HomeMy Public PortalAboutSelect Board Meeting Packet 02.12.24Select Board
Ned Chatelain
Chair
Mary Chaffee
Vice Chair
Kari Hoffmann
Clerk
Cynthia Bingham
Dave Whitney
Town Manager
Peter Lombardi
Assistant Town
Manager
Donna Kalinick
Project Manager
Conor Kenny
Executive
Assistant
Erika Mawn
Town of Brewster Select Board
2198 Main St., Brewster, MA 02631
townmanager@brewster-ma.gov
(508) 896-3701
SELECT BOARD MEETING AGENDA
2198 Main Street
February 12, 2024 at 6:OOPM
This meeting will be conducted in person at the time and location identified above. This means that at least a quorum
of the members of the public body will attend the meeting in person and members of the public are welcome to attend
in person as well. As a courtesy only, access to the meeting is also being provided via remote means in
accordance with applicable law. Please note that while an option for remote attendance and/or participation is
being provided as a courtesy to the public, the meeting/hearing will not be suspended or terminated if
technological problems interrupt the virtual broadcast or affect remote attendance or participation, unless
otherwise required by law. Members of the public with particular interest in any specific item on this agenda, which
includes an applicant and its representatives, should make plans for in -person vs. virtual attendance accordingly.
Members of the public who wish to access the meeting may do so in the following manner:
Phone: Call (312) 626 6799 or (301) 715-8592. Webinar ID:890 9291 0526 Passcode: 509224
To request to speak: Press *9 and wait to be recognized.
ZoomWebinar: hops://us02web.zoom.us/b/89092910526?pwd=WHM2V3hrVklhSTloWWhVU09kanUzOT09
Passcode: 509224
To request to speak: Tap Zoom "Raise Hand", then wait to be recognized.
When required by law or allowed by the Chair, persons wishing to provide public comment or otherwise participate in
the meeting, may do so by accessing the meeting remotely, as noted above. Additionally, the meeting will be broadcast
live, in real time, via Live broadcast (Brewster Government TV Channel 18), Livestream (livestream.brewster-ma.gov),
or Video recording (tv.brewster-ma.2ov dd.
Please note that for any item listed in this section the Select Board may take officials action including votes.
1. Call to Order
2. Declaration of a Quorum
3. Meeting Participation Statement
4. Recording Statement: As required by the Open Meeting Law we are informing you that the Town will be
video and audio taping as well as broadcasting this public meeting. In addition, if anyone else intends to either
video or audio tape this meeting they are required to inform the chair.
5. Public Announcements and Comment: Members of the public may address the Select Board on
matters not on the meeting's agenda for a maximum of 3-5 minutes at the Chair's discretion. The Select Board
will not reply to statements made or answer questions raised during public comment but may add items
presented to a future agenda.
6. Select Board Announcements and Liaison Reports
7. Town Manager's Report
8. Consent Agenda
a. Recycling Commission Appointment: Dru Lindgren
b. Facility Use Applications: Drummer Boy Park (Friends of Brewster Dog Park
plus Fee Waiver Request) and Linnell Beach (Wedding Ceremony)
c. Request to Declare Items as Surplus: Fire Department and Department of Public
Works
d. Updates to 2024 Non -Commercial Shellfish Rules & Regulations
e. Sign the March 5, 2024 Presidential Primary Warrant
f. Letter of Support for Community Preservation Act Application for 3571 Main
Street Conservation Restriction
g. New Memorandum of Understanding with Cape Light Compact for Shared
Energy Manager Position (Joint with Orleans, Chatham, and Eastham)
9. 6:10pm - Public Hearing on the Renewal of Shellfish Grants for:
• Brian Daley
• Emily Sumner & Tyler Daley
• Stanley P. Werzanski & Joseph Werzanski
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Select Board
Ned Chatelain
Chair
Mary Chaffee
Vice Chair
Kari Hoffmann
Clerk
Cynthia Bingham
Dave Whitney
Town Manager
Peter Lombardi
Assistant Town
Manager
Donna Kalinick
Project Manager
Conor Kenny
Executive
Assistant
Erika Mawn
10. Discuss and Vote on Recommended Comprehensive Plans for Bay & Pond Properties -
Select Board FY24-25 Strategic Plan Goal SC -2
11. Update on Draft FY25 Brewster Elementary School Budget - Katie Miller Jacobus,
Brewster School Committee Chair
12. Review and Vote to Allow James Trainor to Assign the Lease Agreement for Lot #3 in
Freemans Way Industrial Park to SBS Properties LLC
13. Update on Town's Inaugural Juneteenth Celebration
14. Review Preliminary List of Warrant Articles for Spring 2024 Town Meeting
15. Discuss and Vote on Final Revised American Rescue Plan Act Funding Plan
16. Re -Vote on Fire Department Staffing Recommendations - Select Board FY24-25 Strategic
Plan Goal G-3
17. FYIs
18. Matters Not Reasonably Anticipated by the Chair
19. Questions from the Media
20. Next Meetings: February 26, March 11, March 25, April 8, and April 22, 2024
21. Adjournment
Date Posted:
02/08/2024
Date Revised: Received by Town Clerk:
Town of Brewster
Cape Cod Sea Camps Planning
Join us for our Fourth Community Forum!
Community Forum #4 will be a virtual community meeting that shares the final plans for the Bay and Pond
properties. These plans have been informed by community feedback received through our previous Community
Forums, surveys, and emailed feedback, as well as the Town’s Vision Plan, Local Comprehensive Plan, and
long-term goals.
The majority of the virtual forum will be a presentation by the Design Team and Town Staff to explain the final
plans for both Properties and the strategy for their phased implementation. The presentation will be followed by
a question and answer session, where residents will be invited to ask questions about the plans.
Zoom link and more information can also be found on the Town’s website: https://www.brewster-ma.gov
Date: Thursday, February 15th 2024
Time: 6-8 pm Location: Virtual on Zoom
Zoom Link: https://us02web.zoom.us/j/87558718803?pwd=ZElGRmVNNjRoa2VYZkxPYjFMdGQvQT09
Where we are in the process:
This forum will be followed by additional informational sessions hosted by Town Staff and Committee Members,
leading up to the final vote to approve the comprehensive plans at Town Meeting in May, 2024.
For more details about the long-term planning process, information on Bay Property and Pond Property
Planning Committee meetings and interim activities at both properties, please visit the project page,
https://www.brewster-ma.gov/cape-cod-sea-camps-properties. To provide feedback to one of the committees,
please email us at bppc@brewster-ma.gov (Bay property) or pppc@brewster-ma.gov (Pond property).
Community
Forum
Committee
Meetings
Town
Vote
Identify your
priorities with the
planning team
Tune in to public meetings where
community representatives workshop
ideas with the planning team
Vote to approve the
comprehensive plans at the
Spring 2024 Town Meeting
Comprehensive
Planning Document
See the vision for the future of
the Sea Camp Properties
BEACH AT POND PROPERTY MAIN DRIVE AT BAY PROPERTY
FOR IMMEDIATE RELEASE CONTACTS: Michael P. O’Connor
February 6, 2024 mpoconnor@massaudubon.org
Peter Lombardi, Brewster Town Manager
plombardi@brewster-ma.gov
Amy Henderson, Execu ve Director
amy@brewsterconserva ontrust.org
Mass Audubon & Brewster Conserva on Trust Partner with Town of Brewster to
Conserve and Ac vate Former Cape Cod Sea Camps Proper es
LINCOLN, MA & BREWSTER, MA — Mass Audubon, the largest nature-based conserva on organiza on in
New England, has pledged a total of $3.5 million to the Town of Brewster to protect and enhance the
Cape Cod Sea Camps proper es in Brewster, consis ng of the 55-acre Bay property, at 3057 Main Street,
and the 66-acre Long Pond property, at 400 W.H. Besse Cartway.
Brewster Conserva on Trust, Brewster ’s private land trust (BCT), is also a partner in this effort.
Mass Audubon’s Board of Directors recently approved $2 million for the Bay property, the former main
campus of Cape Cod Sea Camps which contains numerous buildings and other public ameni es. As part
of its commitment to the Bay property, Mass Audubon would hold a conserva on restric on on
approximately 10-acres of the Bay property that includes natural coastal dunes, a pond, woodlands, and
trails areas, offer nature-based educa onal programming in partnership with the Town, establish an
informal nature center with office space, and lease three renovated cabins for seasonal Mass Audubon
employees.
For the 66-acre Long Pond property, Mass Audubon’s pledge of $1.5 million and Brewster Conserva on
Trust ’s pledge of at least $1 million pending formal Town Mee ng approval of the plan will ensure a
conserva on restric on protects 85 percent of the land. As part of this partnership, Mass Audubon will
provide environmental and outdoor educa on for all ages including birding, guided walks, kayaking, field
studies, and a poten al summer camp on the Pond property. Public access will not be limited on either
property.
“This is a rare and extraordinary opportunity to protect the ecological integrity of Cape Cod while
simultaneously promo ng nature-based educa on to the next genera on of outdoor enthusiasts,” said
David O’Neill, President of Mass Audubon. “We’re thrilled to work with the Town of Brewster and
Brewster Conserva on Trust to protect crucial and historic proper es that should be enjoyed by all.”
“Our residents have consistently expressed overwhelming support for developing partnerships with
Mass Audubon and Brewster Conserva on Trust to provide nature-based programming and to help
conserve cri cal por ons of the Sea Camps proper es,” said Ned Chatelain, Brewster Select Board Chair.
“The Town of Brewster recognizes the unique opportunity presented by these proper es for genera ons
to come and we appreciate Brewster Conserva on Trust ’s and Mass Audubon’s willingness to partner
with us in a way that balances a variety of public interests and reflects the diverse values expressed by
our residents throughout the community planning process.”
“We are pleased to be part of the partnership with the Town and Mass Audubon that has made this
possible,” noted BCT President Tino Kamarck. “Protec ng our drinking water supply, safeguarding pond
water quality, and providing public walking trails are fundamental parts of our mission. This protec on of
56 acres is the largest land conserva on purchase in Brewster since the Town protected hundreds of
acres in the Punkhorn in the 1980’s.”
The Town of Brewster purchased the Bay and Long Pond proper es in 2021 for $26M from the Delahanty
families and has gathered community feedback through several town forums and surveys to help
determine the best future uses for the proper es. The Brewster Select Board and Bay & Pond Property
Planning Commi ees will be sharing their recommended plans with residents at a public forum on
February 15. The plans will be brought to Town Mee ng for considera on by Brewster voters on May
11, 2024.
######
About Mass Audubon
Mass Audubon is the largest nature-based conservation organization in New England. Founded in 1896
by two women who fought for the protection of birds, Mass Audubon carries on their legacy by focusing
on the greatest challenges facing the environment today: the loss of biodiversity, inequitable access to
nature, and climate change. With the help of our 160,000 members and supporters, we protect wildlife,
conserve and restore resilient land, advocate for impactful environmental policies, offer nationally
recognized education programs for adults and children, and provide endless opportunities to experience
the outdoors at our wildlife sanctuaries. Explore, find inspiration, and take action at massaudubon.org.
About Brewster Conserva on Trust
Brewster Conserva on Trust was established in 1983 as a non-profit charitable organiza on supported by
memberships, dona ons, and grants. Our mission is to preserve open space, natural resources, and the
rural character of Brewster and to promote a conserva on ethic. BCT owns or has conserva on
restric ons on more than 200 parcels of land. By the end of 2023, BCT had protected more than 1,600
acres of environmentally important land.
Brewster Conservation Trust Partners with Mass Audubon and the Town of
Brewster on the Sea Camps Properties
Following a lengthy discussion of options for the future of the Long Pond parcel, the BCT Board of
Trustees voted to endorse the plan put forward by the Long Pond Planning Committee. The plan devotes
56 acres of the 66-acre parcel to conservation and 10 acres to housing and wastewater treatment. The
conservation acreage will be subject to a conservation restriction held by BCT and Mass Audubon.
BCT then announced to the Brewster Select Board its intention to contribute at least $1 million after
Town Meeting approves the plan at its May meeting. Additional BCT funding may be available at a later
point for both the Long Pond and Bay properties.
The acreage designated for conservation on the Long Pond parcel is critical for protecting Brewster’s
drinking water supply and the water quality in Long Pond, and it represents one of the largest
conservation acquisitions in Brewster since the Town’s purchase of the Punkhorn Parklands in the
1980’s.
The parcel earmarked for housing and wastewater treatment is located on Rt. 137. Brewster
Conservation Trust will maintain an active interest in its development. We are committed to ensuring
the housing will be designed in accordance with the highest environmental standards and the
wastewater treatment facility will incorporate state of the art technology in a way that produces a
positive impact on water quality.
BCT is pleased to be part of the partnership with the Town and Mass Audubon that makes the project
possible. Mass Audubon is also pledging $3.5 million for the Sea Camps, including $1.5 million for the
Long Pond property and $2 million for the Bay property. Mass Audubon will have educational
programming rights on the Long Pond property and will build a nature center on the Bay property.
THE COMMONWEALTH OF MASSACHUSETTS
OFFICE OF THE ATTORNEY GENERAL
CENTRAL MASSACHUSETTS DIVISION
10 MECHANIC STREET, SUITE 301
WORCESTER, MA 01608
(508) 792-7600
(508) 795-1991 fax
www.mass.gov/ago
February 9, 2024
Colette M. Williams, Town Clerk
Town of Brewster
2198 Main Street
Brewster, MA 02631
Re: Brewster Special Town Meeting of November 13, 2023 -- Case # 11249
Warrant Article # 5 (Zoning)
Warrant Articles # 6 and 12 (General)
Dear Ms. Williams:
Articles 5, 6, and 12 – We approve Articles 5, 6, and 12 adopted at the Brewster November
13, 2023 Special Town Meeting. Our comments on Article 5 are provided below.
Article 5 – Under Article 5 the Town deleted sections of its zoning by-laws regarding
accessory dwelling units and inserted new text, including adding new text to Section 179-42.2,
“Accessory single-family dwelling units (ADUs).” As amended, Section 179-42.2, limits ADUs
to no more than two bedrooms and requires either the principal dwelling or the ADU to be owner
occupied. We approve these provisions, but offer the following comments for the Town to consider
when apply Section 179-42.2
A. Section 179-42.2’s Bedroom Limitations
As amended, Section 179-42.2 provides that an ADU shall have no more than two
bedrooms. We offer the following comments for the Town’s consideration in light of the
requirements of Federal and State law that prohibit discrimination in providing housing based on
a protected class, including family status (i.e., the presence of children in the household.) See 44
U.S.C. § 3604 (the Fair Housing Act [FHA]) and G.L. c. 151B, § 4, ¶ 6.
Both federal and state law prohibit discrimination in the provision of housing based on
familial status (i.e., the presence of children in the household.). See 44 U.S.C. § 3604 and G.L. c.
151B, § 4, ¶ 6. The FHA expressly prohibits discrimination in the rental or sale of a dwelling based
on familial status and provides that it shall be unlawful:
(a) To refuse to sell or rent after the making of a bona fide offer, or to refuse to
negotiate for the sale or rental of, or otherwise make unavailable or deny, a
2
dwelling to any person because of race, color, religion, sex, familial status, or
national origin.
See 42 U.S.C. § 3604 (a).
“The phrase ‘otherwise make unavailable or deny’ encompasses a wide array of housing
practices…and specifically targets the discriminatory use of zoning laws and restrictive
covenants.” Casa Marie, Inc. v. Superior Court of Puerto Rico for Dist. of Arecibo, 988 F.2d 252,
257 n. 6 (1st Cir. 1993).
Similarly, G.L. c. 151B, § 4, the Massachusetts Anti-Discrimination law, forbids
discrimination in housing based on familial status. See G.L. c. 151B, § 4, ¶ 6. Both the FHA and
c. 151B, prohibit towns from using their zoning powers to exclude housing for members of a
protected class, i.e., a family with children. Violations occur when a Town uses its zoning power
to intentionally discriminate against a member of a protected class or when such zoning power has
a discriminatory impact on members of a protected class. See Arlington Heights v. Metropolitan
Housing Development Corp., 429 U.S. 252, 265 (1977). Discriminatory effect can occur when a
zoning rule, neutral on its face, is applied in a manner to exclude members of a protected class.
In light of the statutory requirements of the FHA and G.L. c. 151B, the Town should consult
with Town Counsel about the proper application of Section 179-42.2’s two-bedroom limitation.
B. Section 179-42.2’s Owner Occupancy Requirement
Section 179-42.2 requires either the principal dwelling or the ADU to be owner occupied.
Towns can impose conditions on accessory apartments, including requirements regarding owner-
occupancy. See G.L. c. 40A, § 1A’s definition of “Accessory Apartment.” 1 However, there is
pending legislation that would amend the definition of “Accessory Apartment” in Section 1A and
amend G.L. c.40A, § 3, by adding a new paragraph that would prohibit towns from imposing
owner-occupancy requirements for accessory apartments. See H. 4138, “Affordable Homes Act”,
Sections 12 and 13 (https://malegislature.gov/Bills/193/H4138). 2 The Town should discuss the
1 Section 1A defines “Accessory dwelling unit” as “a self-contained housing unit, inclusive of
sleeping, cooking and sanitary facilities on the same lot as a principal dwelling, subject to
otherwise applicable dimensional and parking requirements, that: (i) maintains a separate entrance,
either directly from the outside or through an entry hall or corridor shared with the principal
dwelling sufficient to meet the requirements of the state building code for safe egress; (ii) is not
larger in floor area than 1/2 the floor area of the principal dwelling or 900 square feet, whichever
is smaller; and (iii) is subject to such additional restrictions as may be imposed by a municipality,
including but not limited to additional size restrictions, owner-occupancy requirements and
restrictions or prohibitions on short-term rental of accessory dwelling units.”
2 Section 13 would amend G.L. c. 40A, § 3 to add a new paragraph regarding accessory apartments
as follows (with emphasis added):
No zoning ordinance or by-law shall prohibit, unreasonably restrict, or require a
special permit or other discretionary zoning approval for the use of land or
3
pending proposed changes to G.L. c. 40A with Town Counsel.
Note: Pursuant to G.L. c. 40, § 32, neither general nor zoning by-laws take effect unless the Town
has first satisfied the posting/publishing requirements of that statute. Once this statutory
duty is fulfilled, (1) general by-laws and amendments take effect on the date these posting and
publishing requirements are satisfied unless a later effective date is prescribed in the by-law,
and (2) zoning by-laws and amendments are deemed to have taken effect from the date they
were approved by the Town Meeting, unless a later effective date is prescribed in the by-law.
Very truly yours,
ANDREA JOY CAMPBELL
ATTORNEY GENERAL
Kelli E. Gunagan
By: Kelli E. Gunagan
Assistant Attorney General
Municipal Law Unit
10 Mechanic Street, Suite 301
Worcester, MA 01608
(508) 792-7600
cc: Town Counsel Jonathan G. Murray
structures for an accessory dwelling unit, or the rental thereof, in a single-family
residential zoning district; provided, that the use of land or structures for an
accessory dwelling unit under this paragraph may be subject to reasonable
regulations, including but not limited to 310 CMR 15.000 et seq., if applicable, site
plan review, regulations concerning dimensional setbacks and the bulk and height
of structures and may be subject to restrictions and prohibitions on short term rental
as defined in section 1 of chapter 64G. The use of land or structures for an
accessory dwelling unit under this paragraph shall not require owner occupancy
of either the accessory dwelling unit or the principal dwelling; provided further,
that not more than 1 additional parking space shall be required for an accessory
dwelling unit; and provided further, that no additional parking space shall be
required for an accessory dwelling located not more than 0.5 miles from a
commuter rail station, subway station, ferry terminal or bus station. The executive
office of housing and livable communities may issue guidelines or promulgate
regulations to carry out the purposes of this paragraph.
Massachusetts’ New Title 5 Septic System and Watershed Permit Regulations
Summary
Massachusetts recently adopted 2 new regulations that require property owners in the affected
areas to upgrade their septic system to provide nitrogen treatment UNLESS the Town obtains
a watershed permit that provides a long-term plan to restore the estuary. Brewster is actively
working on four watershed permits that will suspend the need for immediate septic system
upgrades in these newly regulated areas.
What Are The New Regulations?
Title 5 Updates (310 CMR 15.00) - The State‘s septic system regulations require property owners
to upgrade their septic system within the next five years (by July 2028) if they are in one of
the watersheds affected by the new regulations. These upgrades must incorporate nitrogen
treatment using one of the Best Available Nitrogen Reducing Technologies approved by the
state. Advanced treatment systems are also required for new construction after July 6, 2024.
Watershed Permit Regulations (314 CMR 21.00) - When a town applies for a watershed permit,
the new septic system regulations no longer apply, provided they meet the nitrogen reduction
targets in their permits. A Town can also request a watershed permit exemption if they can
document that their nitrogen contribution to a coastal embayment is less than 3% of the total
nitrogen load.
Where in Brewster Do These Regulations Apply?
These new regulations apply to the Pleasant Bay, Herring River, Swan Pond River, and Bass
River estuaries in the southern portion of Brewster (see map below). To learn if your property
is within the watershed of one of these embayments, follow these instructions:
Go to: www.brewster-ma.gov
Click on GIS Maps.
Click on the Find tab, enter street name and number to locate property.
Click on the Layers tab and select Nitrogen Impaired Embayments.
What Is Brewster’s Plan For Watershed Permits?
Brewster is implementing the following watershed permits to suspend the need for residents
to comply with the new Title 5 regulations.
Pleasant Bay - The town agreed to the Pleasant Bay watershed permit in 2018 and has removed
over 50% of the nitrogen needed to meet the permit requirements from changes in fertilizer
management at the Captains Golf Course.
Bass River and Swan Pond River Watersheds - Brewster has filed de minimis watershed permit
exemption applications to DEP which suspends the need for septic system upgrades under
the new Title 5 regulations.
