider potential amendments
to private road betterment bylaw
FY23-24 Medium
DPW Director & Town
Administration
Select Board; Public Safety Team; Planning
Dept & Planning Board; Finance Team
Vision Building Block Goal # Goal Description Timeline Degree of
Complexity
Vision Plan / Local
Comprehensive Plan FY22-23 SB Plan Primary Responsible Party Other Key Stakeholders
Governance G-1 Establish and communicate budget capacity to Nauset
School officials based on the Town’s current and long-
term fiscal sustainability FY23 Medium
X Select Board & Town
Administration
Finance Committee & Finance Team; Nauset
Regional School Committee; Brewster School
Committee; Nauset School Administration;
Nauset region Town officials
G-2 Launch new Town website and identify preferred
enhancements to current communications model FY23 Medium X X Town Administration Select Board; IT Dept; BGTV
G-3 Establish process to revise Brewster Town seal &
draft related use policy FY23-24 Medium Select Board Town Administration & Town Staff
G-4 Evaluate potential amendments to noise bylaw
and/or develop entertainment license regulations FY23 Lower Select Board & Town
Administration Town Staff
G-5 Finalize, adopt, and implement Local Comprehensive
Plan and monitor progress FY23-24 Medium X X
Vision Planning Committee,
Select Board, and Planning
Board
Planning Dept; Town Administration; Town
Staff
G-6 Develop and launch capital budget and other
transparency features of new online platform to
continue to improve accessibility of Town finances
FY23 Medium X X Finance Team Select Board; Finance Committee
G-7 Support Human Resource Department by: 1. Continuing
to implement findings from HR audit, including
development of employee handbook 2. Continuing to
monitor and support employee wellness 3. Creating
programs to recognize Town staff/volunteers for their
community service
FY23-24 Medium X X Town Administration Select Board; Human Resources
G-8 Identify priority areas to increase organizational
capacity to meet enhanced service needs and expanded
project demands and develop long-term financing plan
to fund necessary personnel
FY23-24 Medium X X Town Administration & Finance
Team Select Board; Finance Committee; Town Staff
G-9 Consider need for and structure of new Parks &
Recreation Department responsible for management of
Drummer Boy Park, former Sea Camps, Dog Park, and
other existing recreational amenities/programs
FY23-24 Higher X X Town Administration
Select Board; Finance Team; Human
Resources; Recreation Dept & Commission;
Natural Resources Dept; Department of Public
Works
G-10 Develop standard criteria and process to evaluate
potential land acquisitions and consider establishing
municipal land acquisition committee FY23 Medium X
Select Board
Town Administration; Open Space
Committee; Affordable Housing Trust; Water
Commission
Climate Mitigation &
Adaptation
CA-1 Develop and implement updated staffing and committee
model that reflects the Town’s commitment to
comprehensively advancing energy, climate change, and
resiliency initiatives
FY23 Medium X
Town Administration Select Board; Energy Committee & Manager
CA-2 Develop net zero energy roadmap FY24 Higher X X Town Administration Energy Committee & Manager; Select Board;
Facilities Manager
Solid Waste Management SW-1 Complete site assessment and determine next steps to
improve Department of Public Works and Recycling
Center property and facilities
FY23 Lower X
DPW Director Town Administration; Select Board; Recycling
Commission
SW-2 Continue hydration station installation project
FY23-24 Lower
X Water Superintendent
Town Administration; Select Board; Recycling
Committee; Water Commission; Facilities
Manager
Implementation and Performance Monitoring
Select Board FY23-24 Strategic Plan
FINAL APPROVED 08.22.22
Vision Building Block Goal #Goal Description Timeline Degree of
Complexity
Vision Plan / Local
Comprehensive Plan FY22-23 SB Plan Primary Responsible Party Other Key Stakeholders
Former Sea Camps Properties SC-1 Complete discovery phase, including building
inventories/ assessments, and continue to implement
interim property management plan
FY23 Medium X
Town Administration and Bay &
Pond Property Planning
Committees
Town Staff
SC-2 Continue to develop/refine and implement interim
public access/use plans FY23-24 Higher X X
Town Administration and Bay &
Pond Property Planning
Committees
Select Board; BPPC & PPPC Liaisons,
Representatives, and Town Staff
SC-3 Launch community planning process, engage residents
and stakeholders, determine support for constructing
new community center on bay property, and develop
long-term comprehensive plans for both properties
FY23-24 Higher X X
Town Administration and Bay &
Pond Property Planning
Committees
Select Board; BPPC & PPPC Liaisons,
Representatives, and Town Staff
SC-4 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 for residents
FY23-24 Medium X X
Town Administration and Bay &
Pond Property Planning
Committees
Select Board; BPPC & PPPC Liaisons and
Representatives, and Town Staff
Community Character CC-1 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
FY23 Lower X Community Preservation