Herring River Watershed - Brewster has filed a Notice of Intent to develop and submit a
watershed permit application to DEP. Work to develop the permit application will begin in
2024, and the Town has seven years to establish the permit.
Will I Need to Upgrade My Septic System Under the New Regulations?
Brewster residents will not be required to upgrade their septic systems by the July 2028
deadline under the new Title 5 regulations.
The Town’s Water Quality Review Bylaw and other local regulations may require septic system
upgrades to protect the Town’s drinking water and to restore freshwater ponds.
Septic system upgrades could also be used to meet the permit requirements for Pleasant Bay
and/or the Herring River watersheds.
How Do They Effect Brewster?
BASS
RIVER SWAN POND
RIVER
HERRING
RIVER
PLEASANT BAY
BREWSTER
Questions?
Please contact the Brewster Health Department
(508) 896-3701 ext. 1120
health@brewster-ma.gov
Published on Town of Brewster (https://www.brewster-ma.gov)
Home > Information for Brewster Residents about New State Septic and Watershed Regulations
Information for Brewster Residents about New State
Septic and Watershed Regulations
In July 2023, the Massachusetts Department of Environmental Protection issued
changes to Title V regulations and developed new watershed regulations for nitrogen
sensitive areas on Cape Cod. Over the past several months, Brewster has taken
proactive measures to respond to these new state regulations. Please click here for
information about what the Town has done and how Brewster residents are
impacted. The state has also developed detailed FAQs about these recent changes,
which can be found here. Information about Brewster’s longstanding efforts to preserve
and protect our water quality can be found here.
Please contact the Health Department at 508-896-3701 x. 1120 with any questions.
Source URL:https://www.brewster-ma.gov/home/news/information-brewster-residents-
about-new-state-septic-and-watershed-regulations
1
Consent Agenda Cover Page
February 12, 2024
a.Recycling Commission Appointment: Dru Lindgren
Dru Lindgren submitted her application and followed the Select Board appointment
policy for the vacant member position on the Recycling Commission. The Select Board
liaison and Chair of the commission have interviewed the applicant and recommend her
appointment. This is for a 3-year term that will end on June 30, 2026.
Administrative Recommendation:
We recommend the Select Board approve the appointment to the Recycling Commission.
b.Facility Use Applications: Drummer Boy Park (Friends of Brewster Dog Park, plus fee
waiver request) and Linnell Beach (Wedding Ceremony)
The Friends of Brewster Dog Park Inc. is requesting the use of Drummer Boy Park on
Tuesdays from June 18, 2024, through August 27, 2024, to hold a flea market to benefit
Brewster Dog Park. The flea market will be held from 6am until 5pm each Tuesday, this
is the same request that they had last year. The event is expected to attract 100 people
per day with around 25 guests at one time. Friends of Brewster Dog Park Inc. is also
requesting a waiver of fees for the use of Drummer Boy Park in the amount of $3,300.
The Select Board Fee Waiver Policy sets a standard $2,000 annual limit on fee waivers for
organizations, but the Board can opt to waive more than that amount in certain
extenuating circumstances. In this case, revenues from the FBDP flea markets will be
reinvested into the dog park.
Local residents Frank and Kathleen Esposito are requesting use of Linnell Beach to hold a
wedding ceremony on Saturday September 14, 2024, between 1pm and 4pm. They
expect a total of 40 guests.
Department heads have reviewed both applications and provided comments that are
included in the cover memo of the packet. All feedback and comments will be shared
with the host of these events.
Administrative Recommendation:
We recommend the Select Board approve the facility use applications.
c.Request to Declare Items as Surplus: Fire Department and Department of Public Works
Fire Chief Moran is requesting permission to declare a 2013 Fire Department vehicle as
surplus equipment for sale on GovDeals.
The DPW is requesting permission to declare an old message board as surplus for
auction.
If approved both departments will follow the process to place the surplus items for
sale/auction.
2
Administrative Recommendation:
We recommend the Select Board approve the surplus request.
d.Updates to 2024 Non-Commercial Shellfish Rules & Regulations
Through further review of the 2024 Shellfish rules and regulations, additional updates
have been made. These updates have been recommended and reviewed by both the
Department of Natural Resources and Town Administration.
Administrative Recommendation:
We recommend the Select Board approve the updates to the rules and regulations as
outlined.
e.Sign the March 5, 2024, Presidential Primary Warrant
Select Board signatures are required on the Warrant for the upcoming Presidential Primary, being
held March 5th, 2024. The Constable will be posting the warrant at the required locations around
Brewster, in accordance with the Town Charter, on February 14th, 2024.
Administrative Recommendation:
We recommend the Select Board sign the Presidential Primary Warrant.
f.Letter of Support for Community Preservation Act Application for 3571 Main Stret
Conservation Restriction
The Select Board voted in support of the Open Space Committee’s request for $225,000
in CPA funding to purchase a conservation restriction on 12.36 acres of the Washington
Chase Bog property at 3571 Main Street.
Administrative Recommendation:
We recommend the Select Board Chair to sign the letter of support.
g.New Memorandum of Understanding with Cape Light Compact for Shared Energy
Manager Position (Joint with Orleans, Chatham, and Eastham)
The Towns of Brewster, Chatham, Eastham, and Orleans are seeking to enter into a
shared staffing arrangement for a full-time Cape Light Compact (CLC) staff member to
support each town’s energy and climate matters. This arrangement will fill Brewster’s
part-time Energy Manager position. The Town had previously had a similar MOU with
CLC but neighboring towns are now looking to join.
Administrative Recommendation:
We recommend the Select Board approve and sign the Memorandum of Understanding.
FINAL Select Bd Appt Policy; version Oct. 28
Appendix C
SELECT BOARD COMMITTEE APPLICATION SCREENING FORM
Applicant Name Requested Committee
1. TOWN CLERK REVIEW
a. Applicant is a registered Brewster voter: Yes No
b. Date confirmed
2. SELECT BOARD LIAISON RECOMMENDATION TO SELECT BOARD
a. Select Board Liaison Applicant Interview:
i. Interviewer name (Select Board Liaison):
ii. Interview date:
b. Select Board Liaison Consultation with Committee Chair:
iii. Committee Chair name:
iv. Consultation date:
v. Did Committee Chair also interview applicant? Yes No
c. Was at least 1 Brewster reference contacted: Yes No N/A
d. Select Board Liaison Recommendation:
i. Recommend appointment.
ii. Recommend appointment to other committee that is a better fit for
applicant qualifications.
iii. Recommend holding application for future opening.
iv. Not recommended.
3. SELECT BOARD ACTION
a. At a Select Board meeting held , the Applicant was appointed to
for a term ending year term.
4. NOTIFICATION OF APPOINTEE AND TOWN CLERK
a. Date notification of appointment sent to appointee and Town Clerk:
FINAL Select Bd Appt Policy; version Oct. 28
Appendix B
Town of Brewster
SELECT BOARD COMMITTEE APPOINTMENT APPLICATION
APPLICANT DIRECTIONS:
• Thank you for your interest in serving Brewster. The Town aims to match applicants
with committee service best aligned to your skills and interests as well as the
committee's needs.
• The Town may consider the information in this application, any supplemental
information, and any other publicly available information. An appointment to any
committee, board or commission is at the discretion of the Select Board.
• Please complete this form online, or on paper, and submit a resume if desired to
Erika Mawn, Town Administrator's Executive Assistant:
o Email: EMawn(Brewster-MA.qov
o Mail: Erika Mawn, 2198 Main St., Brewster, MA 02631, or
o In person: Town Administrator's Office or drop -box outside Town Hall.
• After your application materials are received, you'll be contacted regarding next
steps. Vacancies will be filled by applicants deemed best qualified to serve in a
particular capacity, which discretion lies solely with the appointing authority.
Submitting this form does not guarantee appointment.
1. Applicant name: DriA- L� ru! y(en
2. Address: J l�re. !—, fY1 Pc 62(031
3. Phone Numbers: Home: NIA Cell: 1
4. Email:
r
5. This is an application for:
Full member status ❑ Alternate status
6. Are you a full-time Brewster resident? 54 Yes ❑ No
7. Years you've lived in Brewster: 02
8. Are you registered to vote in Brewster? Yes ❑ No
9. Committees you are interested in serving on in order of preference:
a. t2enici i r< Comrr i e,e,
b.
c.
NOTE: You may attach a resume or CV instead of completing items 10-14.
FINAL Select Bd Appt Policy; version Oct. 28
10. EDUCATION. List schools attended, degrees/diplomas/certificates received,
and date of completion.
Un'Ive(si c-massa.e('wselffi FA-. (96'
11.00CUPATION: XActive C. Retired ❑ Not currently working
12. EMPLOYMENT EXPERIENCE. List employers, job titles and dates of
employment for at least previous 3 years.
D�rec.vt- of Common', 4-y -men-' -6r cind Cause Press- C r
�(iuv Q%vh 1120 —prc.se.�—
13.GOVERNMENT POSITIONS. List any Town of Brewster or other government
volunteer, elected, or appointed positions you now hold or have held.
N'etne,
14. COMMUNITY ACTIVITIES. List all civic, non-profit, or other organizations that
you belong to or have belonged to in the previous 5 years:
a. Organizations and dates: 1,n4 i k.e CrA.uSe
15.GOALS: Please explain why you'd like to serve on a particular committee.
lrn i�-F�res� I' 1 n �v,,.-r'-f-t'nq -�-(�e egos--ls ac- a_ c�rouf yak pccssron
cih�V pr 6ur Q.Kv,ronm�n-h,16. EXPERIENCE 8 SKILLS: ' ease list any experience, achievements, skills, or
interests you have that would assist you to serve effectively on the committee
you wish to serve on.
l;xper--hse ', n +he jntpac-i- c dan roux poll a-i-an+s ire avr eiw,ra+me,+-F-
17.TOWN EMPLOYMENT: Are you or any member of your immediate family
employed by or receiving financial consideration from the Town of Brewster?
tv
v
18. CONFLICTS OF INTEREST. Do any of your activities or relationships present
the possibility or probability of a conflict of interest if you are appointed?(Does
not automatically disqualify but may need to be disclosed)
N6
19. LOCAL REFERENCES: Please provide the names and contact information for
references (Brewster residents preferred):
a. Name: The WictS.CR.
Address: Sre14A+-1-
Phone:
Email:
Relationship to you:W1,e\d (netyAbor
b. Name: Pea Totlr',so
Address: Taos -ter
Phone:
Email:
Relationship to you:Fr•1,_,nd
FINAL Select Bd Appt Policy; version Oct. 28
20.ADDITIONAL INFORMATION. Please add any additional information you'd like.
21.SIGNATURE. By signing below, you state that you understand and agree.
• My completion of this form does not guarantee my appointment and my
application will be kept on file for two (2) years.
• If appointed to a position, I will be considered a Municipal Employee under MGL
Ch. 268A and will be subject to:
• Massachusetts Conflict of Interest Law, MGL Ch. 268A;
• Massachusetts Financial Disclosure Law, MGL Ch. 268B;
• Massachusetts Open Meeting Law, MGL Ch. 30A, Sections 18-25, and the
implementing regulations, 940 CMR 29.00;
• Massachusetts Public Records Law, MGL Ch. 66, and the implementing
regulations, 950 CMR 32.00;
• Massachusetts Campaign Finance Law, MGL Ch. 55; and
• Brewster Charter, when in force, and Town bylaws, and all other applicable
federal, state, and local laws or regulations.
• If appointed, I must be sworn in by the Town Clerk before serving, and I will
complete State Conflict of Interest training after appointment, as well as any
other certifications required by law.
• When submitted, I understand that this form becomes a public document.
Signature: p A`, ) Date: //17/aeli
Town of Brewster
2198 Main Street
Brewster, MA 02631-1898
Phone: (508) 896-3701
www.brewster-ma.gov
Memo
To: Brewster Select Board
From: Erika Mawn, Executive Assistant
Date: February 7, 2024
RE: Facility Use Applications
There are two facility use applications for review that request the use of Drummer Boy Park and
Linnell Beach, the full applications are available in the Select Board packet. The applications
received are:
1.Friends of Brewster Dog Park Inc. to host flea markets to benefit Brewster Dog Park on
Tuesdays starting June 18, 2024, through August 27, 2024, from 6am until 5pm.
2.Frank and Kathleen Esposito, Brewster residents, would like to hold a small wedding
ceremony on Saturday September 14, 2024, at Linnell Beach between 1pm – 4pm for 40
guests.
As part of the review process, the following department heads had the opportunity to review and
provide comments for these events. All comments will be shared with the applicants.
Building Department:
For events at Drummer Boy Park, any single tent exceeding 400 SF requires a tent permit
application. This includes smaller tents conjoined to create a larger unit exceeding 400 SF.
Planning Department, Natural Resources Department and Department of Public Works:
No comments/concerns with either application.
Town Administration:
Consult with the police department for determination if a police detail is required.
Events that exceed (4) hours or 75 people require their own port-a-johns.
Friends of Brewster Dog Park Inc. should ask their vendors to be responsible for their own trash
removal.
Any serving of food/food vendors need to be permitted through the Board of Health.
No vehicles are to transverse across the paved walking paths at Drummer Boy Park.
Friends of Brewster Dog Park Inc. will need to work with DPW ahead of the events to put up
traffic measures near the walking paths.
Friends of Brewster Dog Park Inc. need to work with facilities regarding water and electric usage
if needed.
The sale of single use plastic bottled water is prohibited on town property.
If additional cleanings are required of the port-a-johns, this will be the responsibility of the event
organizer.
Office of:
Select Board
Town Manager
Permanent signs are not allowed at Drummer Boy Park. As with all the other park rentals, a
temporary sign is allowed on the site the day of the event with approval from the Building
Department and the Old King’s Highway District Committee.
The request for the waiver of fees exceeds the $2,000 annually allowed per non-profits per the
Select Board fee waiver policy, but can opt to waive more in certain extenuating circumstances.
Fire Department:
Drummer Boy Park:
All tents shall have a permanently affixed label indicating appropriate fire-retardant ratings.
Multiple tents placed side by side shall have a 12 ft. fire break clearance on all sides for every
700 square feet of tent (Ex. When seven 10’ x 10’ (or greater) tents are placed side by side there
shall be a 12’ break every 700’ or less dependent on size of tent.
Parked vehicles or internal combustion engines such as generators shall not be located closer
than 20 feet to any tent or membrane structure 400 sq ft or more and/or multiple tents placed
side by side with an aggregate area of 700 sq ft. For determining the required distance, support
ropes and guy wires shall be considered as part of the temporary membrane structure or tents.
Access to field vendors by fire department vehicles shall not be blocked. All lanes in between
tents shall be no less than 12' in width.
No parking on interior roads shall be permitted.
Linnell Landing:
Parking at Linnell Beach must be in designated spaces only, emergency vehicles must always
have access.
Police Department:
If there are impacts to traffic flow on Route 6A, due to the events at Drummer Boy Park, a police
detail may be required.
Reminder that the beach and parking lot at Linnell Landing will remain open to the public.
Health Department:
If food vendors will be participating in the event, they will need to follow up with the Health
Department for proper permitting.
APPLICATION FOR FACILITY USE
BREWS (ER BOARD OF SELECTMEN
2198 MAIN STREET, BREWSTER, MA 02631
All requests must be made at (east two (2) weeks in advance of the desired use date. For more
information please call the Selectmen's Office at 896-3701. Completed forms may be dropped -off or
mailed to the address above, or faxed back to 508-896-8089.
ORGANIZATION OR GROUP: 4<i(eveb s `
LOCAL SPONSORING ORGANIZATION:
AREA OR FACILITIES NEEDED: �-'�
DATE OR DATES REQUESTED: i's°t-'q //67e —C -47---r /.j P iaal 4/ 42c°�/
TIME IN i(ii TIME OUT: $7' INCLUDING PREPARATION & DISMANTLING)
PURPOSE OF FACILITY USE: q /1r' , e 4 ii.&«444 '(ccos ,,Q 7
NATURE OF ACTIVITY TO TAKE PLACE: ,/ ='q N 't f---
WILL ADMISSION FEE BE CHARGED? YES NO. --- AMOUNT
NON-PROFIT ORGANIZATION: YES -- NO
IRS # (FY 37 lj/g3
TOTAL NUMBER OF PERSONS EXPECTED /2'
MAXIMUM PEOPLE EXPECTED AT ONE TIME:
ANY SPECIAL EQUIPMENT NEEDED?: ()
P SON RESPONSIBLE FOR THE OBLIGATIONs, OF THE GROUP, WHO WILL PAY THE BILL - NAME:
GeiveeG 5 Se t t e C'sq __5;e4/-7
r
MAILING ADDRES , ��' 6' o / Cv i'-C� "6. 3 / 11/ - - ce
i
TELEPHONE NUMBER:
I have read the regulations and understand them with the acknowledgement that any additional
expenses incurred will be paid by my organization an that any vlolatio ,ma : jeopardize continue use of
the building.
Page 6 of 7
8/13/13
APPLICATION FOR FACILITY USE
BREWSTER BOARD OF SELECTMEN
2198 MAIN STREET, BREWSTER, MA 02631
All requests must be made at (east two (2) weeks in advance of the desired use date. For more
information please call the Selectmen's Office at 896-3701. Completed forms may be dropped -off or
mailed to the address above, or faxed back to 508-896-8089.
ORGANIZATION OR GROUP:
k-cant IiNck-mleec\
SUS ` -tom (e 3k GLC)-f7
LOCAL SPONSORING ORGANIZATION:
l AREA OR FACILITIES NEEDED: �1 tP (AC_ k
DATE OR DATES REQUESTED: 1y\ �C
TIME IN: .• (- c- TIME OUT: (4. OC' (INCLUDING PREPARATION & DISMANTLING)
PURPOSE OF FACILITY USE: U QCA d 1 C'
Cc (Qr'
NATURE OF ACTIVITY TO TAKE PLACE: C C\\q
WILL ADMISSION FEE BE CHARGED? YES NO / AMOUNT
NON-PROFIT ORGANIZATION: YES NO l
IRS # TOTAL NUMBER OF PERSONS EXPECTED L1Fo
MAXIMUM PEOPLE EXPECTED AT ONE TIME: 0
ANY SPECIAL EQUIPMENT NEEDED?:
PERSON RESPONSIBLE FOR THE OBLIGATIONS OF THE GROUP WHO WILL PAY THE BILL - NAME:
(6_;)
MAILING ADDRESS: t C AQc--
TELEPHONE NUMBER:
I have read the regulations and understand them with the acknowledgement that any additional
expenses incurred will be paid by my organization and that any violation may jeopardize continue use of
the building.
Signature: C' K1�
Telephone:
Page 6 of 7
8/13/13
Brewster Fire Department
1671 Main Street
Brewster, MA 02631
Phone 508-896-7018 Fax 508-896-4245
TO: Select Board
FROM: Fire Chief Moran
CC: Assistant Town Manager Donna Kalinick
Deputy Chief Kevin Varley
Executive Assistant Erika Mawn
DATE: 1/25/24
RE: Surplus Vehicle
ko`O�ullEnlliw),
R�wS•..
o : • O [ of ' t
�rr9l11 f l l E i I 111 I l i 4110`\\\\\1
The Fire Department is seeking permission to declare a 2013 Chevrolet Tahoe as
surplus equipment due to age and the receipt of a replacement vehicle. Upon approval,
the vehicle will be placed on GOVDeaIs for potential sale.
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Griffin Ryder, Superintendent
James Jones, Foreman
Memo
To: Brewster Select Board
From: Department of Public Works
Date: February 5, 2024
RE: Surplus Item
The Department of Public Works is requesting permission from the Select Board to declare the old 2010 Bain-
Cor Electronic Message Board sign as surplus for auction. At the November 23, 2023, Town Meeting this item
was approved for replacement.
Once approved the DPW will follow the process to place the item up for auction.
Department of Public Works
201 Run Hill Road
Brewster, Massachusetts 02631-1898
Tel (508) 896-3212
TOWN OF BREWSTER
2024 Non-Commercial Shellfish Rules and Regulations
1.No person shall take from the flats or waters of the Town of Brewster sea clams, soft
shell clams, mussels, quahogs, razor clams, oysters, scallops, sea worms or eels without
first obtaining from the Select Board a permit or license to do so.
2.Permit Definitions
2.1 Family Shellfish Permit
Persons entitled to a resident family shellfish permit shall be a real estate
taxpayer and/or legally domiciled person of the Town of Brewster and shall
include the immediate member of their family only. (Immediate in this content
means a family member living with and/or supported by the taxpayer on a year-
round basis). Each family permit may name up to four people on the permit that
meet the qualifications defined above. The named permit holders must be
actively engaged in shellfish harvest activities and present at the location of the
harvest activities. In addition, only one limit of shellfish per week is allowed to be
harvested. If additional names need to be added, proof of legal domiciled
residence in the Town of Brewster is required. Only one Family Shellfish Permit
may be issued per residential address. Permits are not transferrable and are
subject to revocation by the Board of Selectman if misused.
2.2 Senior Shellfish Permit
Persons entitled to a resident senior shellfish permit must be over the age of 70,
a real estate taxpayer and/or a legally domiciled person of the Town of Brewster.
This permit is for the sole use of the qualified person named on the permit. This
permit cannot be used by spouses, children, or grandchildren even if domiciled
in the same residence. However, senior shellfish permit holders may have family
members or friends assist with their catch limit. The permit holder must be
actively engaged in shellfish harvest activities and present at the location of the
harvest activities. Only one Senior Shellfish Permit may be issued per residential
address. Any person holding a Senior Shellfish Permit prior to January 1, 2023,
must renew annually for no fee.
2.3 Household Permit
In the case where multiple generations occupy the same residential address,
there may be one Senior Shellfish Permit and one Family Shellfish Permit issued
to the same residential address. In the case where one spouse qualifies for a
senior shellfish permit and one does not, the second spouse may purchase a
family or assist the senior permit holder in fishing.
3.The Select Board shall from time to time appoint Shellfish Constable(s) and assistants
who shall be empowered to enforce these regulations and all applicable sections of
Chapters 130 and 21 of the Massachusetts General Laws and 322 CMR of the
Massachusetts Division of Marine Fisheries pertaining to shellfish in the Town of
Brewster. Shellfish Constable(s) and assistants may from time-to-time close certain
areas or otherwise temporarily modify catch limits as appropriate to protect health or
shellfish stocks.
4.All persons taking, carrying away and/or having in their possession shellfish of any kind,
in a container, in a boat, or on their person, shall exhibit their permit to take shellfish
and allow inspection of all harvested shellfish when requested by a Shellfish Constable
or Assistant, a Brewster Natural Resources Offices, or any appointed law enforcement
official.
5.Fees for 2024 permits shall be as follows:
Resident over 70 years of age (Purchased prior to January 1, 2023, must renew
annually for no fee)
Resident over 70 years of age (Purchased after January 1, 2023) $15.00
Brave Act Veteran over 70 years of age (Lifetime License) $15.00
Resident Annual Shellfish Permit $40.00
Brace Act Veteran Annual Shellfish Permit $40.00
Non-Resident Annual license $140.00
Residents over 70 years of age (Senior Shellfish Permits) may be purchased at the
Brewster Council on Aging from 8:30- 4:00 M-F (1673 Main Street).
6.Family Shellfish permits can be purchased online at Town of Brewster Online
Transactions (townhall247.com) year-round. Shellfish licenses can be purchased at the
Town Hall from September 15th- April 1st. During permit season (April 1st - September
15th) licenses can be purchased through the mail in program or online.
7.Permits shall be worn in carrying case in a visible location on his/her person while
engaged in shellfishing at all times.
8.The maximum amount of shellfish (in any combination) taken in one week shall not
exceed 10 quarts. This 10-quart weekly limit does not include sea clams or scallops.
Sea clams: ½ bushel per week including shells or 1 ½ quarts of shucked meats. Sea clams
must be 5 inches or more in length.
Soft-shell Clams (steamers): 5 quarts per week. Season is open October 1 to May 1.
Mussels: 5 quarts per week. Mussels must be a minimum 2” long.
Quahogs: 10 quarts per week, including shells. Quahogs must be 1” in thickness.
Razor Clams: 10 quarts per week.
Oysters: 5 quarts per week. Season runs October 1 to March 3. Oysters must be 3” or
more in length.
Scallops: 1 bushel per week during season (October 1 to March 3). All scallops must
have a well-defined, raised growth ring or they will be deemed to be seed scallops and
must be returned to the water.
Sea worms: 3 dozen per day.
Sand Eels: 3 dozen per day.
American Eels: 3 dozen per day; 4 trap limit.
A week is classified as a seven-day period from sunrise on Sunday through sunset on
Saturday.
9.All shellfish shall immediately be culled when harvested and all seed shellfish
immediately returned to that area where harvested.
10.All holes dug in the process of digging shellfish and/or worms shall be filled into ground
level, as they constitute a hazard to other shellfishermen and walkers.
11.The taking of shellfish from the water and flats within the Town of Brewster by
implements other than those known as long rake, scratcher, tong, quahog rake, clam
rake or clam hoe, is PROHIBITED. Shovels, pitchforks, garden rakes, garden shovels,
plunger, etc., are not allowed.
12.Specified areas that are closed to the taking of shellfish shall be posted in the Town Hall
and the Police Station.
13.During the months of July and August, the taking of shellfish will be allowed only on
Sunday and Thursday.
14.From June 1 through September 30, all beaches east of a point 100 yards to the west of
Ellis Landing to the Town line (Namskaket Creek) will be closed to the taking of shellfish
(Ellis Landing, Bonnie Doonie Road, Anson Way, Linnell Landing, Crosby Landing and
Namskaket Creek). The taking of shellfish from the rockpiles (seedbeds) directly off of
Ellis Landing and Ocean Edge is prohibited throughout the year.
15.During the months of July and August, all shellfish harvested in the Saints Landing
stocked area must be landed and checked out by the Shellfish Constable(s) or Assistants
at Saints Landing. Appropriate social distancing and/or face covering requirements must
be adhered to by all shellfishermen.
16.The immediate areas of Paine’s Creek, Quivett Creek, and Namskaket Creek are closed
to the taking of shellfish due to contamination BY ORDER OF THE BOARD OF HEALTH
AND THE COMMONWEALTH OF MASSACHUSETTS, UNTIL FURTHER NOTICE.
17.No person shall dig, take or carry away any shellfish or shells between sunset and
sunrise by any method whatsoever from any water, flat or creek in the Town of
Brewster.
18.No starfish, conches, or periwinkles shall be returned to the waters but shall be placed
on shore above the high-water mark.
19.No shellfishing will be allowed when the air temperature is 30° F or -1°C or below.
20.Digging in grass areas, including grass roots, is prohibited.
21.Violations of the aforementioned regulations are subject to written citation, court
appearance and fine. The Board of Selectmen reserves the right to suspend the permit
of any person violating the Town regulations on shellfishing for a period of 30 days.
Whoever violates any rules or regulations made under the authority of Chapters 130
and 21 of the Massachusetts General Laws and/or 322 CMR of the Massachusetts
Division of Marine Fisheries, unless otherwise provided, shall be punished by a fine of
not less than $15.00 but not more than $1,000.00
Revised 12/18/23
Limit on Shellfish and Other Species Regulated by Shellfish Permit
SPECIES QUANTITY HARVEST SIZE SEASON
Soft Shell clam
(steamers)
5 quarts per week Minimum of 2” in length October 1 to May 1,
inclusive
Quahog 10 quarts per week including
shells
Minimum of 1’’ in
thickness.
Open
Mussel 10 quarts per week including
shells
Minimum of 2’’ in length Open
Sea clam ½ bushel per week in shell,
or 1 ½ quarts per week of
shucked meats.
Minimum of 5’’ in length Open
Oyster 5 quarts per week Minimum of 3’’ in length October 1 to March 1,
inclusive
Razor Clam 10 quarts per week No minimum size Open
Scallop 1 bushel per week including
shells
Must have a raised, well
defined annual growth
ring.
October 1 to March 1,
inclusive
Sea worm 3 dozen per day No minimum size Open
Sand eel 3 dozen per day No minimum size Open
American eel 3 dozen per day Taking of elvers (juvenile
eels) is prohibited. Limit of
four traps for adult ell
harvesting.
Open
A week is classified as a seven-day period from sunrise on Sunday through sunset on Saturday.
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BreakwaterRoad PointofRocksRoa d
LinnellLandingRoadEllisLandingRd
PainesCreekRoad
Robbins HillRoad
Q U I V E T TCREEK
P A I N E SCREEK
N A M S K A K E TCREEK
T O W N O F O R L E A N S
TOWN
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M a n t s L a n din g
Sa in t s L a nd in gSUMMER ST O C K I N G A R E A(HA R D -S H E L L C L A M S)
J U LY 1 - A U G U S T 31THURSDAYS A N D SU N D AY S O N LY
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S E A C A M P SPROPERTY
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N I C K E R S O NSTATEPARK
T H E B R E W S T E R F L A T S
T H E B R E W S T E R F L A T S
E l l i s L an d i n g
EAST AREA
WEST AREA
CLOSED TO SHELLFISHING(JUNE 1 - SEPT 30)
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#*#*#*#*#*#*#*Area Closed to Shellfishing
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X X X X X X X X X X
X X X X X X X X X X
X X X X X X X X X X
X X X X X X X X X X Private Aquaculture Area
TOWN OF BREWSTER RECREATIONAL SHELLFISHING MAP
0 0.5 10.25 Miles ±
CREATED BY: DAVID A. JOHNSONDATE: JANUARY 16, 2024
MAP MAY NOT BE TO SCALE.NOT FOR NAVIGATIONAL USE.
TOWN OF BREWSTER
2024 Non-Commercial Shellfish Rules and Regulations
1. No person shall take from the flats or waters of the Town of Brewster sea clams, soft
shell clams, mussels, quahogs, razor clams, oysters, scallops, sea worms or eels without
first obtaining from the Select Board a permit or license to do so.
2. Permit Definitions
2.1 Family Shellfish Permit
Persons entitled to a resident family shellfish permit shall be a real estate
taxpayer and/or legally domiciled person of the Town of Brewster and shall
include the immediate member of their family only. (Immediate in this content
means a family member living with and/or supported by the taxpayer on a year-
round basis). Each family permit may name up to four people on the permit that
meet the qualifications defined above. The named permit holders must be
actively engaged in shellfish harvest activities and present at the location of the
harvest activities. In addition, only one limit of shellfish per week is allowed to be
harvested. If additional names need to be added, proof of legally domiciled
residence in the Town of Brewster is required. Only one Family Shellfish Permit
may be issued per residential address. Permits are not transferrable and are
subject to revocation by the Board of Selectman Select Board if misused.
2.2 Senior Shellfish Permit
Persons entitled to a resident senior shellfish permit must be over the age of 70,
a real estate taxpayer and/ or a legally domiciled person of the Town of
Brewster. This permit is for the sole use of the qualified person named on the
permit and if their spouse is also over the age of 70. This permit cannot be used
by anyone elsespouses, children, or grandchildren even if domiciled in the same
residence. Only two names per household. However, senior shellfish permit
holders may have family members or friends assist with their catch limit. The
permit holder must be actively engaged in shellfish harvest activities and present
at the location of the harvest activities. Only one Senior Shellfish Permit may be
issued per residential address. Any person holding a Senior Shellfish Permit prior
to January 1, 2023, must renew annually for no fee.
2.3 Household Permit
In the case where multiple generations occupy the same residential address,
there may be one Senior Shellfish Permit and one Family Shellfish Permit issued
to the same residential address. In the case where one spouse qualifies for a
senior shellfish permit and one does not, the second spouse may purchase a
family or assist the senior permit holder in fishing.
3. The Select Board shall from time to time appoint Shellfish Constable(s) and assistants
who shall be empowered to enforce these regulations and all applicable sections of
Chapters 130 and 21 of the Massachusetts General Laws and 322 CMR of the
Massachusetts Division of Marine Fisheries pertaining to shellfish in the Town of
Brewster. Shellfish Constable(s) and assistants may from time-to-time close certain
areas or otherwise temporarily modify catch limits as appropriate to protect health or
shellfish stocks.
4. All persons taking, carrying away and/or having in their possession shellfish of any kind,
in a container, in a boat, or on their person, shall exhibit their permit to take shellfish
and allow inspection of all harvested shellfish when requested by a Shellfish Constable
or Assistant, a Brewster Natural Resources Officer, or any appointed law enforcement
official.
5. Fees for 2024 permits shall be as follows:
Resident over 70 years of age (Purchased prior to January 1, 2023, must renew
annually for no fee)
Resident over 70 years of age (Purchased after January 1, 2023) $15.00
Brave Act Veteran over 70 years of age (Lifetime Annual License) $15.00
Resident Annual Shellfish Permit $40.00
Brace Act Veteran Annual Shellfish Permit $40.00
Non-Resident Annual license $140.00
Residents over 70 years of age (Senior Shellfish Permits) may be purchased their Senior
Shellfish Permit at the Brewster Council on Aging from 8:030- 4:00 M-F (1673 Main
Street).
6. Family Shellfish permits can be purchased online at Town of Brewster Online
Transactions (townhall247.com) year-round. Shellfish licenses can be purchased at the
Town Hall from September 15th- April 1st. During permit season (April 1st - September
15th) licenses can be purchased through the mail in program or online.
7. Permits shall be worn in carrying case in a visible location on his/her person while
engaged in shellfishing at all times.
8. The maximum amount of shellfish (in any combination) taken in one week shall not
exceed 10 quarts. This 10-quart weekly limit does not include sea clams or scallops.
Sea clams: ½ bushel per week including shells or 1 ½ quarts of shucked meats. Sea clams
must be 5 inches or more in length.
Soft-shell Clams (steamers): 5 quarts per week. Season is open October 1 to May 1.
Mussels: 5 quarts per week. Mussels must be a minimum 2” long.
Quahogs: 10 quarts per week, including shells. Quahogs must be 1” in thickness.
Razor Clams: 10 quarts per week.
Oysters: 5 quarts per week. Season runs October 1 to March 3. Oysters must be 3” or
more in length.
Scallops: 1 bushel per week during season (October 1 to March 3). All scallops must
have a well-defined, raised growth ring or they will be deemed to be seed scallops and
must be returned to the water.
Sea worms: 3 dozen per day.
Sand Eels: 3 dozen per day.
American Eels: 3 dozen per day; 4 trap limit.
A week is classified as a seven-day period from sunrise on Sunday through sunset on
Saturday.
9. All shellfish shall immediately be culled when harvested and all seed shellfish
immediately returned to that area where harvested.
10. All holes dug in the process of digging shellfish and/or worms shall be filled in to ground
level, as they constitute a hazard to other shellfishermen and walkers.
11. The taking of shellfish from the water and flats within the Town of Brewster by
implements other than those known as long rake, scratcher, tong, quahog rake, clam
rake or clam hoe, is PROHIBITED. Shovels, pitchforks, garden rakes, garden shovels,
plunger, etc., are not allowed.
12. Specified areas that are closed to the taking of shellfish shall be posted in the lobby of
the Natural Resources Department, Town Hall and on the Town website under the
Natural Resources and Shellfish Department pagethe Police Station.
13. During the months of July and August, the taking of shellfish will be allowed only on
Sunday and Thursday.
14. From June 1 through September 30, all beaches east of a point 100 yards to the west of
Ellis Landing to the Town line (Namskaket Creek) will be closed to the taking of shellfish
(Ellis Landing, Bonnie Doonie Road, Anson WayFirst Light, Linnell Landing, Crosby
Landing and Namskaket Creek). The taking of shellfish from the rockpiles (seedbeds)
directly off of Ellis Landing and Ocean Edge is prohibited throughout the year.
15. During the months of July and August, all shellfish harvested in the Saints Landing
stocked area must be landed and checked out by the Shellfish Constable(s) or Assistants
at Saints Landing. Appropriate social distancing and/or face covering requirements must
be adhered to by all shellfishermen.
16. The immediate areas of Paine’s Creek, Quivett Creek, Freemans Pond, and Namskaket
Creek are closed to the taking of shellfish due to contamination BY ORDER OF THE
BOARD OF HEALTH AND THE COMMONWEALTH OF MASSACHUSETTS, UNTIL FURTHER
NOTICE.
17. No person shall dig, take, or carry away any shellfish or shells between sunset and
sunrise by any method whatsoever from any water, flat or creek in the Town of
Brewster.
18. No starfish, conches, or periwinkles shall be returned to the waters but shall be placed
on shore above the high-water mark.
19. No shellfishing will be allowed when the air temperature is 30° F or -1°C or below.
20. Digging in grass areas, including grass roots, is prohibited.
21. Violations of the aforementioned regulations are subject to written citation, court
appearance and fine. The Board of SelectmenSelect Board reserves the right to suspend
the permit of any person violating the Town regulations on shellfishing for a period of
30 days. Whoever violates any rules or regulations made under the authority of
Chapters 130 and 21 of the Massachusetts General Laws and/or 322 CMR of the
Massachusetts Division of Marine Fisheries, unless otherwise provided, shall be
punished by a fine of not less than $15.00 but not more than $1,000.00 .
21. List of noncriminal fines can be found in the Town of Brewster’s bylaws, Chapter 8 -3,
subsection B.
Revised 2/12/2024
Revised 12/18/23
Limit on Shellfish and Other Species Regulated by Shellfish Permit
SPECIES QUANTITY HARVEST SIZE SEASON
Soft Shell clam
(steamers)
5 quarts per week Minimum of 2” in length October 1 to May 1,
inclusive
Quahog 10 quarts per week including
shells
Minimum of 1’’ in
thickness.
Open
Mussel 10 5 quarts per week
including shells
Minimum of 2’’ in length Open
Sea clam ½ bushel per week in shell,
or 1 ½ quarts per week of
shucked meats.
Minimum of 5’’ in length Open
Oyster 5 quarts per week Minimum of 3’’ in length October 1 to March 1,
inclusive
Razor Clam 10 quarts per week No minimum size Open
Scallop 1 bushel per week including
shells
Must have a raised, well
defined annual growth
ring.
October 1 to March 1,
inclusive
Sea worm 3 dozen per day No minimum size Open
Sand eel 3 dozen per day No minimum size Open
American eel 3 dozen per day Taking of elvers (juvenile
eels) is prohibited. Limit of
four traps for adult eel
harvesting.
Open
A week is classified as a seven-day period from sunrise on Sunday through sunset on Saturday.
TOWN OF BREWSTER
2024 Non-Commercial Shellfish Rules and Regulations
1. No person shall take from the flats or waters of the Town of Brewster sea clams, soft
shell clams, mussels, quahogs, razor clams, oysters, scallops, sea worms or eels without
first obtaining from the Select Board a permit or license to do so.
2. Permit Definitions
2.1 Family Shellfish Permit
Persons entitled to a resident family shellfish permit shall be a real estate
taxpayer and/or legally domiciled person of the Town of Brewster and shall
include the immediate member of their family only. (Immediate in this content
means a family member living with and/or supported by the taxpayer on a year-
round basis). The named permit holders must be actively engaged in shellfish
harvest activities and present at the location of the harvest activities. In addition,
only one limit of shellfish per week is allowed to be harvested. Only one Family
Shellfish Permit may be issued per residential address. Permits are not
transferrable and are subject to revocation by the Select Board if misused.
2.2 Senior Shellfish Permit
Persons entitled to a resident senior shellfish permit must be over the age of 70,
a real estate taxpayer and/or a legally domiciled person of the Town of Brewster.
This permit is for the sole use of the qualified person name d on the permit and if
their spouse is also over the age of 70This permit cannot be used by anyone else
even if domiciled in the same residence. Only two names per household.
However, senior shellfish permit holders may have family members or friends
assist with their catch limit. The permit holder must be actively engaged in
shellfish harvest activities and present at the location of the harvest activities.
Only one Senior Shellfish Permit may be issued per residential address. Any
person holding a Senior Shellfish Permit prior to January 1, 2023, must renew
annually for no fee.
2.3 Household Permit
In the case where multiple generations occupy the same residential address,
there may be one Senior Shellfish Permit and one Family Shellfish Permit issued
to the same residential address. In the case where one spouse qualifies for a
senior shellfish permit and one does not, the second spouse may purchase a
family or assist the senior permit holder in fishing.
3. The Select Board shall from time to time appoint Shellfish Constable(s) and assistants
who shall be empowered to enforce these regulations and all applicable sections of
Chapters 130 and 21 of the Massachusetts General Laws and 322 CMR of the
Massachusetts Division of Marine Fisheries pertaining to shellfish in the Town of
Brewster. Shellfish Constable(s) and assistants may from time-to-time close certain
areas or otherwise temporarily modify catch limits as appropriate to protect health or
shellfish stocks.
4. All persons taking, carrying away and/or having in their possession shellfish of any kind,
in a container, in a boat, or on their person, shall exhibit their permit to take shellfish
and allow inspection of all harvested shellfish when requested by a Shellfish Constable
or Assistant, a Brewster Natural Resources Officer, or any appointed law enforcement
official.
5. Fees for 2024 permits shall be as follows:
Resident over 70 years of age (Purchased prior to January 1, 2023, must renew
annually for no fee)
Resident over 70 years of age (Purchased after January 1, 2023) $15.00
Brave Act Veteran over 70 years of age (Annual License) $15.00
Resident Annual Shellfish Permit $40.00
Brace Act Veteran Annual Shellfish Permit $40.00
Non-Resident Annual license $140.00
Residents over 70 years of age may purchase their Senior Shellfish Permit at the
Brewster Council on Aging from 8:00- 4:00 M-F (1673 Main Street).
6. Family Shellfish permits can be purchased online at Town of Brewster Online
Transactions (townhall247.com) year-round. Shellfish licenses can be purchased at the
Town Hall from September 15th- April 1st. During permit season (April 1st - September
15th) licenses can be purchased through the mail in program or online.
7. Permits shall be worn in carrying case in a visible location on his/her person while
engaged in shellfishing at all times.
8. The maximum amount of shellfish (in any combination) taken in one week shall not
exceed 10 quarts. This 10-quart weekly limit does not include sea clams or scallops.
Sea clams: ½ bushel per week including shells or 1 ½ quarts of shucked meats. Sea clams
must be 5 inches or more in length.
Soft-shell Clams (steamers): 5 quarts per week. Season is open October 1 to May 1.
Mussels: 5 quarts per week. Mussels must be a minimum 2” long.
Quahogs: 10 quarts per week, including shells. Quahogs must be 1” in thickness.
Razor Clams: 10 quarts per week.
Oysters: 5 quarts per week. Season runs October 1 to March 3. Oysters must be 3” or
more in length.
Scallops: 1 bushel per week during season (October 1 to March 3). All scallops must
have a well-defined, raised growth ring or they will be deemed to be seed scallops and
must be returned to the water.
Sea worms: 3 dozen per day.
Sand Eels: 3 dozen per day.
American Eels: 3 dozen per day; 4 trap limit.
A week is classified as a seven-day period from sunrise on Sunday through sunset on
Saturday.
9. All shellfish shall immediately be culled when harvested and all seed shellfish
immediately returned to that area where harvested.
10. All holes dug in the process of digging shellfish and/or worms shall be filled in to ground
level, as they constitute a hazard to other shellfishermen and walkers.
11. The taking of shellfish from the water and flats within the Town of Brewster by
implements other than those known as long rake, scratcher, tong, quahog rake, clam
rake or clam hoe, is PROHIBITED. Shovels, pitchforks, garden rakes, garden shovels,
plunger, etc., are not allowed.
12. Specified areas that are closed to the taking of shellfish shall be posted in the lobby of
the Natural Resources Department, Town Hall and on the Town website under the
Natural Resources and Shellfish Department page.