Committee
Town Administration; Select Board; Finance
Committee; Open Space Committee;
Affordable Housing Trust; Historical
Commission; Recreation Commission
CC-2 Identify and evaluate benefits of introducing/ expanding
targeted local tax relief options FY23 Medium X X Finance Team
Select Board; Finance Committee; Board of
Assessors; Brewster Association of Part-Time
Residents
CC-3 Complete sociodemographic study to inform next steps
in crafting and advancing diversity, equity, and inclusion
initiatives
FY23 Lower X X Town Administration Select Board; Human Resources Dept; Town
Staff
Open Space OS-1 Complete design and implement updated Drummer Boy
Park Master Plan Phase I improvements in coordination
with Wing Island Boardwalk project FY23-24 Medium X X Town Administration
Select Board; Natural Resources Commission
& Dept; Department of Public Works;
Brewster Conservation Trust; Brewster
Historical Society
OS-2 Identify and resolve private party encroachments on
Town land FY23-24 Lower Town Administration & Natural
Resources Dept
Select Board; Conservation Commission;
Water Commission & Dept; Brewster
Conservation Trust
Housing H-1 Develop five-year financial plan for Affordable Housing
Trust and determine whether additional funding streams
should be explored to support housing initiatives at a
range of income levels
FY23 Medium X X Affordable Housing Trust &
Finance Team
Select Board; Finance Committee; Housing
Coordinator
H-2 Begin implementing updated Housing Production Plan
priority strategies FY23 Medium X X Affordable Housing Trust &
Housing Coordinator
Select Board; Planning Board; Housing
Partnership; Town Administration; Planner
H-3 Continue to provide support services to residents,
including CDBG housing rehabilitation and childcare
vouchers
FY23-24 Medium X Housing Coordinator
Select Board; Town Administration;
Affordable Housing Trust; Human Services
Committee; Council on Aging
H-4 Advance Millstone Road Community Housing project
FY23-24 Higher X X Town Administration & Housing
Coordinator
Select Board; Affordable Housing Trust;
Community Preservation Committee; Planning
Dept & Zoning Board of Appeals
1
SELECT BOARD STRATEGIC PLAN FY23-24
114 23458943106. P1r6ot34e4c8hw41nP c
Select Board FY23-24 Strategic Plan
FINAL APPROVED 08.22.22
Vision Building Block Goal #Goal Description Timeline Degree of
Complexity
Vision Plan / Local
Comprehensive Plan FY22-23 SB Plan Primary Responsible Party Other Key Stakeholders
Local Economy LE-1 Define and provide necessary supports to effectively
implement electronic permitting and invest in phased
digitization of Town records
FY23 Medium X X Town Administration Select Board; IT Director; Building Dept;
Health Dept; Planning Dept
LE-2 Continue to host semi-annual roundtable with Town
officials, Chamber of Commerce, and local business
community to build on increased outreach and
communication developed during pandemic
FY23-24 Lower X X Town Administration Select Board; Town Staff; Chamber of
Commerce
LE-3 Develop Guide to Doing Business in Brewster
FY24 Medium X Town Administration
Building Dept; Health Dept; Planning Dept;
Natural Resources Dept; Town Clerk; Chamber
of Commerce
Coastal Management CM-1 Complete design and permitting of Wing Island
boardwalk
FY23 Higher X X Town Administration
Select Board; Conservation Commission;
Natural Resources Commission & Dept;
Department of Public Works; Brewster
Conservation Trust; Cape Cod Museum of
Natural History
CM-2 Consider merits of Cape Cod Commission's model coastal
resiliency bylaws/regulations and potential
implementation FY23-24 Medium X Planning Dept
Planning Board; Town Administration; Board
of Health & Health Dept; Conservation
Commission & Natural Resources Dept;
Building Dept
Water Resources WR-1 Convene a new Water Resources Task Force and develop
updated plan and timeline for advancing integrated
water quality initiatives, to include addressing DEP’s
proposed changes to Title V regulations and continuing
collaboration with external stakeholders
FY23-24 Higher X X Water Resources Task Force
Town Administration; Select Board; Natural
Resources Commission & Dept; Water
Commission & Dept; Board of Health & Health
Dept; Planning Board & Dept; Finance
Committee; Brewster Ponds Coalition
WR-2 Continue to educate public about new stormwater
bylaw/regulations and consider refinements as needed FY23 Lower X X Planning Dept
Planning Board; Town Administration;
Conservation Commission & Natural
Resources Dept; Building Dept
Community Infrastructure CI-1 Determine support for advancing proposed Brewster
Ladies Library renovation project FY23 Lower Select Board Town Administration; Brewster Ladies Library
Association & Library Dept
CI-2 Conduct a needs assessment and develop FY24-28 COA
(Age Friendly) Community Action Plan FY23 Medium X Council on Aging Board & Dept Select Board; Town Administration; Bay
Property Planning Committee
CI-3 Work with Nauset School officials to clarify process and
timeline of next steps regarding results of Elementary
School Consolidation Feasibility Study, especially in
relation to other potential Town & School capital
investments