13. During the months of July and August, the taking of shellfish will be allowed only on
Sunday and Thursday.
14. From June 1 through September 30, all beaches east of a point 100 yards to the west of
Ellis Landing to the Town line (Namskaket Creek) will be closed to the taking of shellfish
(Ellis Landing, Bonnie Doonie Road, First Light, Linnell Landing, Crosby Landing and
Namskaket Creek). The taking of shellfish from the rockpiles (seedbeds) directly off of
Ellis Landing and Ocean Edge is prohibited throughout the year.
15. During the months of July and August, all shellfish harvested in the Saints Landing
stocked area must be landed and checked out by the Shellfish Constable(s) or Assistants
at Saints Landing.
16. The immediate areas of Paine’s Creek, Quivett Creek, Freemans Pond, and Namskaket
Creek are closed to the taking of shellfish due to contamination BY ORDER OF THE
BOARD OF HEALTH AND THE COMMONWEALTH OF MASSACHUSETTS, UNTIL FURTHER
NOTICE.
17. No person shall dig, take, or carry away any shellfish or shells between sunset and
sunrise by any method whatsoever from any water, flat or creek in the Town of
Brewster.
18. No starfish, conches, or periwinkles shall be returned to the waters but shall be placed
on shore above the high-water mark.
19. No shellfishing will be allowed when the air temperature is 30° F or -1°C or below.
20. Digging in grass areas, including grass roots, is prohibited.
21. Violations of the aforementioned regulations are subject to written citation, court
appearance and fine. The Select Board reserves the right to suspend the permit of any
person violating the Town regulations on shellfishing for a period of 30 days. Whoever
violates any rules or regulations made under the authority of Chapters 130 and 21 of the
Massachusetts General Laws and/or 322 CMR of the Massachusetts Division of Marine
Fisheries, unless otherwise provided, shall be punished by a fine of not less than $15.00
but not more than $1,000.00.
List of noncriminal fines can be found in the Town of Brewster’s bylaws, Chapter 8 -3,
subsection B.
Revised 2/12/2024
Limit on Shellfish and Other Species Regulated by Shellfish Permit
SPECIES QUANTITY HARVEST SIZE SEASON
Soft Shell clam
(steamers)
5 quarts per week Minimum of 2” in length October 1 to May 1,
inclusive
Quahog 10 quarts per week including
shells
Minimum of 1’’ in
thickness.
Open
Mussel 5 quarts per week including
shells
Minimum of 2’’ in length Open
Sea clam ½ bushel per week in shell,
or 1 ½ quarts per week of
shucked meats.
Minimum of 5’’ in length Open
Oyster 5 quarts per week Minimum of 3’’ in length October 1 to March 1,
inclusive
Razor Clam 10 quarts per week No minimum size Open
Scallop 1 bushel per week including
shells
Must have a raised, well
defined annual growth
ring.
October 1 to March 1,
inclusive
Sea worm 3 dozen per day No minimum size Open
Sand eel 3 dozen per day No minimum size Open
American eel 3 dozen per day Taking of elvers (juvenile
eels) is prohibited. Limit of
four traps for adult eel
harvesting.
Open
A week is classified as a seven-day period from sunrise on Sunday through sunset on Saturday.
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BreakwaterRoad PointofRocksRoa d
LinnellLandingRoadEllisLandingRd
PainesCreekRoad
Robbins HillRoad
Q U I V E T TCREEK
P A I N E SCREEK
N A M S K A K E TCREEK
T O W N O F O R L E A N S
TOWN
OF
DENNIS
P a i n e s C r ee kLanding
M a n t s L a n din g
Sa in t s L a nd in gSUMMER ST O C K I N G A R E A(HA R D -S H E L L C L A M S)
J U LY 1 - A U G U S T 31THURSDAYS A N D SU N D AY S O N LY
B r ea k w a t erBeach
P oi n t o f R o c k sLanding
L i nn e l lLanding
C r os b yLanding
S p r u ceHill
S E A C A M P SPROPERTY
S P R U C E H I L LTRAIL
N I C K E R S O NSTATEPARK
T H E B R E W S T E R F L A T S
T H E B R E W S T E R F L A T S
E l l i s L an d i n g
EAST AREA
WEST AREA
CLOSED TO SHELLFISHING(JUNE 1 - SEPT 30)
CrosbyLane
nBREWST E RTOWN H A L LBREWSTER D E P T . O F N A T U R A L R E S O U R C E S
n
RO UTE 6A
ROUTE 137ROUTE 124
B
RO UTE 6A
Lower Road
E L L I S R O C K P I L E S
ûûû
C L A MROCK Fir s tLight
T O W N O Y S T E RGRANT
^
W I N GISLAND
Tidal Flats
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X X X X X X X X X X
X X X X X X X X X X Private Aquaculture Area
TOWN OF BREWSTER RECREATIONAL SHELLFISHING MAP
0 0.5 10.25 Miles ±
CREATED BY: DAVID A. JOHNSONDATE: JANUARY 16, 2024
MAP MAY NOT BE TO SCALE.NOT FOR NAVIGATIONAL USE.
COMMONWEALTH OF MASSACHUSETTS
WILLIAM FRANCIS GALVIN
SECRETARY OF THE COMMONWEALTH
PRESIDENTIAL PRIMARY WARRANT
Barnstable SS.
To: Roland W. Bassett, Jr.
Brewster Town Constable
GREETINGS:
In the name of the Commonwealth, you are hereby required to notify and warn the
inhabitants of said town who are qualified to vote in Primaries to vote at
Precinct's One, Two and Three
Brewster Baptist Church
1848 Main Street
on TUESDAY, THE FIFTH DAY OF MARCH, 2024, from 7:00 A.M. to 8:00 P.M. for
the following purpose:
To cast their votes in the Presidential Primaries for the candidates of political parties
for the following offices:
PRESIDENTIAL PREFERENCE FOR THIS COMMONWEALTH
STATE COMMITTEE MAN .. CAPE 86 ISLANDS SENATORIAL DISTRICT
STATE COMMITTEE WOMAN ...CAPE 86 ISLANDS SENATORIAL DISTRICT
TOWN COMMITTEE BREWSTER
Hereof fail not and make return of this warrant with your doings thereon at the time and
place of said voting.
Given under our hands this 12TH day of February, 2024.
Edward B. Chatelain, Chair
Mary W. Chaffee, Vice -Chair
Kari Sue Hoffmann, Clerk Cynthia. A. Bingham
David C. Whitney
Town of Brewster Select Board
I, Roland W. Bassett, Jr., duly qualified Constable of the Town of Brewster, do hereby certify
that I served the Warrant for the Presidential Primary of March 5th, 2024, by posting attested
copies thereof, in the following locations in the Town on the 14th, day of February, 2024.
Brewster Town Offices
Brewster Ladies Library
Brewster Pizza House
The Brewster Store
Millstone Liquors
U.S. Post Office
Cafe Alfresco
Roland W. Bassett, Jr.
Constable
Town of Brewster
2198 Main Street
Brewster, MA 02631
(508) 896-3701
www.brewster-ma.gov
Office of the:
Select Board
Town Manager
February 12, 2024
To the Brewster Community Preservation Committee:
Re: Washington Chase Bog Property
On February 7, 2024, the Brewster Select Board unanimously voted to support the Open Space
Committee’s request for $225,000 in Community Preservation Act (CPA) funding to purchase a
conservation restriction on 12.36 acres of the Washington Chase Bog property at 3571 Main
Street.
The Brewster Conservation Trust’s acquisition of this parcel, in conjunction with their plan to
establish 3 deed-restricted affordable homes in partnership with Habitat for Humanity houses on
the remaining 1.58 acres, will achieve two of the Select Board’s priority goals - adding housing
and conserving open space. The Select Board applauds Brewster Conservation Trust’s plan to
conserve and restore this former cranberry bog and preserve an area of open space that can be
enjoyed by the public.
Community Preservation Act (CPA) funding helps our community plan a sustainable future.
Your efforts to date have shaped Brewster in many important ways, and we believe this request
is worthy of your support.
Respectfully,
Ned Chatelain
Chair, Brewster Select Board
1
TOWN OF BREWSTER
SPRING 2024
COMMUNITY PRESERVATION COMMITTEE
APPLICATION: 0 MAIN STREET/WASHINGTON CHASE BOG
Old Washington Chase Cranberry Bog
Open Space Committee - Community Preservation Committee Application: 0 Main Street/Washington Chase (Dalgam property)
February 9, 2024
2
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APPLICATION FOR COMMUNITY PRESERVATION
BREWSTER BICENTENNIAL
Date: February 9, 2024
Name of Applicant: Brewster Open Space Committee
Contact Individual: Elizabeth Taylor, Chair
Mailing Address: Town Hall 2198 Main Street Brewster, MA 02631
Daytime Phone: 774-216-1659 e-mail: " etaylor())brewster-ma.gov"
Name of Proposal: Washington Chase Bog
4
Address of Proposal (or assessor's parcel ID: 0 Main Street and a portion of 3571 Main Street, (126-4;126-
5: 126-9 and a portion of 114-60)
PROJECT SYNOPSIS:
The Town of Brewster is working with the Brewster Conservation Trust (BCT) to protect a 12.36 -acre parcel known as the
Washington Chase Bog, comprised of 7.33 acres of upland and 5.04 acres of wetland. The property is located on the north
side of Main Street in East Brewster. BCT is purchasing the property and asking the Town to share the cost, by purchasing
the Conservation Restriction. Previously having been run as a campground and a working cranberry bog, it remains atypical
pine -oak woodland with existing paths and vehicle tracks running through the property. The wetland areas are now
overgrown with trees and vegetation, which BCT would like to restore to a natural wetland (fresh marsh) habitat. The bog
drains under the rail trail into Namskaket Marsh. This has the potential to be the most visible bog to marsh ecorestoration
project on Cape Cod, along the historic Old Kings Highway. Att. 3.A & 3.B.
Restoration/protection of this parcel would contribute to the scenic and natural character of Brewster and will enhance the
open -space value of these and nearby lands. The parcel is proximate to land already conserved, including 1700+ acres of
contiguous open space owned and operated by the Massachusetts Department of Conservation and Recreation (DCR)-
Nickerson State Park. It also abuts the DCR Cape Cod Rail Trail on its northern property boundary, which in turn abuts
land owned and conserved by the Brewster Conservation Trust and connecting through to the 120+ acre Namskaket
Marsh Town Conservation Area. Att. 3.K.
The Town Select Board, Town Manager, Natural Resources Department, Conservation Commission, and Open Space
Committee support the purchase of a Conservation Restriction (CR), as does the Brewster Conservation Trust (BCT). Att.
2.
Category (circle all that apply): OPEN SPACE Historic Preservation RECREATION Community Housing
CPA funding requested $225.000. Plus extra? Total Cost of Proposed Project$ includes
Sx to cover associated expenses, such as surveys, legal work, etc. more or less $??
Open Space Committee - Community Preservation Committee Application: 0 Main Street/Washington Chase (Dalgarn property)
February 9, 2024
3
1.PROJECT DESCRIPTION:
The Town of Brewster is working with the Brewster Conservation Trust (BCT) to protect a 12.36 -acre parcel
known as the Washington Chase Bog, comprised of 7.33 acres of upland and 5.04 acres of wetland. The property
is located on the north side of Main Street in East Brewster. Previously having been run as a campground and a
working cranberry bog, it remains a typical pine -oak woodland with existing paths and vehicle tracks running
through the property. It is generally level, although the southeast border, near Main Street, slopes up steeply. Due
to the steepness of this slope, there are guard rails along Main Street in this area. The wetland/bog areas are now
overgrown with trees and vegetation, which BCT would like to restore to a natural wetland (fresh marsh) habitat.
The bog drains under the rail trail into Namskaket Marsh. Att. 3.C.& 3.I.
Restoration/protection of this parcel would contribute to the scenic and natural character of Brewster and will
enhance the open -space value of these and nearby lands. The parcel is proximate to land already conserved,
including 1700+ acres of contiguous open space owned and operated by the Massachusetts Department of
Conservation and Recreation (DCR)- Nickerson State Park. It also abuts the DCR Cape Cod Rail Trail on its
northern property boundary, which in turn abuts land owned and conserved by the Brewster Conservation Trust
and connecting through to the 120+ acre Namskaket Marsh Town Conservation Area. Att. 3.B.
This East Brewster property had been on BCT's radar for strategic acquisition for the past 40 years, since they
received a donation of 21 acres on Mitchell Lane to the north. The late Ms. Marian Dalgarn inherited the
property from her father Washington Chase (1913-2008) who lived to be 95 years old. He ran a campground
and cranberry bog on the property after World War I1 for most of his remaining years. BCT intends to purchase
and protect in perpetuity, this highly visible, strategically located upland and wetland property with the potential
to be the most visible bog to marsh ecorestoration project on Cape Cod, along the historic Old Kings Highway.
Att. 3.G. & 3.H.
2. CPA GOALS/CRITERIA:
The goals of this project encompass a number of the Community Preservation general criteria areas for
community preservation and enhancement serving the purposes of Open Space and Recreation; saving resources
that would otherwise be threatened; leveraging public funds and enhancing existing Town resources; all
contributing to the preservation of Brewster's unique character.
Preservation of these 12.36 acres will provide:
Open Space Protection b+:
❑ Permanently protecting important wildlife habitat, including areas of significance for biodiversity,
diversity of geological features and types of vegetation, containing a habitat type that is in danger of
vanishing from Brewster or preserving habitat of threatened or endangered species of plants or animals
Biodiversit. ' .
The parcel lies in close proximity (200 to 300 feet) to areas designated as BioMap Rare Species Core Habitat
and BioMap Critical Natural Landscape Aquatic Core Buffer, as defined by the Massachusetts Natural Heritage
and Endangered Species Program. BioMap, published in 2010 and updated in 2022, was designed to guide
strategic biodiversity conservation in Massachusetts over the next decade by focusing land protection and
stewardship on the areas that are most critical for ensuring the long-term persistence of rare and other native
species and their habitats, exemplary natural communities, and a diversity of ecosystems. BioMap is also
designed to include the habitats and species of conservation concern identified in the State Wildlife Action Plan.
This parcel connects hydrogeologically to land conserved by the Brewster Conservation Trust and Town of
Brewster at Namskaket Marsh, part of an Area of Critical Environmental Concern. Att. 3.E.
Open Space Committee - Community Preservation Committee Application: 0 Main Street/Washington Chase (Dalgarn property)
February 9, 2024
4
The parcel is also home to rare Eastern Box turtles (Terrapene carolina carolina, a species of Special Concern),
Fishers, coyote dens, and waterfowl, all documented by retired biology professor, current landowner David
Dalgarn Att. 3.L2.
Water Quality And Wetlands
Protection of vegetated upland buffers can help maintain water quality within wetlands and connected
groundwater. In turn, protected wetlands can improve water quality by removing pollutants from surface water
runoff from surrounding property. The wet meadow wetlands on the parcel provide valuable habitat for a
diverse array of wildlife species as well as provide the many other public benefits of wetlands protection
recognized by the Commonwealth of Massachusetts (Section 40 of Chapter 131 of the Massachusetts General
Laws).
Habitat Restoration
Protecting the parcel from development supports the Town's goals for maintaining water quality, open space,
preserving the rural and scenic character of the area, and protecting habitat diversity. BCT would like to explore
the restoration of the bog, back to its natural wetland (fresh marsh) habitat.
Unique soils
The parcel specifically encompasses 5 acres± of Farmland of Unique Importance and 4.7 acres± of Prime Forest
Land as identified by the USDA Natural Resources Conservation Service. The protection of the property will
promote healthy soils and healthy soils practices as such terms are defined in Chapter 358 of the Acts of 2020,
which added definitions of these terms to Section 7A of Chapter 128 of the Massachusetts General Laws. Att.
3.D. & 3.F.
0 Enhancing or protecting wildlife corridors, promoting connectivity of habitat and prevent fragmentation
of habitats.
As indicated above, this parcel is proximate to land already conserved, including 1700+ acres of contiguous
open space owned and operated by the Massachusetts Depai tment of Conservation and Recreation (DCR)-
Nickerson State Park. It also abuts the DCR Cape Cod Rail Trail on its northern property boundary, which in
turn abuts land owned and conserved by the Brewster Conservation Trust and connecting through to the 120+
acre Namskaket Marsh Town Conservation Area. The Chase Bog knits these lands together allowing wildlife
corridors to connect from NSP thru to the saltmarshes. Att. 3.K.
Preservation of these 12.36 acres will also provide:
Recreational Benefits bv:
O Providing opportunities for passive recreation and environmental education available to all ages of
Brewster residents and visitors.
❑ Providing connections with existing trails or potential trail linkages connects to conservation areas
O Preserving scenic views or bordering a scenic road.
When the Town of Brewster updated its Open Space and Recreation Plan (OSRP) in 2021, additional goals
were added including preservation of a variety of rural recreational activities and high -quality natural
environments in close proximity to all residential areas. It stresses that recreation opportunities are incredibly
important for a healthy and vibrant community. Recreation provides a common ground focused on inclusivity
while fostering a culture of health and well-being in our community. Residents are looking for more
recreational opportunities for all ages. Respondents to the OSRP survey highlighted the need for future
open
Open Space Committee - Community Preservation Committee Application: 0 Main Street/Washington Chase (Dalgarn property)
February 9, 2024
5
space and recreational planning to focus on walking and hiking trails, specifically those that are accessible. The
Brewster Vision Plan also highlights the need for more walking trails.
Public Access
The Massachusetts Statewide Comprehensive Outdoor Recreation Plan (SCORP) is a planning document that
discusses the available recreational resources in the Commonwealth, along with the needs of its residents, and
identifies the gap between them. This land acquisition will support the SCORP trail initiative by providing an
easily available new trail that connects to a number of existing trail systems. The state has indicated that Brewster
needs to provide more accessible trails and this parcel lends itself to an interior ADA-feasible trail leading from
the Cape Cod Rail Trail to see the bog. Public access to the parcel will be allowed for passive outdoor recreation,
education, and nature study. Att. 4.A -4.D.
The property abuts 1,100 feet of the DCR Cape Cod Rail Trail, preserving scenic vistas for users of the rail trail
and providing the opportunity to expand walking rail connections between Nickerson State Park, the Rail Trail
and Cape Cod Bay beaches
• Is across Main Street from 1700+ acres of contiguous open space owned and operated by the State
Division of Conservation & Recreation (DCR) as Nickerson State Park, the most popular campground in
the DCR system;
• Abuts the DCR Cape Cod Rail Trail, the most popular DCR facility on Cape Cod;
• Fronts on Mass. Route 6A for 600 feet, protecting a rural scenic view enjoyed by 12,000 motorists
(average) each day, in the Old Kings Highway Regional Historic District, the largest historic district in
the US;
• Fronts Route 6A, named one of ten Most Outstanding Scenic Byways in America in 1993 Att. 3.J.
3. COMMUNITY BENEFITS:
This acquisition will provide multiple benefits to numerous populations. The current population of Brewster
(9,765 - Town Clerk, Jan 2024) will benefit, as will Brewster's 35,000+ annual visitors, many of whom will be
able to enjoy this area.
Brewster voters have been approving land acquisition for over 60 years, accumulating over 1,200 acres to protect
their drinking water and surface waters, wildlife corridors, rare and endangered species habitats, seacoast and
massive recreation areas. This parcel has been identified as important for habitat and wildlife corridor protection,
as well as providing excellent recreational trail connections. It has been endorsed by the Select Board, Town
Manager, Natural Resources Department, Conservation Commission, and Open Space Committee.
Recent Town of Brewster surveys found that residents value the preservation of public lands for accessible
peaceful recreation. In 2018, the Town completed the Vision Plan, the result of a significant public participation
process which included three series of workshops and a public survey to gauge the importance of actions to
achieve the vision. The Vision Plan is built on eight "building blocks", one being Open Space. These building
blocks received the highest rankings of importance in the public survey. Throughout the planning process, citizens
noted the contribution of open space to Brewster's character, the protection of water resources and natural habitat,
and passive recreation.
In 2021 The Town updated its Open Space and Recreation Plan in 202, including a survey of Brewster residents
to obtain their views on the Town's open space and recreation priorities. Pertinent goals and objectives from the
updated OSRP include:
Open Space Committee - Community Preservation Committee Application: 0 Main Street/Washington Chase (Dalgam property)
February 9, 2024
6
For Open Space:
• Provide more walking trails and expand ADA access to recreational areas.
• Provide open space and recreation opportunities that maintain Brewster's rural character
• Acquire and protect upland wooded, open field, coastal, and wetland parcels that preserve and enhance
community character.
• Protect open space for the purpose of preserving Brewster's unique and fragile ecological habitats and
augment the Town's network of wildlife corridors.
Brewster Conservation Restriction Program
Brewster has adopted a Conservation Restriction Program consisting of policies and guidelines approved by the
Board of Selectmen, Assessors and Conservation Commission in 1989, to encourage the use of conservation
restrictions as a means of "preserving open space, forest lands, and natural habitat of fish, wildlife or plants and
providing scenic enjoyment, outdoor recreation and education of the public" in perpetuity. The Program further
specified that purposes of a conservation restriction could include the following_
o prevent the cutting of trees;
o preserve a scenic view;
o prevent disturbance of wetlands;
o preserve important natural habitats; and,
o limit or prevent construction on land of natural resource value.
Granting this Conservation Restriction, for the reasons outlined above, aligns with the goals of the Town of
Brewster's Conservation Restriction Program. The Wildlife and Plant Habitat Goal will be advanced because
the property contains important pine -oak woodland upland and wetland habitat and is in close proximity to
Natural Heritage and endangered species Program (NHESP) Priority Habitat of Rare Species, and BioMap Core
Habitat and Critical Natural Landscape. This Conservation Restriction will ensure that these important habitats
remain undisturbed in perpetuity. The Open Space Goal will be served in preventing development on the
Premises. The Town of Brewster values land conservation and the preservation of open space to maintain the
Town's rural, small town character. The Town also values increasing the quantity and quality of its open space
-- looking at high priority ecological contributions of properties.