FY23 Medium X X Select Board & Town
Administration
Brewster School Committee & Nauset
Administration; Finance Committee
CI-4 Complete Millstone Road project final design/ permitting
and create Road Capital Prioritization Plan FY22-23 Higher X X DPW Director & Town
Administration Select Board; Finance Committee
CI-5 Develop policy to clarify provision of Town services on
private roads and consider potential amendments to
private road betterment bylaw
FY23-24 Medium DPW Director & Town
Administration
Select Board; Public Safety Team; Planning
Dept & Planning Board; Finance Team
2
Implementation and Performance Monitoring
11523458943106. P1r6ot34e4c8hw41nP c
Select Board FY23-24 Strategic Plan
FINAL APPROVED 08.22.22
Vision Building Block Goal #Goal Description Timeline Degree of
Complexity
Vision Plan / Local
Comprehensive Plan FY22-23 SB Plan Primary Responsible Party Other Key Stakeholders
Governance G-1 Establish and communicate budget capacity to Nauset
School officials based on the Town’s current and long-
term fiscal sustainability FY23 Medium X Select Board & Town
Administration
Finance Committee & Finance Team; Nauset
Regional School Committee; Brewster School
Committee; Nauset School Administration;
Nauset region Town officials
G-2 Launch new Town website and identify preferred
enhancements to current communications model FY23 Medium X X Town Administration Select Board; IT Dept; BGTV
G-3 Establish process to revise Brewster Town seal & draft
related use policy FY23-24 Medium Select Board Town Administration & Town Staff
G-4 Evaluate potential amendments to noise bylaw and/or
develop entertainment license regulations FY23 Lower Select Board & Town
Administration Town Staff
G-5 Finalize, adopt, and implement Local Comprehensive
Plan and monitor progress FY23-24 Medium X X
Vision Planning Committee,
Select Board, and Planning
Board
Planning Dept; Town Administration; Town
Staff
G-6 Develop and launch capital budget and other
transparency features of new online platform to
continue to improve accessibility of Town finances
FY23 Medium X X Finance Team Select Board; Finance Committee
G-7 Support Human Resource Department by: 1. Continuing
to implement findings from HR audit, including
development of employee handbook 2. Continuing to
monitor and support employee wellness 3. Creating
programs to recognize Town staff/volunteers for their
community service
FY23-24 Medium X X Town Administration Select Board; Human Resources
G-8 Identify priority areas to increase organizational capacity
to meet enhanced service needs and expanded project
demands and develop long-term financing plan to fund
necessary personnel
FY23-24 Medium X X Town Administration & Finance
Team Select Board; Finance Committee; Town Staff
G-9 Consider need for and structure of new Parks &
Recreation Department responsible for management of
Drummer Boy Park, former Sea Camps, Dog Park, and
other existing recreational amenities/programs
FY23-24 Higher X X Town Administration
Select Board; Finance Team; Human
Resources; Recreation Dept & Commission;
Natural Resources Dept; Department of Public
Works
G-10 Develop standard criteria and process to evaluate
potential land acquisitions and consider establishing
municipal land acquisition committee FY23 Medium X Select Board
Town Administration; Open Space
Committee; Affordable Housing Trust; Water
Commission
Climate Mitigation &
Adaptation
CA-1 Develop and implement updated staffing and committee
model that reflects the Town’s commitment to
comprehensively advancing energy, climate change, and
resiliency initiatives
FY23 Medium X Town Administration Select Board; Energy Committee & Manager
CA-2 Develop net zero energy roadmap FY24 Higher X X Town Administration Energy Committee & Manager; Select Board;
Facilities Manager
Solid Waste Management SW-1 Complete site assessment and determine next steps to
improve Department of Public Works and Recycling
Center property and facilities
FY23 Lower X DPW Director Town Administration; Select Board; Recycling
Commission
SW-2 Continue hydration station installation project
FY23-24 Lower X Water Superintendent
Town Administration; Select Board; Recycling
Committee; Water Commission; Facilities
Manager
3
Implementation and Performance Monitoring
116 23458943106. P1r6ot34e4c8hw41nP c
SECTION 8SUPPORTING LOCAL PLANS, REGULATION AND POLICIES
Community Character
• Historical Commission Survey
of Brewster Houses, 2016
Open Space
• Town of Brewster Open Space and
Recreation Plan Update, 2021
Coastal Management/ Climate Adaptation
• FEMA CRS Program, established 2018
• Multi-Hazard Mitigation Plan 2021
• Coastal Resource Management
Plan (Phase I), 2019
• Coastal Adaptation Strategy, 2016
• Municipal Vulnerability
Preparedness Plan, 2019
Water Resources
• Horsley Witten Group, Inc. January
2022. Integrated Water Resource
Management Plan 2022 Update
• Horsley Witten Group, Inc. January
2013. Integrated Water Resource
Management Plan Phase II Report
• CDM February 2011. Integrated Water
Resource Management Plan Phase
I Report – Needs Assessment
Supporting Local Plans, Regulation and Policies
• Horsley Witten Group, Inc. 20216.
Water Resource Atlas Fresh Water
Ponds, Brewster, Massachusetts.
• University of Massachusetts School for
Marine Science and Technology and Cape
Cod Commission. Brewster Freshwater
Ponds: Water Quality Status and
Recommendations for Future Activities.
• University of Massachusetts School
for Marine Science and Technology.
November 2014. Mill Ponds Management
Plan - Walkers Pond, Upper Mill
Pond, and Lower Mill Pond.
• Solitude Lake Management. January 30,
2020. Alum Treatment Final Completion
Report, Upper Mill Pond January 2020.
Governance
• Town of Brewster FY23-24 Annual Strategic
Plan, adopted by Select Board 8/23/22
• Select Board Policy #58
(Public Engagement)
Community Infrastructure/ Capital Facilities
• Town of Brewster Community Preservation
Plan, FY23 – FY27. 3/23/22 Adopted
by the Select Board 08/08/2022
• Pavement Management Plan, 2022
• FY22-26 Capital Improvement Plan
11723458943106. P1r6ot34e4c8hw41nP cSupporting Local Plans, Regulation and Policies
• Drummer Boy Park Master Plan update,
approved Fall 2021 Town Meeting
• Select Board Policy #61
(Complete Streets Policy)
• Biking Brewster: A Strategy to Enhance
Biking in Brewster, prepared by Brewster
Bikeways Committee. March 2016
Solid Waste
• Pay As You Throw (PAYT)
Report, August 2014
Climate Mitigation
• Town Climate Change and Net
Zero Resolution, 2020
• Energy Reduction Plan (Green
Community Designation), 2020
Housing Production Plan
• Town of Brewster Housing
Production Plan 2022 – 2027
Other Housing/ Local Economy
• American Community Survey
2019 Data, 5-year estimates
• Brewster Community Preservation
Plan FY23-FY27
• Cape Cod & the Islands Association of
Realtors 2021 Annual Report & December
2021 Brewster Local Market Update
• US Census 2020
Brewster Code (selection, Bylaws)
• Chapter 17, Community
Preservation Committee
• Chapter 18, Affordable Housing Trust Fund
• Chapter 83, Staff Review
• Chapter 100, Flooding
• Chapter 112, Water
• Chapter 115, Illicit Connections
and Discharges (note: MS4)
• Chapter 119 Fertilizer Nutrient Control
• Chapter 135, Pollution and Environmental
Hazards (note: single use plastic bags, etc.)
• Chapter 152, Single Use
Plastic Water Bottles
• Chapter 157, Streets and Sidewalks
• Chapter 159, Stretch Energy Code
• Chapter 171, Water Betterments
• Chapter 172, Wetlands Protection
• Chapter 179, Zoning
• Chapter 272, Stormwater Management
• Chapter 290, Subdivision
Rules and Regulations
118 23458943106. P1r6ot34e4c8hw41nP c
Brewster Wetlands Protection Regulations
Brewster Stormwater
Management Regulations
Board of Health Regulations
& Policies (Selections)
• I/A Monitoring Regulation
• Nitrogen Loading Regulation
• Percolation Rate Regulation
• Private Well Regulation
• Inspection Maintenance
Program Regulation
• Small Wastewater Treatment
• Substandard Septic System
Upgrade Regulation
• Leaching Facility Setback Regulation
• Water Quality Report Regulations
• Disposal Construction Limit Regulation
• Recycling Center Regulations
• Zone II Deed Restriction Regulation
• Sand & Gravel Mining Regulation
• Septic System Betterment Regulation
• Designation of Wetlands
Conservancy District Policy
• Board of Health Policy on Single Cesspools
• Soil & Percolation Observation Policy
• Bedroom Definition
• Septic System Inspection Requirement
for Variance Applications Policy
• In-House Septic Local
Upgrade Approval Policy
Supporting Local Plans, Regulation and Policies
11923458943106. P1r6ot34e4c8hw41nP cSupporting Local Plans, Regulation and Policies
BREWSTER’S
LOCAL
COMPREHENSIVE
PLAN
Public Hearing Presentation
October 12, 2022
Select Board
Planning Board
Vision Planning Committee
WHAT IS A LOCAL COMPREHENSIVE PLAN (LCP)?