Consistency with Clearly Delineated State Conservation Policy
The protection of the parcel supports the Massachusetts Statewide Comprehensive Outdoor Recreation Plan
(SCORP) 2017 goal to support the Statewide Trails Initiative, specifically, to support the acquisition of land and
development of new open spaces that can provide or connect with a trail network. This objective is supported
by providing the opportunity to expand walking rail connections between Nickerson State Park, the Cape Cod
Rail Trail and Cape Cod Bay beaches.
Climate Change Resiliency
The majority of this parcel (two thirds) is identified as an area of average to slightly above average Terrestrial
Resilience according to The Nature Conservancy's (TNC) Resilient'Land Mapping Tool, including slightly
above average Landscape Diversity and average Local Connectedness. TNC's Resilient Land Mapping Tool
was developed in order to map `climate -resilient' sites that are 'more likely to sustain native plants, animals,
and natural processes into the future.' The protection of these climate resilient sites is an important step in both
reducing human and ecosystem vulnerability to climate change and adapting to changing conditions.
Preventing clearing of the forested areas also helps to moderate temperatures, an important factor in mitigating
climate change. Climate resilience will be enhanced by preserving this wetland and restoring the old bog back
to a more natural wetland with freshwater marsh and shrubs. Some of these wetlands have reverted to their
Open Space Committee - Community Preservation Committee Application: 0 Main Street/Washington Chase (Dalgarn property)
February 9, 2024
7
natural vegetative state and now provide important wildlife habitat, flood control and storm damage prevention,
and work to greatly improve water quality. Att. Li.
For Recreation:
• Provide a variety of recreation and open space opportunities to promote healthy and active lifestyles for
Brewster residents, ensuring equitable access for all users and abilities.
• Acquire and protect lands of recreational value.
• Enhance walking and biking opportunities that connect residential areas with open space and recreational
resources.
This property meets these goals in providing connections to Town, BCT and state open space, preserving rare
and native species, allowing for both open space and recreational opportunities, and offering members of the
community options for local walking and birding activities. Connecting resources with walking and biking
networks allows residents to access areas without using their vehicles, which helps reduce air pollution and
promotes healthier choices. The state has indicated that Brewster needs to provide more accessible trails and
this parcel lends itself to an interior ADA-feasible trail leading from the Cape Cod Rail Trail to see the bog.
This acquisition fits squarely within these goals and purposes, clearly reflecting the priorities and vision of
Brewster's residents.
Massachusetts Statewide Comprehensive Outdoor Recreation Plan SCORP 2017
The most recent SCORP identified several priority goals, including the goal of providing open space access to
underserved areas. Brewster is an Environmental Justice community and has protected open space acres per capita
that is about average in the county.
The SCORP supports an increase in trails statewide, increase in water -based activities, and conservation of
properties that allow community members and individuals within the neighborhood to experience outdoor
recreation close to home. Specifically, the Washington Chase Bog purchase will conform with the Plan's Goal
of "Supporting the Statewide Trails Initiative" with Objectives: 1) Support the acquisition of land and
development of new open spaces that can provide a trail network and 2) Fill in the gaps of existing trail
networks. In addition, the extensive residential areas of East Brewster will benefit from this new open space
closer to their homes.
Protecting a State Priority Preservation Area/Support of Cape Cod Commission's Regional Policy Plan
The Cape Cod Commission's 2018 Regional Policy Plan (RPP) guides development and land use in the county.
Protection of this property supports the RPP's goals: 1) (wildlife and plant habitat) to protect, preserve or restore
wildlife and plant habitat to maintain the region's natural diversity, 2) (open space) to maintain or increase the
connectivity of open space, and 3) (open space) to conserve, preserve or enhance a network of open space that
contributes to the region's natural and community resources and systems."
Massachusetts Heritage Landscape Inventory Program Further, this purchase will protect the road frontage
along Main Street, a Town Scenic Road identified in the 2007 Massachusetts Heritage Landscape Inventory
Program for Brewster as a Transportation feature worthy of protection in the plan.
Workin. with Native American Tribes
The Brewster Conservation Trust has been in negotiation with the Native Land Conservancy, Inc. on a Cultural
Agreement to work together on reviewing properties of mutual interest for their cultural significance and to
develop educational programs together to inform the public about the cultural significance of these BCT
Open Space Committee - Community Preservation Committee Application: 0 Main Street/Washington Chase (Daigarn property)
February 9, 2024
S
properties, and the importance of the history of Native peoples on these lands. BCT also helped to financially
sponsor the NLC in its founding year of 2012, incorporating properties such as the Washington Chase Bog.
Working with BCT to further inform residents and visitors about the cultural significance of Brewster properties
would serve to support and enhance Brewster's inclusion and diversity goals.
4. COMMUNITY SUPPORT:
The Brewster Conservation Trust (BCT) has a full-time land Stewardship Coordinator, assisted by an AmeriCorps
member and an active covey of volunteers/trail crew. A volunteer Land Monitor walks their trails at least monthly
and reports on any management issues.
BCT will own the parcel, while Brewster will purchase a perpetual Conservation Restriction. The Town Select
Board, Town Manager, Natural Resources Department, Conservation Commission, and Open Space Committee
support this purchase of a Conservation Restriction.
Letter of Support is Att. 6.
S. CREDENTIALS:
The Brewster Conservation Trust will have custody and control of this conservation area. The Town of Brewster
will hold the Conservation Restriction, which will enable it to also participate in maintenance and management
of this conservation area.
6. TIMELINE:
May 2023
July 2023
October 2023
November 2023
Dec 2023
February 2024
May 2024
June 2024
June 2024
July -2024
Offer accepted by Dalgarn
State Conservation Partnership Grant submitted. By BCT
Purchase and Sale signed between BCT and property owner
State grant awards announced
State contract signed
CPC application for Funding for CR
Town Meeting approval
CR approved for local signatures
Brewster Conservation Trust purchases property; CR conveyed to Town of Brewster
Dedication/celebration
Open Space Committee - Community Preservation Committee Application: 0 Main Street/Washington Chase (Dalgarn property)
February 9, 2024
9
7. BUDGET:
This Conservation Restriction acquisition would be funded through the Town's Community Preservation Fund.
The Open Space Committee recommended the purchase. Town Meeting approval will be sought at Special Town
Meeting in Spring 2024.
PROPOSED PROJECT COSTS
AMOUNT
COMMENTS
BCT Expense Items
Survey
Appraisal of 12.36 acres
Land purchase cost by The BCT
Miscellaneous due diligence for closing
TOTAL PROJECT COSTS
PROPOSED PROJECT FUNDING SOURCES
Town Community Preservation Fund
State Partnership Grant:
State Partnership Grant -BCT application
CPA PROJECT FUNDING
$ 1,000
$ 3,000
$ 500,000
S 2.660
$ 506,660
$ 225,000
$ 175.000
$ 225,000
Appraisal Company of Cape Cod (2023)
Bargain sale negotiated Dalgarn & BCT
2023
Legal services, Registry fees, etc.
to be voted at Special Town Meeting, Spring
2024 (includes to cover legal and other
expenses)
50% of eligible costs (not to exceed
$175,000)
Town of Brewster
8. MAINTENANCE:
The Brewster Conservation Trust will have custody and control of this conservation area. The Town of Brewster
will hold the Conservation Restriction, which will enable it to also participate in maintenance and management
of this conservation area.
Brewster's Natural Resources and Conservation Departments are responsible for the administration of the Town's
wetlands protection bylaws and regulations and open space planning and management. Recognizing that staffing
is limited in these departments, the Town relies on partnerships for the upkeep and management of the
conservation areas and natural resources:
• The Brewster Conservation Trust will participate in maintenance/management of this conservation area.
• The Brewster FLATS (Friends of Land, Aquatics, Trails & Shellfishing) group works with the Natural
Resources Department and helps maintain Brewster's open space and recreation areas.
• Local Scouts and other civic and community groups also help to maintain trails, trail markings, and clean-
up of Brewster's public open spaces. More than half of respondents to the OSRP survey indicated that
conservation volunteering was important in future planning of open space and recreation.
9. SITE CONTROL AND APPRAISAL:
The Draft Conservation Restriction and State Application form for Conservation Restriction is Att. 5
Open Space Committee - Community Preservation Committee Application: 0 Main Street/Washington Chase (Dalgam property)
February 9, 2024
10
Deed of Record Att. 7.
An Appraisal of the property's value by a licensed appraiser using customary appraising techniques is Att. 8
Appraisal Summary:
CATHERINE HAMMOND
APPRAISAL COMPANY OF CAPE COD, INC.
170 ROUTE 6A, PO BOX 1655
ORLEANS, MASSACHUSETTS
PHONE (508) 255-8822
Opinion of Market Value: $800,000 June 19,2023
The Brewster Open Space Committee
February 9, 2024
Open Space Committee - Community Preservation Committee Application: 0 Main Street/Washington Chase (Dalgam property)
February 9, 2024
11
LIST OF ATTACHMENTS
1. Town Meeting Article (draft) authorizing CR purchase (to be voted May 2024)
2. Town Authorization
3. Resource Maps
A. USGS Topographic Locus Map: USGS 1974 Harwich MA Quadrangle USGS
B. Assessor's 2023 Locus and Road Map
C. 2014 Aerial Photo
D. USGS Surficial Geology Map, 1962
E. 22022 Assessing Map showing BioMap Core Habitat and BioMap Critical Natural Landscapes
F. Primal Forest Soils
G. Survey Plan of Record, 1989
H. Survey Sketch Locus 2023
L Freshwater Wetlands indicating 50' and 100' Buffer Zones
J. Old Kings Highway Regional Historic District
K. Protected Open Space
L.1. Climate Resilience -The Nature Conservancy
L.2. Mesa -Listed Rare Species Documentation — Eastern Box Turtle — Terrapene carolina carolina
4. Site Photographs, 2023
A. Boundary Abutting Cape Cod Rail Trail — Washington Chase Bog
B. Overgrown Wetland — Washington Chase Bog
C. Interior Vehicle Tracks — Washington Chase Bog
D. Trail Visitor — Washington Chase Bog
5. Conservation Restriction Forms
Draft Conservation Restriction —Brewster Conservation Trust to Town Conservation Commission
(first page only)
6. Letters of Support
Brewster Conservation Commission: Michael Tobin, Chair
7. Site Background: Deed of Record
S. Appraisal Report:
CATHERINE HAMMOND Appraisal Company of Cape Cod, Inc. — June 2023 (excerpt)Value of land
Open Space Committee - Community Preservation Committee Application: 0 Main Street/Washington Chase (Dalgarn property)
February 9, 2024
12
ARTICLE NO. XX:
CONSERVATION RESTRICTION ACQUISITION: 0 MAIN STREET
To see if the Town will vote to authorize the Select Board to acquire a perpetual conservation restriction under
MGL Ch. 184, Secs. 31 through 33, on a parcel of land designated on Brewster Assessors' Map 126 as Parcel 4,
5 and 9 located at 0 Main Street, and a portion of the parcel currently designated on the Brewster Assessors' Map
114, Parcel 60 located at the rear of 3571 Main Street in Brewster, Barnstable County, Massachusetts, consisting
of 12.36 acres as shown on a plan of land entitled, "Survey and Plan of Land in Brewster, Mass. as claimed by
Washington E. & Mary F Chase, Scale 1 in = 60 ft. March 10, 1989, East Cape Engineering, Orleans MA." and
recorded in the Barnstable County Registry of Deeds as Plan Book 459, Page 75, and as more particularly shown
as Lot 2 and Lot 3 on a plan of land entitled, " Lot Study Sketch for Property at 3571 Main St, Brewster, MA
02631 Prepared for Brewster Conservation Trust, Scale 1 in. = 80 ft, July 3, 2023, Soule Land Surveying." a copy
of which is on file with the Brewster Town Clerk; to acquire interests in said parcel by gift, purchase and/or
eminent domain taking under MGL Ch. 79, or any other enabling authority; to acquire said conservation
restriction for conservation and passive recreation purposes for the general public, consistent with the provisions
of MGL Ch. 40 Sec. 8C and Article 97 of the Amendments to the Constitution of the Commonwealth of
Massachusetts, and in compliance with MGL Ch. 44B, Sec. 12(a), protecting the property for the purposes for
which it is acquired; to transfer from available funds, including, without limitation, the Community Preservation
Fund, the sum of Two Hundred Twenty -Five Thousand and 00/100 Dollars ($225,000.00) to pay costs of this
acquisition, and all other costs incidental and related thereto; further, to authorize the Conservation Commission
to assume the monitoring and enforcement authority of the conservation restriction on the property; and to
authorize the Select Board and Conservation Commission to enter into all agreements and execute any and all
instruments as may be necessary on behalf of the municipality to effect this purchase and obtain reimbursement
funding;
Or to take any other action relative thereto.
(Community Preservation Committee) ( Majority Vote Required)
Attachment 1. Town Meeting, Article (draft) authorizing CR vurchase (to be voted May
2024):
Open Space Committee - Community Preservation Committee Application: 0 Main Street/Washington Chase (Dalgam property)
February 9, 2024
13
Attachment 2. Town Authorization:
Open Space Committee - Community Preservation Committee Application: 0 Main Street/Washington Chase (Dalgarn property)
February 9, 2024
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ATTACHMENT 3 A: USGS Tonopranhic Locus Man: USGS 1974 Harwich MA Ouandrangle USGS — Washington Chase Roe
00w
4d Idb
354
;5558i.'41 3570 sn
NOTE: BCT will purchase all 14 acres, but this grant application is only for the 12.4 acres
ATTACHMENT 3 B: Assessor's 2023 Locus and Road Ma — Washington Chase Bog
ATTACHMENT 3 D: USGS Surficial Geology Map, 1962 — Washington Chase Bog
17
.
_
w m o
i ✓ '%o(vee r
•
It --
1
l lY?) /
'N, 24-
1 a.
.* 1 tt} F 11
ti
r '.:.`..i....„:"
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. .__ _.../6„, r„. ,__-- .,
-,.....:-. , - -------.
o _..., ,
„II
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.26
Surficial Geologic Map of the Harwich Quadrangle, Massachusetts
Compiled by
Boron D. Stone and Mary L DiCTiacomo-C'olien
2009
MP
_(wc as A. FYI=
te
1ctttkW rill --I art, n',ileri. * attiol rwcwan.ade watrrtstx iixx. iw++u tnxri atwfn uafii}
amp J frims rd� rr. hrtk arw! ruin+ml reach fikrttrmt. s** 4 e.z dam' mal. alw.
DU LOC ita.11itt, whtdtd' ek¶unen:atm arm.! t.ctissik
r'runiwin 9wgt 1At-I4� tb.•.f;w:n.t NN,Werpt c;tu.n f•ra8ir t'
,C7rtl.iti'1/� eittfrti, v1 ,41.1 M ,Kti,•t tell.
.Sn alFp and marsh dep.:il. I ko ue Putt oral p,••st tk.a .+anaaat n u 7 ;a It (if
uti+t. MK ark/ eta';, 'untitled tad poaly n'xi..t ire genhwakY swaaaat, and mantes,
k.'inc derresmont. or potty dratted iarse. Swamq•;m i moth Arta, gian a wn only
t 11rre they sr asum n:4 t. he at 10,4 i tf aht l n N swamp and moth k;>"itts aro
kct than i6± 11 ftu.k. Natatnt..kgw4da medic tieial rertwx'aiax d.ji- its 4461
fetglwitli INVKI dap +ti* iiti,,��t,
rac t l� �akrc:s a Isar ;ix iuiw atilt-tu.a+h e a,*
potiat
JIM,-irntiskhd La ph weaSl) t .,"" .4)M adrrrlic math.
i'.,arw• drpr: i1, whale ale (:rata e.'epotir, connttkrj of to It au fl:teit?t graNel-x112
:I:U1s. ce r.ir acal t,.xlittaN pleiingattaPc; rear: swag., pt .4rwb. •eta IX 'thin gravel
red,. and ,and a nt{lase+- let Alvtdie * v*'. (.GSaael ta}rtN pcnc'r'sYIF- air i aorly
41.31 tfal txwldrad atiran.td} lw iitterlcd and lathed doe hi rr;r kl.neti.ai,rl e.1lkgta:
retat.4 tr. tw>hsne =•r ar. tirwaJAnrl ,64.14 tk are t coops ed .0 wattwrar•tin VINO
acct „tIti yyik n wither mil layers and at'akerrtaadag layert San and ;meet layers
orieral!l mar front 25.1., 5t) ptr.eaG Straatt f n 'ks *Id ST,'9a NI to 75 f.r.'el11 sand
f*alitic. 1:ay.r. air utn in pn.eh rated fttitha d n.. *1 'leafleted sad lathed due
o.polt cret.tnfar aftp,.'. SAW. skf;h:zcan.:airlerxwdrilatft:, ,C17, soase *Gfinr
not cantonal) in Id4terrtiett vow 9ay(rc Coatiet iayrrz may t.•sit,nn up to 25
per eft wall parlk es. emeriti) ,ytaatdes aarkd p!ri*k.: Liebe Myers may ritntatn
tier•; sar•ri. <rft. and C la%'
r;Iat9c+lat'uttrine fiat rfrptr.itt include very fate and. siM, amd chi) that nett% as
well-ma'im!.-thm Iayrrt.af alternating still aad et*v. or (hitter layers of very foe taad
and tak. Very line sand erinatwl!, tr•.`urx at the surtax and grades Jou stxlard Into
rhythmical." bedded tiff ival clay vane* f..i Idly. dtis man cunt rmy;Itciutk areas
uakrL'ia tay Sint ,.aW
Jo.
rtsu
Cori
■
Kam. Bio;7yM�Tart `..
eta a.3eSfax 6=""
,1
tes
=rat Components: l
BioMap Cuticaf Natural Landscap
Big
j -„._'' ipticlp ery ital 1 ;
ATTACHMENT 3 E: 2022 Assessing Map Showing BioMap Core Habitat and BioMap Critical Natural
Landscapes — Washington Chase Bog
e
Attachment 3 F: Primal Forest Soils — Washington Chase Bog
NOTE: The northern half of
I the locus 12.36 acres
includes Prime 1 forest soil:
• Prime 1
• Prime 1
• Prime 2
Prime 3
El Statewide Importance
0 Local Importance
Prime 3 Wet
Statewide Importance Wet
0 Local Importance Wet
El Unique Wet
d Non -Forested Land
.n4 IbY
WAST3f1,i G+G6.t 44 E. 4. MA2Y F, C.WgSra
a
nr tl 91 a Orti
w++[ w.4•4! 44 .. y.0
1 4.4/172: 'U04.0044 c+•+. 4....,07.4;144,4,-..44
.w.r"144,i.. ♦a,..re
.wµ.,.. [_ cw.Y. " IL, 0.4. 9,rNa •
±r....,.•. ew..r w.•ne
4 wa. 4.pr.
4 nn4641 ..«...,. r ;H.' ,.. s:,• _'—i
6 - 411/112 W 44.rrmw .., .. ..4 . ,+. —
Attachment 3 G: Survey Plan of Record, 1989
BCT will also pur-
chase this cottage
and 1,6 acres for
its mission, but is
not part of the
grant application Ai
i
N a'.
LOCUS PARCEL IS 12.36 ACRES TOTAL
(5.04 ACRES FRESHWATER WETLAND
AND 7.36 ACRES UPLAND)
t f
/
/
r i 1
I------ 1
i
avoGoovoN Boa
LOT 5T►JOY SKETCH
WE•WS!T1 COMERVATtOt4 TRUTiT
A
bD
Attachment 3 H: Survey Sketch Locus 2023 — Washington Chase Bog
NOTE: The Chase Bog drains west and
north under the CC Rail Trait to empty into
Namskaket salt marsh on Cape Cod Bay.
DEP Wetlands
f -- Wetlands §d' Buffer
A Wetlands 1ii0' Buffer
Attachment 3 I: Freshwater Wetlands Indicating 50' and 100' Buffer Zones — Washington Chase Bog
??stogy; Ec �Jtstt�ct
Attachment 3 J: Old King's Highway Regional Historic District — Washington Chase Bog
11 II' ;h LEI I. 1. I III II'' 14
A.
-r Vyi� 1i17i4 -, ,
n" :I 1 L '
TOWN MARSH
223
2«
132
162 L'2
37.2
1'72
4:
t•2
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en 2
121
279
2.,,
3734 27%• zoos
q
2.:
223
MassMapper
w
•2
O pace by Ownership, Soli(
1.1~ ■ Federal
■ DCR-State Parks Recreation
■' DCRS/DFG
1 Department of Fish Game
■ OCR -Urban Parks_Recreation
! DCR-Water Supply Protection
Department of Agricultural Resources
Commonwealth of Massachusetts
3Y2. ■ County
12- Municipal
l70
■ Public Non -Profit
■ Land Trust
■ Conservation Organization
Non -Profit
Private
ttachment 3 K: Protected Open Space — Washington Chase Bog
i . Nature'" Resilient Land Mapping Tool
-t-
WI Resilient Sites iCustornizeedb
Most resilient
■ I jim More resiient 1
• Slightly more resilient
U Average or Medan Resilience
Slightly Less Resil ent
• Less Resilient
✓ Least Restiaent
▪ Geveic,pec
• Migration Space tor -racial Habitat
In Resilient Tidal Habitat
'Vulnerable Tidal habitat
▪ Sea Level Rise Area
IS Eas Caraea Est HERE Gat mirt_NCRE`.'EN- "•
Attachment 3 L1: Climate Resilience — The Nature Conservancy — Washington Chase Bog
September 10, 2015
Hello Mark,
Thanks for stopping by today. Attached are two box turtle photos. Turtle 1's shell was approximately 5-6 inches long on the long axis while turtle 2's shell was only
2.5 inches long on the long axis. Turtle 1's photos was taken on July 28 along the road behind our house while turtle 2's photo was taken just three hours ago in
our front yard (approximately 20 feet from where you were sitting). The white stuff on turtle 1's face was mushroom residue (looks like it has fangs).