•Describes how Brewster looks today and where we want to go in the future
•Creates policy direction to help guide Town decisions policies, particularly those related to land use.
•Not a law or regulation; doesn’t create a mandate or requirements
•Serves as a comprehensive land use plan under state planning law
•Prepared with guidance from the Cape Cod Commission
2OCTOBER 12, 2022
HOW WAS BREWSTER’S LCP PREPARED?
•Vision Plan and its 8 Building Blocks as framework
•Climate Mitigation and Adaptation and Solid Waste added as new Building Blocks
•Land use-related actions in Vision Plan basis for public Next Steps survey
•Vision Plan summary papers updated
•Action Plan formulated and reviewed by public the Town departments
•Draft LCP put out for public review
3OCTOBER 12, 2022
PUBLIC INVOLVEMENT IN THE LCP PROCESS
•Vision Plan process (workshop, survey)
•Next Steps survey – agreement with possible actions (over 2,300 participated)
•Draft Action Plan reviewed by Town departments and community organizations with implementation roles
•Action Plan and LCP overview made available for public comments (3week period)
•Draft LCP made available for public review 3 weeks before Public hearing
•At each step, VPC reviewed comments and made revisions
•Will be presented to Town Meeting for approval
4OCTOBER 12, 2022
LCP Building Blocks
5
•Community Character
•Open Space
•Housing
•Local Economy
•Coastal Management
•Water Resources
•Governance
•Community Infrastructure
•Solid Waste Management
•Climate Mitigation and Adaptation
OCTOBER 12, 2022
LCP Sections
6
1. Brewster’s Vision
2. Community Engagement
3. Building Blocks-Existing Conditions and Issues
4. The Action Plan – by Building Block
5. Capital Facilities Plan
6. 2022 Housing Production Plan Update-Summary
7. Implementation and Performance Monitoring
8. Supporting Town Plans and Policies
OCTOBER 12, 2022
Brewster’s Vision Statement
7
•Statement of Town values
•Vision Plan vision statement serves as
foundation
•Re-shape by recent events and trends
•Commitment to address climate change
OCTOBER 12, 2022
Building Blocks –Existing Conditions & Issues
8
•Overview of existing conditions for each Building
Block
•Summary papers (2017) from Vision Plan
updated
•Summary papers for Climate Mitigation&
Adaptation and Solid Waste Management
prepared
•Summaries provide background, recent actions
by the Town, and issues moving forward
OCTOBER 12, 2022
The Action Plan
9
•Lays out Building Block goals, purposes and
actions to achieve the community’s vision
•Based on:
•Actions from the Vision Plan not yet
implemented
•Recommendations from stakeholders on current
needs
•Results from the Next Steps survey
•Recommendations from summary papers
•Building Blocks complement and reinforce each
other
•Reviewed by implementing Town services and
organizations to ensure feasibility
OCTOBER 12, 2022
Capital Facilities Planning
10
•Identifies capital investment requirements of LCP
•Aligns LCP actions with Town’s Capital Investment
Planning
•Ensures capital requirements of LCP are met
•Aligns with Town’s Capital Improvement Plan and
annual strategic planning
•Includes inventory of existing infrastructure and
assets as well as capital needs and capital
projects from the Action Plan
OCTOBER 12, 2022
Housing Production Plan Update Summary
11
•Summary of 2022 Housing Production Plan
update
•Identifies critical housing needs and market
constraints
•Sets goals for meeting needs of various
segments of Brewster’s population
•Presents strategies for meeting housing goals;
regulatory reform, advocacy, local planning,
community resources and support
OCTOBER 12, 2022
LCP Implementation and Performance Monitoring
12
•Implementation through Town Boards,
departments and community organizations
•Actions prioritized and progress reviewed
through the annual Select Board Strategic Plan
•Strategic Plan assigns “responsible parties” and
scheduling
•Annual reporting on LCP implementation will
inform strategic planning and keep the
community up to date on progress
OCTOBER 12, 2022
THANKS TO ALL!