David S. Dalgarn, Ph. D
ASSOCIATE PROFESSOR OF BIOLOGY(retired)
SAGINAW VALLEY STATE COLLEGE, UNIVERSITY CENTER MI
Attachment 3 L2: Mesa Listed Rare Species
Documentation — Eastern Box Turtle -
(Terrapene carolina carolina) - Washington
Chase Bog
4A. Boundary abutting Cape Cod Rail Trail — Washington Chase Bog
14
Washington Chase Bog Conservation Restriction Brewster, Mass.
GRANTOR: Trustees of the Brewster Conservation Trust
GRANTEE: Town of Brewster, Conservation Commission
ADDRESS OF PREMISES: Lot 2 and Lot 3, 3571 Main Street (MA Route 6A), Brewster, MA
FOR GRANTOR'S TITLE SEE: Barnstable County Registry of Deeds at Book , Page
FOR GRANTOR'S PLAN SEE: Barnstable County Registry of Deeds at Book , Page
GRANT OF CONSERVATION RESTRICTION
I. STATEMENT OF GRANT
JOSEPH BIERNAT, BETH FINCH, DEBRA JOHNSON, PETER JOHNSON, MARTIN KAMARCK,
DONALD KEERAN, JOHN LAMB, STEPHEN McKENNA, HAL MINIS, BONNIE NEWMAN,
ROGER V. O'DAY, PETER W. SOULE, CHARLES L. SUMNER, SEAMUS WOODS, MICHAEL T.
LINDGREN, and ROSEMARY VAN ANTWERP, as
Trustees of the BREWSTER CONSERVATION TRUST, under a Declaration of Trust dated June 22, 1983
and recorded with the Barnstable County Registry of Deeds in Book 3791, Page 25, as amended, with a mailing
address of 36 Red Top Road, Brewster, MA, 02631, being the sole owner of the Premises as defined herein, for
my successors and assigns ("Grantor"), acting pursuant to Sections 31, 32, and 33 of Chapter 184 of the
Massachusetts General Laws, grant, with
QUITCLAIM COVENANTS, to THE TOWN OF BREWSTER, a Massachusetts municipal corporation with
an address of 2198 Main Street, Brewster, Massachusetts, 02631, acting by and through its Select Board by
authority of the vote taken under Article _ of the _ Town Meeting of the Town of Brewster, an
attested copy of which is attached hereto as Exhibit C and, acting by and through its Conservation Commission
by authority of Section 8C of Chapter 40 of the Massachusetts General Laws, their permitted successors and
assigns
("Grantee"), for consideration of TWO HUNDRED AND NINETY FIVE THOUSAND and
00/100 DOLLARS ($295,000.00), IN PERPETUITY AND EXCLUSIVELY FOR
CONSERVATION PURPOSES, the following Conservation Restriction on land located in the Town of Brewster,
County of Barnstable, Commonwealth of Massachusetts, containing the entirety of a 12.4 -acre parcel of land
("Premises"), which Premises is more particularly described in Exhibit A and shown in the attached reduced copy
of a survey plan in Exhibit B, both of which are incorporated herein and attached hereto.
The Conservation Restriction was acquired utilizing, in part, Community Preservation Act funds pursuant to
Chapter 44B of the Massachusetts General Laws, which funds were authorized for such purposes by a vote of
the Town of Brewster Town Meeting held on , an attested copy of which vote is attached hereto
as Exhibit C (the "CPA Vote"). Pursuant to Section 12(b) of Chapter 44B of the Massachusetts General Laws,
and pursuant to the CPA Vote, the fee interest in the Premises, and therefore the management of the Premises, is
under the care, custody, and control of the Conservation Commission of the Town of Brewster.
Attachment 5. Draft Conservation Restriction - Brewster Conservation Trust to Town
Conservation Commission to (first page only)
Open Space Committee - Community Preservation Committee Application: 0 Main Street/Washington Chase (Dalgam property)
February 9, 2024
15
Attachment 6. Letter of Support:
Open Space Committee - Community Preservation Committee Application: 0 Main Street/Washington Chase (Dalgarn property)
February 9, 2024
16
Bk 23O8S Ps155 *41764
08-05.20Oa A 12 *5601,
Pt.
QUITCLAIM DEED
MARIAN DALGARIY, 1693 Lathrop Avenue, SA 'raw, 61! ,.48838, as
'individual and as Executrix of the Estate of Washington E. Chase, darristabte
Probate No. 08P4174EP1, in consideration of ONE DOLLAR 4140), paid, grants
o MARIAN DALGARN and DAVID S. DALGARN, husband and wste as terlan$ by
9r, entirety, of 1693 Lathrop Avenue, Saginaw, MI 48638, WITH QUITCLAIM
COVENANTS, the land, together with the buildings thereon, in Brewster,
f arnstab i County. Massachusetts. bounded and described as follows'
Parcels 1 .ttyouah isliovrn on "Survey & Plan of Land in Brewster. Mass. As
`i~9airnoc1 By Washington E. & Mary F. Chase Scare 1" : 60' March 10. 1989 East
lapeennook 4r CE age 75 LS', recorded with Barnstable County Registry of Deeds
PlaExcepting therefrom Let A, shown on 'Plan of Land in Brewster. MA "as
Iea.m, .7 by Richard B Winslow at April 28th. 2004', recorded in said R y,
Pan Book 593, Page 17. which was previously conveyed to Richard and heresa
�v - For title, sae deeds recorded in Barnstable Registry W Deeds Book
"199, Page 166, Book 861, Page 75, Book 959. Page 472. death of Mary F. Chase.
r Sernstabte Probate Court No 92P0727VE1,-and estate of Washington E,
Cr ase, Barnstable Probate No. 08P0174EPt,
'
iprpperty address: 3571 Main Street.Brewster. MA 02631
WITNESS my ►+and and seal th s s'xteerrttt day of July, 2008.
Marian Dalgarn
ammo rain u mot
to ioaiscuvlMhtr
moan* wow
nose '1
/M pOgaIS 71.101
Attachment 7. Site Background: Deed of Record
Open Space Committee - Community Preservation Committee Application: 0 Main Street/Washington Chase (Dalgarn property)
February 9, 2024
17
ilk 23085 Pg 156
COMMONWEALTH OF MASSACHUSETTS BARNSTABLE COUNTY. SS.
On taus sixteenth day of July, 200'8, before me, the undersigned notary
public, personally appeared Mean Datgsrn, proved to me through satisfactory
evidence of identification, wti h was State et Mangan gas Erg's License, to be the
person whose name Is signed on the preceding or attached nocyr>Ferc and
acknowledged to me that she signed it voluntarily for its 'tat
My commission
BARNS
4
Open Space Committee - Community Preservation Conunittee Application: 0 Main Street/Washington Chase (Dalgarn property)
February 9, 2024
19
REAL ESTATE APPRAISAL REPORT
LOCATED AT
3571 MAIN STREET & 0 MAIN STREET
BREWSTER, MASSACHUSETTS
FOR
THE BREWSTER CONSERVATION TRUST
BY
CATHERINE HAMMOND
APPRAISAL COMPANY OF CAPE COD, INC.
170 ROUTE 6A, PO BOX 1655
ORLEANS, MASSACHUSETTS PHONE (508) 255-8822
DATE OF VALUE: JUNE 19, 2023 DATE OF REPORT: JULY 12, 2023
Appraisal Company of Cape Cod, Inc.
REAL ESTATE APPRAISAL AND CONSULTING
Residential
Commercial
Vacant Land
F.xpert Witness
BOX 1655, 170 ROUTE 6A
ORLEANS, MASSACHUSETTS 02653
(508) 255-8822 FAX (508) 255-9257
TOLL FREE (877) 760-8900
www.capecodappraiser.com
Attachment 8: Appraisal (in part)
Michael Sutton
Certified General Real Estate
Appraiser— MA Lic. #786
Mikesutton@capecodappraiser.com
Open Space Committee - Community Preservation Committee Application: 0 Main Street/Washington Chase (Dalgam property)
February 9, 2024
20
LETTER OF TRANSMITTAL
The Brewster Conservation Trust c/o Amy Henderson, Director
36 Red Top Road
Brewster, MA 02631
RE: 3571 Main Street and 0 Main Street, Brewster, MA
Dear Ms. Henderson:
Per your request, attached is an appraisal report of two building sites containing 12.36acres located at
3571 Main Street and 0 Main Street, Brewster, MA. It is the portion of the properties and is shown as
Lots #2 and #3 on the attached "Lot Study Sketch" (herein after referred to as "Sketch"). It is this Sketch
that has been relied in this report for the property descriptions. Lots #2 and #3 are hereinafter referred to
as the "subject property". The subject may also be identified as part of Parcels 114-60-0, 126-4-0, 1265-
0 and 126-9-0 on the Town of Brewster Assessor's records. The subject property is also a portion of the
lots shown as Lots #1 - #6 on a plan of land entitled "Survey and Plan of Land in Brewster, Mass.
(hereinafter called "Plan") as claimed by Washington E. and Mary F. Chase. Scale 1 in. = 60 ft. October
1967" prepared by James Bowman, East Cape Engineering, Orleans, Mass. recorded at the Barnstable
County Registry of Deeds (BCRD) in Plan Book 459 Page 75. This plan is hereinafter referred to as the
"Plan" a copy of which is attached to this report. The owner of record is David S. Dalgarn. by virtue of a
deed dated August 5, 2008, and recorded at the BCRD in Book 23085 Page 155 and the death certificate
of Marian C. Dalgarn, recorded on December 8, 2022. A copy of the deed is attached to this report. The
appraiser has been informed that the Brewster Conservation Trust intends to apply to the Commonwealth
of Massachusetts LAND grant program to aid in the financing of the property.
I personally inspected the subject property on June 19, 2023, and I have gathered all the data I consider
necessary to arrive at the value conclusions. There is a Hypothetical Condition to this report that Lots #2
and #3 can be subdivided from the 13.92 -acre parcel to create a three -lot subdivision and that both sites
can support a septic system for at least a five -bedroom home and that the subject site can connect to town
water and the existing utilities on Main Street. There are no Extraordinary Assumptions to this report.
As a result of my investigation and my analysis of the information gathered, I estimate the market value
of the subject property, as of the date of inspection, to be:
EIGHT HUNDRED THOUSAND DOLLARS
($800,000)
July 12, 2023
Date Catherine Hammond - Certified Residential
Real Estate Appraiser; MA License #1481
Open Space Committee - Community Preservation Committee Application: 0 Main Street/Washington Chase (Dalgam property)
February 9, 2024
Memorandum of Understanding
Between
Cape Light Compact JPE
and
Town of
This Memorandum of Understanding (MOU) sets for the terms and understanding between the
Cape Light Compact JPE (Compact) and the Town of Brewster (Town) to provide a part-time
Compact staff member to fill the Town’s Energy Manager position.
Background
The Towns of Brewster, Chatham, Eastham, and Orleans expressed an interest in engaging the
Cape Light Compact to provide staff support for the Town’s energy and climate matters. This
shared staff arrangement grew out of a similar shared staffing arrangement with the Town of
Brewster. This position works for one full day (7.5 hours) in each of the participating Towns.
The Towns have expressed a desire to have the shared staff person be located on-site in a
designated Town building; however, remote work may be available upon mutually agreement.
Purpose
This MOU establishes the responsibilities of each party.
The following is a list of current tasks that will be undertaken by the Energy Manager. This list
is not exhaustive, but it represents current and anticipated opportunities.
0 General
-Secure and maintain associated energy grants.
-Provide monthly reporting/updates to appropriate parties (ie. Town Administration).
-Provide staff support to Energy and Climate Action Committee, including attending monthly
meetings.
-Investigate other opportunities for both energy savings and revenue (ie. Clean Peak standards).
-Coordinate with Town Manager, or designee, on communicating energy initiatives to residents
(content development and schedule for release).
-Support Town efforts to address climate mitigation and adaptation goals identified in the
Municipal Vulnerability Preparedness Plan, Local Comprehensive Plan, Department of Energy
Resources Climate Leader Communities Plan, Select Board Strategic Plan, and/or other relevant
strategic initiatives Assist in developing and implementing a net zero energy roadmap for the
Town.
1a. Solar and/or Storage Projects
-Assist with proposal review, continued review of Schedule Z, installation schedule coordination,
and maintenance of solar systems.
-Work with vendors, Eversource and CVEC (where appropriate) to obtain local approval and
program launch.
-Track project implementation, work with department heads/ staff on review, installation,
training and final inspection/sign-off.
-Coordinate with CVEC, if applicable, on review on the accounts, usage, and production.
-Primary role in regular reconciliation of usage and credits in coordination with finance office
(who serves as a check).
-Work with CVEC and/or third-party consultant on maintenance of the systems (ie. overgrown
around solar arrays) as well as data acquisition system review (i.e. production reports that
shows lower than expected usage) and issue resolution.
-Work with Planning Department on solar siting (and potential by-law change) to assure that
sites are appropriate and in-line with community standards.
1b. Green Communities
-Track project implementation, work with department heads/ staff on review, installation,
training and final inspection/sign-off.
-Prioritize projects for the next phase of competitive grants.
-Utilize Mass Energy Insight (MEI) to track energy usage, create reports, and add new accounts.
-Work with Compact staff (when there is a Regional Planning Assistance Grant) to produce
quarterly and annual reports for the DOER with project updates.
-Coordinate with the Compact, National Grid, state agencies, and vendors as necessary to
prioritize projects and track implementation.
-Explore adding new facilities to the baseline year in MEI.
2. Electric Vehicle (EV) Charging Infrastructure
-Assist with review of potential locations for EV charging infrastructure.
-Work with Eversource (as applicable), DOER, DEP, Cape Cod or Martha’s Vineyard Commission
on other associated infrastructure and equipment grants and funding.
-Coordinate onsite review and analysis of various systems.
-Work with the Town and/or vendor on potential charging mechanisms and ongoing
maintenance costs (ie. network charges).
-Work with Town staff to coordinate maintenance contracts for existing and new EV Charging
Stations.
Assumptions
-The Compact staff member will work both on-site and remotely as approved.
-Town will:
o Identify Town’s primary area of focus relative to energy projects
o Sign off on necessary documents
o Provide access to financial proof of payment, invoices, etc. that are necessary for grant
applications, documentation, and/or reporting
o Coordinate access to buildings and sites (where necessary)
o Respond to inquiries from Compact as needed
o Identify a primary point of contact
o Provide regular feedback on priorities
o Provide suitable office space, when necessary, as well as access to email, shared files
and other pertinent information.
-Cape Light Compact will:
o Provide necessary equipment such as a computer, mobile phone, office space, and
general training
o Employ and supervise a full-time staff person and assign staff to serve as the part-time
Town Energy Manager position.
Funding and Invoicing
The Town shall reimburse the Compact at ($427.00- $576.29)/weekly for 7.5 hours of work. Any
cost of living or step increase that occurs during the term of this MOU will adjust the weekly
reimbursement amount accordingly. In addition, the Town will reimburse the Compact for
mileage (at the IRS rate) from the Compact’s office to the requested destination as well as any
general reimbursable expenses. These will be billed monthly to the Town, and payment should
be remitted within 45 days.
Duration
This MOU may be modified by mutual consent of authorized officials from Cape Light Compact
JPE and the Town of Brewster. This MOU shall become effective upon signature by the
authorized officials and will remain in effect through December 31, 2024 or until modified or
terminated by any one of the partners by mutual consent. The Compact and the Town may
extend this MOU on an annual basis for up to one (1) calendar year upon their mutual
agreement. In the absence of mutual agreement by the authorized officials from Cape Light
Compact JPE and the Town of Brewster, this MOU shall end on December 31, 2024.
Contact Information
Cape Light Compact JPE
Margaret T. Downey
Administrator
261 Whites Path, Unit 4, South Yarmouth, MA 02664
508-375-6636
mdowney@capelightcompact.org
Town of Brewster
Peter Lombardi
Town Manager
2198 Main Street, Brewster, MA 02631
508-896-3701
plombardi@brewster-ma.gov
________________________Date:
(Signature)
(Margaret T. Downey, Cape Light Compact JPE, Administrator)
________________________Date:
(Signature)
(Peter Lombardi, Town of Brewster, Town Manager)
Memorandum of Understanding
Between
Cape Light Compact JPE
and
Town of Brewster
This Memorandum of Understanding (MOU) sets for the terms and understanding between the
Cape Light Compact JPE (Compact) and the Town of Brewster (Town) to provide a part-time
Compact staff member to fill the Town of Brewster's Energy Manager position.
Background
In 2020, the Town of Brewster approached the Cape Light Compact to staff the Town of
Brewster's Energy Manager position with funds from the Green Communities Designation Grant
to focus on the Town's energy matters. Given the success of this pilot program, both parties are
interested in continuing this shared staffing arrangement. This position works for two half -days
per week for the Town (for a maximum of 7.5 hours per week). The proposed two half -days are
Thursdays from 12:45pm — 4:30pm and Fridays from 8:00am— 11:45am; however, the schedule
may vary as mutually agreed upon.
Purpose
This MOU establishes the responsibilities of each party. The following is a list of current tasks
that will be undertaken by the Energy Manager. This list is not exhaustive, but it represents
current opportunities.
0 General
Secure and maintain associated energy grants
Provide monthly reporting/updates to appropriate parties (ie. Town Administration)
- Provide staff support to Energy Committee, including attending monthly meetings
Investigate other opportunities for both energy savings and revenue (ie. Clean Peak standards)
Communicate and conduct educational outreach on all energy initiatives to residents (content
development and schedule for release)
Support Town efforts to address climate mitigation and adaptation goals identified in the
Municipal Vulnerability Preparedness Plan, Local Comprehensive Plan, Select Board Strategic
Plan, and/or other relevant strategic initiatives Assist in developing and implementing a net zero
energy roadmap for the Town
la. Solar and/or Storage Projects
Assist with proposal review, continued review of Schedule Z, installation schedule coordination,
and maintenance of solar systems
Work with vendors and CVEC to obtain local approval and program launch
Track project implementation, work with department heads/ staff on review, installation,
training and final inspection/sign-off
Coordinate with CVEC, if applicable, on review on the accounts, usage, and production
Primary role in regular reconciliation of usage and credits in coordination with finance office
(who serves as a check)
Work with CVEC and/or third -party consultant on maintenance of the systems (ie. overgrown
around solar arrays) as well as data acquisition system review (i.e. production reports that
shows lower than expected usage) and issue resolution
Work with planning department on solar siting (and potential by-law change) to assure that sites
are appropriate and in -line with community standards
1b. Green Communities
- Track project implementation, work with department heads/ staff on review, installation,
training and final inspection/sign-off
- Prioritize projects for the next phase of competitive grants
- Utilize Mass Energy Insight (MEI) to track energy usage, create reports, and add new accounts
- Produce quarterly and annual reports for the DOER with project updates
- Coordinate with the Compact, National Grid, state agencies, and vendors as necessary to
prioritize projects and track implementation
Explore adding new facilities to the baseline year in MEI
2. Electric Vehicle (EV) Charging Infrastructure
- Assist with review of potential locations for EV charging infrastructure.
Work with Eversource (as applicable), DOER, DEP or other associated infrastructure and
equipment grants and funding.
- Coordinate onsite review and analysis of various systems
Work with the Town and/or vendor on potential charging mechanisms and ongoing
maintenance costs (ie. network charges)
Assumptions
The Compact staff member will work both on -site and remotely.
Town will:
o Identify Brewster's primary area of focus relative to energy projects
o Sign off on necessary documents
o Provide access to financial proof of payment, invoices, etc. that are necessary for grant
applications, documentation, and/or reporting
o Coordinate access to buildings and sites (where necessary)
o Respond to inquiries from Compact as needed
o Identify a primary point of contact
o Provide feedback on priorities
o Provide suitable office space, when necessary, as well as access to email, shared files
and other pertinent information.
Cape Light Compact will:
o Provide necessary equipment such as a computer, mobile phone, office space, and
general training
o Employ and supervise a full-time staff person and assign staff to serve as the part-time
Brewster Energy Manager position.
Funding and Invoicing
Once the Green Communities Designation Grant funds have been fully spent, the Energy
Manager position will be funded through solar lease payments for the carport photovoltaic
installation at the Captains Golf Course. This funding will be used to reimburse the Cape Light
Compact for $409.81/week for 7.5 hours of work. Any cost of living or step increase that occurs
during the term of this MOU will adjust the weekly reimbursement amount accordingly. In
addition, the Town will reimburse the Compact for mileage (at the IRS rate) from the Compact's
office to the requested destination as well as any general reimbursable expenses. These will be
billed monthly to the Town, and payment should be remitted within 45 days.
Duration
This MOU may be modified by mutual consent of authorized officials from Cape Light Compact
JPE and the Town of Brewster. This MOU shall become effective upon signature by the
authorized officials and will remain in effect through December 31, 2023 or until modified or
terminated by any one of the partners by mutual consent. In the absence of mutual agreement
by the authorized officials from Cape Light Compact JPE and the Town of Brewster this MOU
shall end on December 31, 2023.
Contact Information
Cape Light Compact JPE
Margaret T. Downey
Administrator
261 Whites Path, Unit 4, South Yarmouth, MA 02664
508-375-6636
mdowney@capelightcompact.org
Town of Brewster
Peter Lombardi
Town Administrator
2198 Main Street, Brewster, MA 02631
508-896-3701
plombardi@brewster-ma.gov
Date: 12/6/2022
(Signature) U
( rgar T. Downey, Cape Light Compact JPE, Administrator)
Date: 11.(117-7-
(Signature)
(Peter Lombardi, Town of Brewster, Town Administrator)
TOWN OF BREWSTER
2198 MAIN STREET
BREWSTER,MA 02631
PHONE:(508)896-4546
FAX:(508)896-8089
SHELLFISH@TOWN.BREWSTER.MA.US
WWW.TOWN.BREWSTER.MA.US
DEPT. OF NATURAL RESOURCES
SHELLFISH
January 10, 2024
Brewster Selectboard
2198 Main Street
Brewster, MA 02631
Subject: Renewal of Brian Daley’s shellfish culture license for ten years and adding his wife’s name to
the license.