•Citizens who participated in the Next Steps survey and reviewed LCP draft
•Town Department heads and staff
•Community organizations
•Town Administration
•Brewster Planning Department
•Tighe and Bond, Consultants
OCTOBER 12, 2022 13
Ellen Murphy
From: Jonathon Idman
Sent: Thursday, September 29, 2022 5:05 PM
To: Hal Minis; Ellen Murphy; Sharon Tennstedt
Cc: Donna Kalinick; Peter Lombardi
Subject: FW: Meeting Follow Up
Jonathon D. Idman
Brewster Town Planner
(508) 896-3701 x. 1150
From: Chloe Schaefer <chloe.schaefer@capecodcommission.org>
Sent: Thursday, September 29, 2022 5:00 PM
To: Jonathon Idman <jldman@brewster-ma.gov>
Cc: Martha Hevenor <mhevenor@capecodcommission.org>; Steven Tupper <stupper@capecodcommission.org>
Subject: Meeting Follow Up
Hi Jon,
Thank you for meeting today! In case it is helpful, we thought we'd pass on the changes we discussed.
Transportation
• Incorporating safety into the community infrastructure goal and purpose 3
Acknowledge bicyclist/pedestrian infrastructure as a transportation mode, not solely for recreational purposes, under the
community infrastructure purpose 2
• Under Action C15, it should be "reducing speeds" rather than "reducing speed limits"
• Consider adding a reference to public transit in purpose 2 and/or 3 or an action related to coordination with the CCRTA. We
also know the town has had interest in continuing to explore a beach shuttle. If that is not a current priority that is fine, but
flagging it in case this is something the town wants to continue to pursue, in which case an LCP reference may be useful.
It would be good to include the town's bike plan in Section 8 under Community Infrastructure.
Implementation and performance monitoring
Add language to clarify that the capital improvement plan and Select Board's strategic planning process provide details
regarding the implementation schedule and budgeting for proposed capital facilities projects that will support achieving the
community's vision per the CCC regulations.
And as we mentioned, below are a few suggestions from our natural resources staff for your consideration.
• The "Current Land Use Patterns" section references Mass Audubon's 2020 "Losing Ground" report and states, "34% of
Brewster is permanently conserved, 26% is developed, and 40% remains undeveloped as natural or open land but is not
permanently conserved." Then, in the "Open Space" section, it references a 2014 Mass Audubon report that "characterized
Brewster as 29% protected open space, 29% developed, and 42% vacant." Perhaps just reference the most recent
information as it might be a bit confusing having different numbers.
The "Open Space" section also states "34% of Barnstable County is protected open space," whereas the RPP indicates 40%
of Cape Cod's assessed land is protected open space. It might be worth referencing the RPP for consistency.
• In the "Coastal Management" section (and/or "Climate Mitigation and Adaptation" section), the Town could mention the
CZM Coastal Resilience grant Dennis, Brewster, and Orleans received to develop a comprehensive shoreline management
plan for the 14.5 -mile shoreline between Bass Hole in Dennis and Rock Harbor in Orleans (see: State Awards Towns $1
Million In Coastal Resilience Grants I Cape Cod Chronicle)
• In the "Climate Mitigation and Adaptation - Key Issues" section, the CCC's solar screening tool is mentioned, but the link
provided is to CCC's model solar bylaw. You might consider either replacing the bylaw link with the link to the solar
1
screening tool (https://www.capecodcommission.org/our-work/solar-screening-tool/) or also mentioning the model solar
bylaw (if the Town thinks it will use it to update its bylaws) and keeping the existing link.
• In the same section (and/or "Community Infrastructure" section), the Town could also mention participating in the Low
Lying Roads project with the CCC (Low Lying Roads: Brewster I Cape Cod Commission) to examine vulnerabilities in the
roadway network and identify adaptation alternatives.
Please don't hesitate to reach out with any questions or if you would like us to review drafts of any of the changes. And again—
congrats on moving this forward and getting a complete draft!
Best,
CAPE COD
COMMISSION
Chloe Schaefer
Chief Planner
Cape Cod Commission
508-744-1219
chloe.schaefer@capecodcommission.org
2
DRAFT MEETING MINUTES DATED SEPTEMBER 28, 2022
PB Minutes 09/28//22 Page 1 of 3
Brewster Planning Board
2198 Main Street
Brewster, MA 02631-1898
(508) 896-3701 x1133
brewplan@brewster-ma.gov
BREWSTER PLANNING BOARD
MEETING MINUTES
Wednesday, September 28, 2022 at 6:30 pm
Brewster Town Office Building (virtual)
Chair Madalyn Hillis-Dineen convened a remote meeting of the Planning Board at 6:30 pm with the following members
participating remotely: Amanda Bebrin, Charlotte Degen, Rob Michaels, and Elizabeth Taylor. Tony Freitas and Alex
Wentworth were not present. Also participating remotely: Jon Idman, Town Planner.