Background: The Brewster Selectboard, under the authority of section 75 of chapter 130 of the
Massachusetts General Laws, granted Brain Daley a lease of .73 acres to cultivate shellfish off Ellis
Landing in Cape Cod Bay
Mr. Daley would like to renew his lease of .73 acres for another ten years. Mr. Daley’s current lease is
due to expire on June 30, 2024. Mr. Daley would also like to add his wife’s name, Marybeth Daley to
the shellfish culture license.
Under the authority of Chapter 130, Section 58 of Massachusetts General Laws, the Selectboard may
renew Shellfish Culture Licenses for terms not exceeding fifteen years.
Recommendation: The Natural Resource Department recommends a ten-year shellfish culture license
renewal to Mr. Daley at the approved site (EL-2) for cultivating shellfish in accordance with his MA
DMF issued propagation permit. The DNR also recommends adding Marybeth Daley to the shellfish
culture license.
Respectfully Submitted,
Ryan Burch
Senior Shellfish & Natural Resource Officer
TOWN OF BREWSTER
DEPARTMENT OF NATURAL RESOURCES
1657 MAIN STREET
BREWSTER,MA 02631
PHONE:(508)896-4546
SHELLFISH@BREWSTER-MA.GOV
WWW.BREWSTER-MA.GOV
January 10, 2024
Brewster Select Board
2198 Main Street
Brewster, MA 02631
Subject: Renewal of Emily Sumner and Tyler Daley’s shellfish culture license.
Background: The Brewster Select Board, under the authority of section 57 of chapter 130 of the
Massachusetts General Laws, granted Ms. Sumner and Mr. Daley a license to lease one acre off Mants
Landing in Cape Cod Bay to cultivate shellfish.
On October 31, 2023, this lease period ended. Ms. Sumner and Mr. Daley are requesting to renew this
license for a period of ten years.
Ms. Sumner and Mr. Daley have maintained an active shellfish grant, complied with State and local
regulations and maintained all shellfish gear.
Under the authority of Chapter 130, Section 58 of Massachusetts General Laws, the Select Board may
renew Shellfish Culture Licenses for a term not exceeding fifteen years.
Recommendation: The Natural Resource Department recommends a ten-year license extension to
lease one acre off Mants Landing to cultivate shellfish as outlined in the propagation permit issued by
MA DMF.
Respectfully submitted,
Ryan Burch
Senior Shellfish & Natural Resource Officer
TOWN OF BREWSTER
2198 MAIN STREET
BREWSTER,MA 02631
PHONE:(508)896-4546
FAX:(508)896-8089
SHELLFISH@TOWN.BREWSTER.MA.US
WWW.TOWN.BREWSTER.MA.US
DEPT. OF NATURAL RESOURCES
SHELLFISH
January 10, 2024
Brewster Selectboard
2198 Main Street
Brewster, MA 02631
Subject: Renewal of Stanley P. and Joseph Werzanski’s shellfish culture license for ten years and
adding his wife’s name to the license.
Background: The Brewster Selectboard, under the authority of section 75 of chapter 130 of the
Massachusetts General Laws, granted Stanley P Werzanski a lease of 2 acres to cultivate shellfish
approximately 1000ft from mean high water off Mant’s Landing in Cape Cod Bay. Mr. Werzanski,
along with his son Joseph have actively used this area since 2008.
Mr. Werzanski would like to address two requests at the same meeting. First, Mr. Werzanski’s would
like to renew his shellfish culture license for another ten-year period. The current lease is due to expire
on July 12, 2025. Second, Mr. Werzanski and would like to add his wife’s name, Mary Werzanski to
the shellfish culture license.
Under the authority of Chapter 130, Section 58 of Massachusetts General Laws, the Selectboard may
renew Shellfish Culture Licenses for terms not exceeding fifteen years.
Recommendation: The Natural Resource Department recommends a ten-year shellfish culture license
renewal to Mr. Werzanski at the approved site (ML-2) for cultivating shellfish in accordance with his
MA DMF issued propagation permit. The DNR also recommends adding Mary Werzanski to the
shellfish culture license.
Respectfully Submitted,
Ryan Burch
Senior Shellfish & Natural Resource Officer
BREWSTER
SHELLFISH CULTURE LICENSE
REGULATIONS
A STATUTORY COMPLIANCE REQUIRED
All shellfish culture licenses (those involving shellfish
seeding or shellfish growing in specific areas) in the Town of
Brewster and all shellfish activity related to the licenses shall
comply with Massachusetts General Laws (MGL) and all local bylaws
and regulations. Licenseholders shall obtain and provide copies to
the Department of Natural Resources of all required permits before
commencing any activities on the licensed area.
B. ELIGIBILITY
Except for those persons who receive the benefit of a
Shellfish Culture License after the death of the licenseholder,
every such licenseholder must be eighteen (18) years of age or
older and must be the holder of a general commercial shellfishing
license issued by the Town of Brewster.
C. APPLICATION AND MANAGEMENT PLAN
At the time of application, the applicant for a licensed
shellfish area must file a management/development plan on the
approved form with the Department of Natural Resources and
Selectmen. Such plan will be evaluated by all reviewing parties in
consideration of licensing said area. Any subsequent changes must
be submitted for review prior to said change. Existing shellfish
cultural licenseholders must file a management plan within sixty
(60) days of the adoption of these regulations.
An application for a Shellfish Culture License or the renewal of
such a license will not be considered unless it is accompanied by
a plan sufficient to locate the license area accurately and to
describe the area metes and bounds.
SHELLFISH CULTURE LICENSE REGULATIONS
Page 3
F. SUSPENSION/REVOCATION
Shellfish Culture Licenses may be suspended or revoked by 'the
Board of Selectmen for failure to comply with Massachusetts General
Law, Division of Marine Fisheries Regulations, Town of Brewster
Bylaws and Regulations, any terms or conditions set forth by. the
Board of Selectmen, the license holder's own management plan or
lack of substantial use of the licensed area.
When a private' shellfish license is discontinued and/or
terminated for any reason, the license holder shall be required to
remove all rafts, racks, floats, boxes, pens, boundary markers and
all other equipment from the waters and substratum within sixty
days from the private shellfish license expiration date. Any and
all equipment not removed within the aforementioned sixty days may
be recovered by the Town at the expense of the license holder.
Licenses will be reviewed annually.
G. STATEMENT OF CLARIFICATION
The Board of Selectmen shall have the right to include in
every shellfish license the following, clarifying statement: "This
license does not grant any property rights. It does not authorise
any injury to private property or any invasion of private rights.
Any use of this license upon privately owned property must proceed
with the assent of the property owner. The issuance of this
license is not a determination of title or ownership, and it is the
responsibility of the grant holder to obtain any required assents
from the property owner before exercising the rights conferred by
this license."
BREWSTER BOARD OF SELECTMEN
ADOPTED: 2/6/95
shellcult.doc
Order Confirmation
Not an Invoice
Account Number:669892
Customer Name:Brewster Board Of Selectmen/Legals
Customer
Address:
Brewster Board Of Selectmen/Legals
2198 Main ST
Town of Brewster
Brewster MA 02631-1852
Contact Name:Andreana Sideris
Contact Phone:
Contact Email:
PO Number:
Date:01/22/2024
Order Number:9764661
Prepayment
Amount:
$ 0.00
Column Count:1.0000
Line Count:68.0000
Height in Inches:0.0000
Print
Product #Insertions Start - End Category
NEO CAP Cape Codder 2 02/02/2024 - 02/09/2024 Govt Public Notices
NEO wickedlocal.com 2 02/02/2024 - 02/09/2024 Govt Public Notices
Total Cash Order Confirmation Amount Due $35.36
Service Fee 3.99%$1.41
Cash/Check/ACH Discount -$1.41
Payment Amount by Cash/Check/ACH $35.36
Payment Amount by Credit Card $36.77
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NAUSET PUBLIC SCHOOLS
FY 2025 STONY BROOK BUDGET WORKSHEET
February 8, 2024
Stony Brook Elementary Dollar
Increase Increase
Budget January 18, 2024 version 1 $ 5,244,140 $ 582,040 12,48%
Salaries - Teachers 5010 $ (12,478)
Salaries Instructional Coordinators 5012 (3,225)
Substitutes 5013 (6,000)
Textbooks/Software/Media 5021 (35,500)
Supplies Instructional Technology 5027 (1,500)
Supplies Custodial 5045 (6,500)
Contracted Services Building* 5048 (14,000)
Contracted Services Equipment 5049 (7,000)
Replacement of Equipment 5109 (8,000)
Contracted Services Legal 5107 (1,000)
*Custodial Salaries (Adding 19 -hr. position) 5041 14,000 % Increase % Increase
Special Education
General Education Increase
Total U dated Budget Februa 8, 2024 Version 2 $ 5,162,937 $ 500,837 10.74% 4.34% 27.19%
NAUSET PUBLIC SCHOOLS
FY 2025 EDDY BUDGET WORKSHEET
February 8, 2024
Eddy Elementary
Budget January 18, 2024 version 1
Dollar
Increase Increase
$ 4,611,211 $ 481,501 11.66%
Regular Day Transportation 7088
Textbooks/Software/Media 7021
Salaries Teachers 7010
Other Student Activity Expense 7040
Total Updated Budget February 8, 2024 Version 2
25,118
(25,000)
(70,347)
(2,000)
Increase Increase
General Education Special Education
$ 4,538,982 $ 409,272 9.91% 4.39% 24.25%
NAUSET PUBLIC SCHOOLS 1/18/2024
FY 2025 BUDGET WORKSHEET ver 1
Stony Brook Elementary
Budget Actual Budget Actual Budget Actual Budget Proposed Dollar %
2020-2021 2020-2021 2021-2022 2021-2022 2022-2023 2022-2023 2023-2024 2024-2025 Increase Increase
Salaries Principals 5001 $98,981 $98,409 $125,377 $138,876 $126,011 $142,348 $145,907 $150,284 $4,377 3.00%
Salaries Secretary 5002 $115,357 $113,786 $117,094 $132,086 $123,551 $130,395 $123,566 $125,121 $1,555 1.26%
Substitutes Secretary 5003 $0 $0 $0 $0 $0 $0 $0 $0 $0 0.00%
Contracted Svcs Office Equipment 5004 $2,500 $2,467 $2,500 $2,566 $2,500 $10,597 $2,600 $10,600 $8,000 307.69%
Supplies General Office 5074 $1,000 $2,054 $1,000 $245 $1,000 $1,070 $250 $500 $250 100.00%
Other Principal Expense 5006 $1,200 $0 $1,200 $3,781 $1,000 $1,467 $0 $500 $500 100.00%
Contracted Svcs Non-Instr Technology 5007 $26,667 $17,040 $26,808 $21,444 $26,103 $19,130 $33,780 $30,461 -$3,319 -9.83%
Supplies Non-Instr Technology 5008 $200 $0 $250 $0 $250 $119 $0 $100 $100 100.00%
Hardware Non-Instr Technology 5009 $0 $0 $0 $628 $0 $1,027 $15,195 $0 -$15,195 -100.00%
$245,905 $233,756 $274,229 $299,626 $280,415 $306,153 $321,298 $317,566 -$3,732 -1.16%
Salaries Teachers 5010 $1,501,271 $1,462,470 $1,549,733 $1,559,804 $1,654,058 $1,607,434 $1,753,613 $1,737,836 -$15,777 -0.90%
Salaries Library/Tech 5104 $11,335 $0 $11,615 $409 $0 $0 $0 $0 $0 0.00%
Stipends Mentor 5011 $1,500 $3,133 $1,800 $1,472 $1,800 $1,803 $1,800 $1,800 $0 0.00%
Tutor Salaries 5080 $0 $8,973 $0 $0 $0 $614 $0 $0 $0 0.00%
Salaries Instruct Coordinators 5012 $12,776 $11,623 $12,776 $5,942 $13,095 $12,136 $12,396 $12,900 $504 4.07%
Substitutes 5013 $22,000 $10,506 $22,000 $22,381 $20,000 $25,800 $20,000 $26,000 $6,000 30.00%
Substitutes Long Term 5014 $30,000 $69,322 $45,000 $38,841 $45,000 $36,486 $40,000 $40,000 $0 0.00%
Salaries Ed Assistants 5015 $220,826 $215,567 $238,713 $310,661 $255,613 $203,554 $167,585 $180,479 $12,894 7.69%
Substitutes Ed Assistants 5016 $4,500 $4,759 $4,500 $3,544 $4,500 $1,694 $3,500 $3,000 -$500 -14.29%
Contracted Svcs Instruction 5017 $0 $0 $0 $0 $0 $0 $0 $0 $0 0.00%
Teacher Stipends 5075 $1,000 $389 $1,000 $1,391 $1,000 $94 $0 $0 $0 0.00%
Substitutes Professional Development 5018 $0 $0 $0 $0 $0 $0 $0 $0 $0 0.00%
Contracted Svcs Prof Development 5019 $2,000 $0 $2,000 $0 $2,000 $2,000 $0 $2,000 $2,000 100.00%
Other Professional Development 5020 $1,500 $1,553 $15,000 $6,083 $15,000 $4,304 $5,000 $4,000 -$1,000 -20.00%
Contracted Services ELL Teacher 5081 $0 $0 $0 $34 $0 $0 $0 $0 $0 0.00%
ELL Travel 5103 $0 $0 $0 $0 $0 $0 $0 $0 $0 0.00%
Contracted Svs Tech Maint & Support 5106 $0 $0 $0 $0 $0 $0 $13,253 $13,710 $457 3.45%
Contracted Svs Elementary Curr. Dir.5111 $0 $0 $0 $0 $0 $0 $7,872 $8,344 $472 6.00%
$1,808,708 $1,788,295 $1,904,137 $1,950,562 $2,012,066 $1,895,919 $2,025,019 $2,030,069 $5,050 0.25%
Textbooks/Software/Media 5021 $16,269 $17,137 $17,500 $3,374 $17,500 $674 $20,000 $54,500 $34,500 172.50%
Other Instructional Material 5022 $15,000 $23,043 $25,000 $42,460 $25,000 $20,352 $25,000 $15,000 -$10,000 -40.00%
Instructional Equipment 5023 $6,000 $6,062 $6,000 $54,630 $6,000 $532 $6,000 $3,000 -$3,000 -50.00%
Supplies General 5024 $15,000 $18,699 $15,000 $28,922 $15,000 $9,599 $15,000 $12,000 -$3,000 -20.00%
Contracted Svcs Other Instructional 5025 $0 $519 $0 $0 $0 $0 $0 $0 $0 0.00%
Contracted Svcs Instr Technology 5026 $12,716 $14,444 $19,313 $29,213 $23,755 $28,825 $26,358 $15,860 -$10,498 -39.83%
Supplies Instrctnl Technology 5027 $1,500 $8,689 $1,500 $8,436 $1,500 $1,500 $2,500 $2,500 $0 0.00%
Instructional Hardware 5028 $0 $40,704 $0 $2,139 $14,707 $0 $41,798 $18,969 -$22,829 -54.62%
Library/Media Instrctnl Hardware 5029 $0 $0 $0 $0 $0 $266 $0 $0 $0 0.00%
Instructional Software 5030 $0 $0 $0 $0 $0 $0 $0 $0 $0 0.00%
Stipend Technology 5106 $720 $0 $720 $0 $0 $0 $0 $0 $0 0.00%
$67,205 $129,297 $85,033 $169,174 $103,462 $61,748 $136,656 $121,829 -$14,827 -10.85%
1
Stony Brook Elementary Budget Actual Budget Actual Budget Actual Budget Proposed Dollar %
2020-2021 2020-2021 2021-2022 2021-2022 2022-2023 2022-2023 2023-2024 2024-2025 Increase Increase
Salaries Guidance & Counseling 5031 $68,829 $71,671 $71,367 $41,304 $41,408 $66,819 $98,940 $79,152 -$19,788 -20.00%
Contracted Svcs Testing 5032 $0 $0 $0 $0 $0 $0 $0 $5,410 $5,410 100.00%
Testing Materials 5033 $750 $566 $750 $0 $750 $669 $300 $750 $450 150.00%
$69,579 $72,237 $72,117 $41,304 $42,158 $67,488 $99,240 $85,312 -$13,928 -14.03%
Salaries Nurse 5034 $78,234 $78,370 $82,991 $65,705 $62,081 $88,362 $90,240 $90,240 $0 0.00%
Substitute Nurse 5035 $750 $1,104 $750 $1,875 $750 $0 $750 $750 $0 0.00%
Contracted Svcs School Physician 5036 $0 $0 $0 $0 $0 $0 $0 $0 $0 0.00%
Supplies Medical 5037 $600 $650 $600 $2,001 $600 $73 $600 $600 $0 0.00%
Other Medical Expenses 5038 $200 $0 $200 $100 $200 $79 $200 $200 $0 0.00%
$79,784 $80,124 $84,541 $69,681 $63,631 $88,514 $91,790 $91,790 $0 0.00%
Regular Day Transportation 5088 $117,261 $108,722 $117,587 $103,899 $122,231 $130,536 $139,319 $145,837 $6,518 4.68%
Transportation Fuel Escalation Charges 5096 $0 $0 $0 $0 $0 $0 $0 $0 $0 0.00%
$117,261 $108,722 $117,587 $103,899 $122,231 $130,536 $139,319 $145,837 $6,518 4.68%
Salaries Cafeteria 5077 $5,000 $14,653 $5,000 $74,000 $14,653 $0 $0 $0 $0 0.00%
Cafeteria Other Expense 5098 $0 $0 $0 $0 $0 $0 $0 $0 $0 0.00%
$5,000 $14,653 $5,000 $74,000 $14,653 $0 $0 $0 $0 0.00%
Other Student Activity Expense 5040 $0 $0 $0 $0 $0 $525 $0 $0 $0 0.00%
$0 $0 $0 $0 $0 $525 $0 $0 $0 0.00%
Salaries Custodial 5041 $127,807 $128,257 $132,765 $123,987 $121,786 $124,475 $128,255 $129,461 $1,206 0.94%
Substitute Custodial 5042 $600 $1,643 $600 $90 $600 $474 $600 $500 -$100 -16.67%
Overtime Custodial 5043 $750 $11,926 $1,000 $1,941 $1,000 $902 $1,000 $500 -$500 -50.00%
Contracted Svcs Custodial 5044 $6,000 $6,176 $6,000 $7,407 $6,000 $12,843 $6,000 $6,000 $0 0.00%
Supplies Custodial 5045 $14,150 $10,326 $14,500 $13,667 $14,799 $13,125 $7,000 $13,500 $6,500 92.86%
Other Custodial Expense 5046 $300 $625 $900 $0 $975 $434 $650 $650 $0 0.00%
Fuel Oil 5053 $97,765 $30,964 $97,765 $52,347 $97,765 $68,808 $97,765 $97,765 $0 0.00%
Electricity 5054 $57,000 $35,955 $57,000 $42,347 $57,000 $44,099 $63,521 $63,521 $0 0.00%
Telephone 5055 $2,582 $1,713 $2,582 $1,652 $2,582 $3,726 $8,800 $8,800 $0 0.00%
$306,954 $227,585 $313,112 $243,438 $302,507 $268,886 $313,591 $320,697 $7,106 2.27%
Contracted Svcs Grounds 5047 $2,000 $0 $2,000 $0 $2,000 $1,063 $2,000 $1,300 -$700 -35.00%
Contracted Svcs Building 5048 $12,000 $28,355 $15,000 $15,651 $17,500 $30,223 $16,000 $30,000 $14,000 87.50%
Contracted Svcs Equipment 5049 $13,000 $1,575 $10,000 $1,138 $12,000 $16,557 $10,000 $17,000 $7,000 70.00%
Contracted Svcs Security 5050 $3,500 $738 $3,500 $1,510 $3,500 $1,326 $2,500 $1,500 -$1,000 -40.00%
$30,500 $30,668 $30,500 $18,299 $35,000 $49,169 $30,500 $49,800 $19,300 63.28%
2
Stony Brook Elementary Budget Actual Budget Actual Budget Actual Budget Proposed Dollar %
2020-2021 2020-2021 2021-2022 2021-2022 2022-2023 2022-2023 2023-2024 2024-2025 Increase Increase
Contracted Svcs Extraordinary Mncte 5051 $750 $2,652 $2,500 $2,664 $2,500 $9,127 $2,500 $2,500 $0 0.00%
$750 $2,652 $2,500 $2,664 $2,500 $9,127 $2,500 $2,500 $0 0.00%
Replacement of Equipment 5109 $0 $0 $0 $0 $0 $10,629 $0 $8,000 $8,000 100.00%
$0 $0 $0 $0 $0 $10,629 $0 $8,000 $8,000 100.00%
SE Teachers Salaries 5056 $272,345 $273,360 $280,620 $251,279 $290,295 $260,900 $279,623 $363,193 $83,570 29.89%
SE Tutors Salaries 5078 $0 $0 $0 $0 $0 $0 $0 $0 $0 0.00%
SE Salaries Speech Therapeutic 5057 $31,803 $40,964 $33,932 $47,054 $51,637 $38,937 $56,503 $86,555 $30,052 53.19%
SE Contracted Svcs OT/PT 5079 $55,475 $55,475 $50,102 $47,270 $47,136 $69,968 $54,096 $64,196 $10,100 18.67%
SE Substitute Teachers 5058 $2,200 $0 $2,000 $731 $2,000 $128 $1,000 $750 -$250 -25.00%
SE Substitutes Long Term 5059 $0 $5,675 $0 $8,215 $0 $33,379 $0 $0 $0 0.00%
SE Salaries Ed Assistants 5060 $258,531 $287,678 $280,974 $294,701 $382,423 $425,684 $381,250 $386,488 $5,238 1.37%
SE Substitutes Ed Assistants 5061 $4,200 $873 $3,500 $5,971 $3,500 $1,775 $3,500 $2,500 -$1,000 -28.57%
SE Contracted Svcs Prof Development 5062 $500 $0 $738 $0 $740 $0 $0 $750 $750 100.00%
$625,054 $664,025 $651,866 $655,221 $777,731 $830,771 $775,972 $904,432 $128,460 16.55%
SE Textbooks/Software/Media 5063 $350 $495 $500 $0 $500 $359 $2,500 $2,500 $0 0.00%
SE Other Instructional Material 5064 $1,000 $3,430 $1,600 $3,490 $3,430 $2,980 $2,500 $2,980 $480 19.20%
SE Supplies General 5065 $250 $643 $400 $823 $400 $48 $400 $400 $0 0.00%
SE Other Instructional Services 5066 $0 $0 $0 $0 $0 $0 $0 $0 $0 0.00%
SE Contracted Svcs Inst Technology 5067 $0 $0 $0 $0 $0 $0 $0 $0 $0 0.00%
SE Supplies Instr Technology 5068 $250 $0 $250 $0 $250 $25 $250 $250 $0 0.00%
SE Instructional Hardware 5069 $0 $0 $0 $0 $0 $0 $0 $0 $0 0.00%
SE Instructional Software 5070 $0 $0 $0 $0 $0 $0 $940 $940 $0 0.00%
$1,850 $4,568 $2,750 $4,313 $4,580 $3,412 $6,590 $7,070 $480 7.28%
SE Salaries Guidance 5071 $60,594 $59,116 $61,806 $61,957 $52,728 $104,614 $106,838 $107,697 $859 0.80%
SE Guidance Travel 5073 $100 $0 $0 $0 $0 $0 $0 $0 $0 0.00%
SE Testing Materials 5072 $1,750 $2,013 $1,500 $1,306 $500 $693 $500 $693 $193 38.60%
SE Contracted Services Testing 5084 $0 $348 $0 $80 $0 $1,350 $0 $1,350 $1,350 100.00%
$62,444 $61,477 $63,306 $63,343 $53,228 $106,657 $107,338 $109,740 $2,402 2.24%
SE Contracted Svcs Psychological 5105 $10,000 $15,688 $12,500 $4,902 $12,500 $2,344 $5,000 $5,000 $0 0.00%
$10,000 $15,688 $12,500 $4,902 $12,500 $2,344 $5,000 $5,000 $0 0.00%
SE Summer School Transportation 5090 $0 $0 $0 $0 $0 $0 $4,915 $4,915 $0 0.00%