Pursuant to Chapter 20 of the Acts of 2021, this meeting will be conducted in person and via remote means, in accordance
with applicable law. This means that members of the public body may access this meeting in person, or via virtual means.
In person attendance will be at the meeting location listed above, and it is possible that any or all members of the public
body may attend remotely. No in-person attendance of members of the public will be permitted, and public participation in
any public hearing conducted during this meeting shall be by remote means only. The meeting will be broadcast live, in real
time, via Live broadcast (Brewster Government TV Channel 18), Livestream (livestream.brewster-ma.gov), or Video
recording (tv.brewster-ma.gov).
The Planning Board packet can be found on the Planning Department page on the Town of Brewster website
(www.brewster-ma.gov).
Hillis-Dineen declared that a quorum of the Planning Board was present.
6:32 PM CITIZEN’S FORUM
No citizen comments.
6:34 PM PUBLIC MEETING
Presentation from the Brewster Community Preservation Committee on the “Town of Brewster Community Preservation
Plan FY23-FY27”.
Documents:
Overview of the Proposed Change to the Community Preservation Committee Bylaw-Article 14
Draft Article 14 for Fall Town Meeting
Town of Brewster Community Preservation Plan FY23-FY27
Power Point Presentation to Planning Board
Sarah Robinson, Vice Chair of the Community Preservation Committee (CPC), stated that she would present the
Community Preservation Plan for FY23-FY27 to the Planning Board and discuss recommendations of the plan specifically
a proposed town meeting article to change the CPC bylaw as it relates to the formula used to allocate Community
Preservation Act (CPA) funds. Robinson explained that the CPA is a state law that allows Massachusetts communities to
conduct a referendum to add a small surcharge on local property taxes. The CPA allows communities to generate
revenue for open space and natural resources, historical resources, community housing, and outdoor recreation. It is
funded from local tax revenue. Brewster is also eligible to receive up to 100% in matching funds from the state. Robinson
reviewed Brewster’s CPA funding allocation formula which was adopted in 2005. 50% of funding is reserved for open
space, 10% is reserved for historic preservation, 10% is reserved for community housing, and the remaining 30% can be
used for recreation, historic preservation, and community housing with up to 5% spent on administrative costs. Unspent
funds are carried over in their respective categories to the next fiscal year. Brewster’s Community Preservation
Committee (CPC) is responsible for vetting application for CPA eligible projects.
Robinson discussed the need for a 5 Year CPA Plan specifically to create a framework for making funding
recommendations. She referred the Planning Board to the plan provided in their packet and summarized the various
components of the plan. She discussed two recommendations from the CPA Plan. A change is proposed to the current
funding allocation formula to adopt the statutory CPA formula which allots 10% to open space, 10% to historic
preservation, 10% to community housing, and the remaining 70% unreserved for use to fund projects in any category.
The CPC believes a change to the statutory formula will allow the committee maximum flexibility in all four issue areas to
Approved:
Vote:
PB Minutes 09/28//22 Page 2 of 3
recommend eligible projects. Robinson also discussed a second recommendation from the CPA Plan for a target
allocation policy. The target allocation policy percentages for FY24-FY27 are proposed at 30% for opens space, 30% for
community housing, 10% for historic preservation, 10% for recreation, 15% for unreserved for use to fund projects in any
category, and 5% for CPC administrative costs. The target allocation policy would not be codified as a part of the Town
bylaw since it will be updated to meet the current town needs and priorities. The policy will allow the CPC and the Town
more flexibility depending on what projects apply for funding from year to year. In August, the Select Board approved the
5 Year CPA Plan and recommendations within the plan.
Degen asked Robinson for further explanation on the target allocation policy and about the process the CPC will use to
review and analyze the policy on a 5-year basis. Robinson stated that she expects the CPC will do a financial review on a
quarterly basis to determine whether targets for each category are being met and whether adjustments need to be made
after a period of 5 years. Degen asked if the analysis would be reported so that the public would know whether the
targets were being met. Robinson stated that CPC meetings are open to the public. At this time, reporting on whether the
CPC has met their target allocation policy is not required.
Michaels also asked about monitoring of the target allocation policy. He asked how the 5-year target allocation policy gets
adjusted to meet the needs of the town if needs change from year to year. Robinson responded that because of the
possibility of varying applications from year to year, a 5-year period to review the applications funded seemed reasonable
before making changes to the target allocation policy. Michaels sought further clarification on the target allocation policy
as he thought even though it was a 5-year allocation the percentages allocated to each category would be changing from
year to year. Robinson confirmed that the target allocations would not be changing from year to year but would be
reviewed after the 5-year period. Projects will be weighed against each other and chosen based on the needs and
priorities of the community.
Based on comments from the Planning Board, Robinson asked the Board whether they would like to see reporting by the
CPC on the target allocation policy specifically information on whether the targets are being met. Bebrin responded that
reporting on the target allocation policy would be helpful especially with the new change to the funding formula. Hillis-
Dineen stated that she thought a report from the CPC on an annual basis to the Select Board or at town meeting was a
good idea.
Taylor stated that she voted to support the 5 Year CPA Plan, but she does not support Town Meeting Article 14. She has
concerns that the funding is not set in stone and could be changed. Taylor stated that if projects come in and there is no
funding available through the CPA there are options to do short-term borrowing or bonds. She does not think the lack of
funds should preclude any project from going forward.
Degen also agreed that a report should be shared, or the CPC could conduct a meeting to review whether targets have
been met over 5 years and if they have not been met that should be reviewed as well. Bebrin noted that CPC allocations
are voted on at town meeting. Taylor suggested the CPC may want to post updates as to project funding on their
webpage on the town website. Michaels suggested 5-year look backs on how funding was allocated would be helpful to
share with the public.
7:13 PM PLANNING DISCUSSION
Approval of Meeting Minutes: August 10, 2022.
The Board reviewed the August 10, 2022 meeting minutes. Motion by Bebrin to Approve August 10, 2022 Meeting
Minutes, as amended. Second by Taylor. Roll call vote: Michaels-aye; Taylor-aye; Bebrin-aye; and Hillis-Dineen-
aye. Degen abstained. Vote: 4-0-1.
7:18 PM COMMITTEE REPORTS
Hillis Dineen announced that the Affordable Housing Trust is planning a forum on October 27th from 5-6:30 pm at the
Brewster Ladies Library.
Bebrin stated that the Vision Planning Committee (VPC) has been working on the final draft of the Local Comprehensive
Plan (LCP). A copy of the text version of the draft LCP can be found on the town website. There will be a joint meeting of
the Planning Board, Select Board and VPC to conduct a public hearing on the LCP on October 12th at 6:30 pm in
preparation for inclusion in the Fall Town Meeting warrant.
Bebrin also chairs the Bay Parcel Planning Committee and noted that the committee is working on engaging a consultant
for long term planning but there are events taking place on the property in the interim.
PB Minutes 09/28//22 Page 3 of 3
Taylor stated that the Open Space Committee will have an article on the Fall Town Meeting warrant to purchase 5 acres
in the Baker’s Pond/Nickerson State Park area for the purpose of connecting trails.
Taylor also sits on the Pond Property Planning Committee. The committee is working on a video that introduces the
public to the property. A travelling kiosk is being worked on to provide information on the property to various groups. The
committee is also considering short term uses but the lack of parking is creating difficulty.
Degen, the Planning Board’s Select Board Liaison, reported on the Wing Island boardwalk project. She noted that when
Wing Island was purchased by the Town it was intended for the public land to be accessed through public not private
property. Initially, a Wing Island Road was proposed as a roadway across the marsh. The Select Board has reported that
this project is in the earliest design phase. Preliminary work has been done to determine placement of the boardwalk and
size. She also stated that a working group has been established to work on policies regarding access of the former Sea
Camps property. The group has received applications for short term use. The library continues to look at opportunities
for grant funding for a library addition. A task force for water resources is in the works. Taylor stated that there is
information in the Select Board’s September 26th packet on the Wing Island boardwalk. Taylor stated that the boardwalk
project may be eligible for CPA funds.
7:31 PM FOR YOUR INFORMATION
A copy of the Planning Board’s Proposed 2023 Meeting Schedule was provided in the meeting packet.
Idman reminded board members of the October 12th public hearing on the Local Comprehensive Plan. He noted that the
Planning Board and Select board were both approving authorities for the plan.
Motion by Bebrin to Adjourn. Second by Degen. Roll call vote: Michaels-aye; Degen-aye; Taylor-aye; Bebrin-aye;
and Hillis-Dineen-aye. Vote: 5-0-0.
Meeting adjourned at 7:35 pm.
Next Planning Board Meeting Date: 10/12/22
Respectfully submitted,
__________________________________________
Lynn St. Cyr, Senior Department Assistant, Planning