SE Transportation 5091 $65,235 $60,100 $64,511 $60,215 $80,491 $82,258 $84,856 $89,287 $4,431 5.22%
SE Out of District Transportation 5092 $0 $0 $0 $0 $0 $0 $30,576 $36,786 $6,210 20.31%
$65,235 $60,100 $64,511 $60,215 $80,491 $82,258 $120,347 $130,988 $10,641 8.84%
3
Stony Brook Elementary Budget Actual Budget Actual Budget Actual Budget Proposed Dollar %
2020-2021 2020-2021 2021-2022 2021-2022 2022-2023 2022-2023 2023-2024 2024-2025 Increase Increase
Transportation--McKinney Vento 5102 $1,500 $16,188 $0 $6,025 $0 $39,650 $0 $0 $0 0.00%
$1,500 $16,188 $0 $6,025 $0 $39,650 $0 $0 $0 0.00%
SE PreSchool Tuition 5087 $437,454 $361,704 $355,631 $264,942 $367,845 $0 $371,906 $458,635 $86,729 23.32%
SE Out of District Tuition 5097 $0 $0 $0 $12,000 $0 $14,375 $56,160 $95,200 $39,040 69.52%
SE Extended School Year Tuition 5093 $8,500 $8,779 $9,100 $9,100 $14,574 $14,574 $2,880 $14,574 $11,694 406.04%
SE Tuition Other Districts 5110 $0 $0 $0 $0 $67,512 $25,444 $0 $0 $0 0.00%
$445,954 $370,483 $364,731 $286,042 $449,931 $54,393 $430,946 $568,409 $137,463 31.90%
SE Collaborative Assessment 5094 $224 $218 $213 $222 $225 $225 $225 $225 $0 0.00%
SE Tuition Collaborative 5095 $0 $0 $0 $0 $0 $0 $0 $0 $0 0.00%
$224 $218 $213 $222 $225 $225 $225 $225 $0 0.00%
Salary Committee Secretary 5082 $490 $425 $491 $857 $500 $775 $805 $853 $48 5.96%
Contracted Services Legal 5107 $5,000 $880 $5,000 $336 $5,000 $84 $1,000 $1,000 $0 0.00%
Contracted Services Professional 5108 $0 $0 $0 $0 $0 $0 $0 $0 $0 0.00%
Other School Committee Expense 5083 $400 $116 $800 $830 $800 $1,735 $800 $1,735 $935 116.88%
$5,890 $1,421 $6,291 $2,023 $6,300 $2,594 $2,605 $3,588 $983 37.74%
Salary Technology Support 5114 $0 $0 $0 $0 $0 $0 $0 $0 $0 0.00%
$0 $0 $0 $0 $0 $0 $0 $0 $0 0.00%
Salaries Central Office 5086 $156,905 $157,140 $152,208 $152,837 $164,277 $162,743 $163,072 $179,379 $16,307 10.00%
Other Central Office Expense 5085 $15,572 $15,185 $15,449 $14,668 $17,454 $16,648 $29,983 $32,981 $2,998 10.00%
$172,477 $172,325 $167,657 $167,505 $181,731 $179,391 $193,055 $212,360 $19,305 10.00%
CIRCUIT BREAKER FY17 5087 $0 $0 $0 $0 $0 $116,692 $0 $0
CIRCUIT BREAKER FY18 5097 $0 $0 $0 $0 $0 $0 $0 $0
CIRCUIT BREAKER FY20 5087 -$67,750 $0 $0 $0 $0 $0 $0 $0
CIRCUIT BREAKER FY22 5087 -$150,500 $0 $0 $0
CIRCUIT BREAKER FY23 5087 $0 $0 -$42,460 $0
CIRCUIT BREAKER FY24 5087 $0 -$16,683
RESERVED FOR NEGOTIATION $0 $0 $0 $0 $0 $0 $2,803 $195,845
PRE PAYMENT FY23 PRE K 5087 -$50,000 $0
TUITION REVOLVING 5097 -$50,234 -$50,234
GRAND TOTAL $4,054,524 $4,054,482 $4,222,581 $4,222,458 $4,394,840 $4,307,081 $4,662,100 $5,244,140 $582,040 12.48%
Regular Day $2,904,123 $2,860,314 $3,056,413 $3,140,152 $3,160,354 $3,068,085 $3,355,771 $3,581,605 $225,834 6.73%
SPED $1,150,401 $1,194,168 $1,166,168 $1,082,306 $1,234,486 $1,238,996 $1,306,329 $1,662,535 $356,206 27.27%
4
Page 1 of 8
STONY BROOK ELEMENTARY SCHOOL
FY ’25 BUDGET
LINE ITEM DESCRIPTIONS & JUSTIFICATIONS
Ver. 1 1-18-24
Acct # Description ___________________________
#5001 Salaries Principal $150,284
Compensation for principal position per current contract.
#5002 Salaries Secretary $125,121
Compensation for full-time Office/Data Administrative Assistant in the office and
the Administrative Assistant to the Principal
#5004 Contracted Services Office Equipment $10,600
Lease, maintenance, and toner costs for office copier along with the postage meter.
Reflects actual account from which copy machine lease expense is taken.
#5074 Supplies General Office $500
Office supplies such as postage, printer cartridges, and general supplies
#5006 Other Principal Expenses $500
Expenses include ASCD membership and student incentives (Sea Stars/Birthdays)
#5007 Contracted Services Non/Instructional Technology $30,461
Adobe Sign/Cloud Suite $550
Aspen $1,950
Atlas $840
CrisisGo $430
Entrusted Email $150
Filewave $2,500
Entrusted Email $150
Gaggle Archiving $660
Google Education Plus $870
Incident IQ $850
Kajeet Hotspots $100
Open Architects $2,787
Open Cape - Internet $5,235
Open Cape - TLS $3,219
Panorama $2,400
Parentsquare $1,080
PDQ $165
Raptor $605
Securly Web Filtering $1,150
SNAP $900
Sophos Anti Virus (computers/servers) $1,800
Teachpoint $940
TEC Student Data Privacy Alliance $225
Unified Talent SmartFind Express $400
Veeam Backup Cloud Licenses $260
Wasabi Cloud Backup Storage $245
Total $30,461
Page 2 of 8
Acct # Description
#5008 Supplies Non-Instructional Technology $100
Reflects cost for laser cartridges for office printer.
#5010 Salaries Teachers $1,737,836
This salary account funds teachers’ contract salaries including step increases and longevity.
Budgeted amount includes 12 classroom teachers, (4 kindergarten; 4 grade one; and 4 grade two),
all or a portion of specialist teachers, 1 EL teacher, 0.5 music teacher, 0.5 art teacher, 1 FTE
technology/library teacher, 1 FTE physical education teacher, and a portion of reading specialist
and intervention teachers.
#5011 Stipends Mentor $1,800
Anticipated need for the equivalent of three mentors and partial mentors for year 2/3 staff.
#5012 Salaries Instructional Coordinators $12,900
Teacher stipends for (1) ELA Subject Coordinator, (1) Math Subject Coordinator,
(1) Data Coordinator/NTSS position, and (1) Technology Subject Coordinator.
#5013 Substitutes $26,000
This account funds substitutes for teachers/staff listed in #5010.
#5014 Substitutes Long Term $40,000
Based upon actuals from prior years and with a possible maternity leave(s).
#5015 Salaries Educational Assistants $180,479
This account reflects salaries for kindergarten EA support and coverage of all duties.
#5016 Substitutes Educational Assistants $3,000
Substitute compensation for educational assistants.
#5019 Contracted Services - Professional Development $2,000
Funding to provide opportunities for teachers/staff to attend workshops directly related to their
areas of instruction. Funding for outside consultants and agencies.
#5020 Other Professional Development $4,000
Funding to provide opportunities for teachers/staff to attend workshops directly related to their
areas of instruction. Continued work in Deep Learning and Creative Learning.
#5106 Contracted Services Technology Maintenance and Support $13,710
Funds Stony Brook’s portion of the Region’s elementary schools’ technology and maintenance
support personnel to address contracted services provided by our IT team for technology. Line
item is based on the October 1st enrollment for the elementary schools.
#5111 Contracted Services – Elementary Curriculum Director $8,344
Funding for the Elementary Curriculum Coordinator position that was created several years ago.
This represents Stony Brook’s portion of the cost. Line item is based on the October 1st
enrollment for the elementary schools.
Page 3 of 8
Acct # Description
#5021 Textbooks/Software/Media $54,500
Includes funding for a new K-2 reading/language program (additional funding possible
through a grant). Funding also includes any other textbooks/software for core content areas;
Mystery Science and Elipsis (DLCS software).
#5022 Other Instructional Material $15,000
Consumable instructional materials including materials to support MA Curriculum Frameworks.
This account also funds materials requisitioned by each of the specialists and for new books in
the Stony Brook library. Based upon prior actuals.
#5023 Instructional Equipment $3,000
Other equipment needed for general education classrooms.
#5024 General Supplies $12,000
This account is used to purchase supplies used for teachers and staff to function on a day-to-day
basis. Based upon actual expenditures from prior years.
#5025 Contracted Services Other Instructional $0
Costs of any programs/field trips that cannot be afforded by students will be paid by PTO.
#5026 Contracted Services Instructional Technology $15,860
Includes all software licenses outlined below.
Book Creator $300
Destiny Follett $1,400
Learning A-Z $2,100
Learning Ally $1,300
Lexia $4,400
Quizlet Plus $40
Read Naturally $190
Read & Write (Text Help) $480
Seesaw $1,480
SLP Now $260
Smart Learning Suite $600
Starfall $370
Typetastic $390
Zearn $2,550
Total Instructional Software $15,860
Page 4 of 8
Acct # Description
#5027 Supplies Instructional Technology $2,500
Operating, repair, and replacement supplies for technology (e.g., iPad repairs, cartridges for laser
printers, light bulbs for Smart Boards, USB Cable wires, and replacement of iPad cases).
#5028 Instructional Hardware $18,969
All schools are beginning the process of a device replacement cycle. Stony Brook will replace
some iPads and several SmartBoards and Hovercams. Capital Plan funding will be necessary for
the costs beyond this dollar amount and will be used to replace computers in our lab.
______________________________________________________________________________
#5031 Salaries Guidance & Counseling $79,152
Salary of 80% adjustment counselor.
#5032 Contracted Services Testing $5,410
Funding to pay for assessment platforms such as i-Ready, DESSA, and DIBELS.
#5033 Testing Materials $750
Diagnostic forms and rating scales related to assessing non-special education students.
______________________________________________________________________________
#5034 Salaries Nurse $90,240
Salary for a full-time nurse. Includes three days compensation for summer hours for the purpose
of preparing student files, and connecting with teachers who have students with significant
medical needs.
#5035 Substitute Nurse $750
Substitutes to cover any absences of the nurse.
#5037 Supplies Medical $600
Medical supplies for the health office.
#5038 Other Medical Expenses $200
Job related expenses and related opportunities for professional development.
#5088 Regular Day Transportation $145,837
Amount represents increase from the CCC over anticipated costs this year.
#5077 Salaries Cafeteria $0
This line item covered any potential deficits in the Cafeteria Revolving Account. In FY25, the
Revolving Account will be able to cover the cost of cafeteria salaries with current revenues and
reserve funding.
#5098 Cafeteria – Other Expense $0
Additional cost of clothing allowance per contract. Funded in the Cafeteria Revolving Account
in FY25.
Page 5 of 8
Acct # Description
5041 Salaries Custodial _ $129,461
Salaries for 2 FTE custodian and 50% of Facilities Director’s salary. Clothing allowance per
contract is included in this line item.
#5042 Substitute Custodial $500
Compensation for custodial substitutes.
#5043 Overtime Custodial $500
Funds overtime when needed. Reduction due to YMCA schedule.
#5044 Contracted Services - Custodial $6,000
Cost for trash removal, recycling, and recycling of hazardous materials--Nauset Disposal.
Addition of contract for single stream recycling.
#5045 Supplies Custodial $13,500
Cost of paper goods, cleaning supplies, vacuum supplies, plastic liners, ice melt, tools,
lightbulbs, ballasts, and wax/wax remover. Increase reflects prior year actuals.
#5046 Other Custodial Expenses $650
Contractual stipend for day custodian when head custodian is absent.
#5053 Fuel Oil $97,765
Estimated fuel cost for FY25 projection. Line item is level funded.
#5054 Electricity $63,521
Electrical cost for FY25 projection. Line item is level funded.
#5055 Telephone $8,800
Amount reflects the change in the telephone services to a voice over IP system.
______________________________________________________________________________
#5047 Contracted Services Grounds $1,300
Includes expenses for grounds maintenance and repairs ($475), the sprinkler system; annual
playground inspection ($500); insect treatment; mulch, and general landscaping. Building
Rental Revolving Account helps to offset some of these costs.
#5048 Contracted Services Building $30,000
Preventative maintenance of entire pneumatic system, air handler units, exhaust fans, unit
ventilators, and air conditioners. Includes air quality testing, technical maintenance expenses,
plumbing, electrical and HVAC. Additional costs to be funded from the Building Rental
Revolving Account and/or the Capital Plan. Reflects actuals from prior years.
Page 6 of 8
Acct # Description
#5049 Contracted Services Equipment $17,000
This account funds: inspection of kitchen hood, suppression system, fire extinguisher re-tag,
pumping of septic tank & grease trap, fire panel repair, locksmith repairs, State-required yearly
boiler & pressure vessel inspection, State-required yearly lift inspection. Additional costs to be
funded from the Building Rental Revolving Account and/or the Capital Plan.
#5050 Contracted Services Security $1,500
This account funds: annual fire alarm testing, yearly monitoring of panic device, daily
monitoring and test of fire alarm, daily monitoring and test of security system, and contracted
services for security system. Reflects actuals from prior years.
______________________________________________________________________________
#5051 Contracted Services Extraordinary Maintenance $2,500
This account funds addition unexpected costs with equipment/building maintenance.
#5109 Replacement of Equipment $8,000
Funding for additional custodial equipment [vacuum, buffer, floor scrubber, etc.]
______________________________________________________________________________
#5056 SE Teachers Salaries $363,193
Three (4.0 FTE) special education teachers’ salaries including step increases and longevity.
The fourth teacher was added in FY24 due to increase student needs and additional low-
incidence disabilities that require specialized instruction and programming.
#5057 Salaries Medical Therapeutic $86,555
Speech and Language Pathologist salary. Full-time salary.
#5079 SE Contracted Services Medical/Therapeutic $64,196
Occupational Therapist and Physical Therapist costs. Shared across the district.
#5058 SE Substitute Teachers $750
Substitute compensation for special needs teachers.
#5060 SE Salaries Educational Assistants $386,488
This account reflects salaries and longevity for 10.89 FTE special needs educational assistants
including 1:1 educational assistants and inclusion educational assistants.
#5061 SE Substitutes Educational Assistants $2,500
Substitute coverage for special needs educational assistants.
#5062 SE Contracted Services Professional Development $750
Any additional professional development specific to special education staff.
______________________________________________________________________________
Page 7 of 8
Acct # Description
#5063 SE Textbooks/Software/Media $2,500
Purchase of textbooks, workbooks, instructional materials, and software for SE students.
#5064 SE Other Instructional Materials $2,980
SE Instructional Materials. Based upon prior year actuals student need.
#5065 SE Supplies General $400
General supplies for special education teachers, educational assistants, and SLP.
#5068 SE Supplies - Instructional Technology $250
SE Instructional Technology general supplies to meet the needs of students and staff.
#5070 Contracted Service- SE Instructional Technology $940
Cost for special education software/app licenses – keyboarding, Boardmaker, and
News2You applications to meet IEP goals and objectives.
____________________________________________________________________________
#5071 SE Salaries Guidance $107,697
Salary of 1.0 FTE School Psychologist/Team Chair.
#5073 SE Guidance Travel $0
Eliminated from the budget for this year based upon prior year actuals.
#5072 SE Testing Materials $693
Testing materials used in the evaluation process. Update and replace current materials
#5084 SE Contracted Svcs - Testing $1,350
Contracted services for special education students that need outside evaluations.
______________________________________________________________________________
#5105 SE Contracted Svcs Psychological $5,000
Contracted services for special education students that need outside psychological
evaluations. Based upon prior year actuals.
______________________________________________________________________________
#5090 Special Education – Summer School Transportation $4,915
This account funds summer transportation for Brewster residents with significant special needs.
#5091 Special Education Transportation $89,287
This account funds transportation for Brewster residents with significant special needs.
#5092 SE Out of District Transportation $36,786
This account funds out of district students’ transportation. Represents cost for a student who is
being educated in a program off-Cape.
Page 8 of 8
Acct # Description _________________________
#5102 Transportation-McKinney-Vento $0
This line item funds the cost to transport students who are homeless. No funding requested in
FY25.
______________________________________________________________________________
#5087 SE Preschool Tuition $458,635
This account pays for Brewster students attending the Nauset Integrated Preschool Program
located in Stony Brook Elementary School. Slight increase of costs with the full day program
and with three PK classrooms in Brewster.
#5097 SE Out of District Tuition $95,200
This line item funds the tuition cost for a student in a program off-Cape.
#5093 SE - Extended School Year $14,574
Costs for extended school year for SE students. Pays for a portion of summer tutoring costs.
#5094 SE Collaborative Assessment $225
Fee to be a member of the Cape Cod Collaborative based on student enrollment.
#5095 SE Tuition Collaborative $0
No students currently projected attending the Cape Cod Collaborative in FY25.
#5082 Salary Committee Secretary $853
This account funds the School Committee secretary.
#5107 Contracted Services – Legal $1,000
Ongoing legal costs for consultation on legal issues.
#5083 Other School Committee Expense $1,735
Provides two registrations for the annual MASC conference.
______________________________________________________________________________
#5086 Salaries Central Office $179,379
Stony Brook’s portion of overhead costs for CO salaries. Line item is estimated at this time
pending the approval of the Central Office Budget. See separate section of the budget for details.
#5085 Other Central Office Expense $32,981
Stony Brook’s portion of overhead costs for CO expenses. Line item is estimated at this time
pending the approval of the Central Office Budget. See separate section of the budget for details.
NAUSET PUBLIC SCHOOLS 1/18/2024
FY 2025 BUDGET WORKSHEET ver 1
Eddy Elementary
Budget Actual Budget Actual Budget Actual Proposed Proposed Dollar %
2020-2021 2020-2021 2021-2022 2021-2022 2022-2023 2022-2023 2023-2024 2024-2025 Increase Increase
Salaries Principals 7001 $129,273 $130,904 $133,522 $134,232 $126,011 $133,000 $136,325 $140,415 $4,090 3.00%
Salaries Secretary 7002 $97,295 $97,056 $103,577 $119,520 $110,662 $104,340 $108,238 $111,715 $3,477 3.21%
Substitutes Secretary 7003 $300 $228 $300 $0 $0 $128 $300 $500 $200 66.67%
Contracted Svcs Office Equipment 7004 $1,500 $528 $1,800 $3,639 $1,800 $3,549 $1,800 $2,000 $200 11.11%
Supplies General Office 7074 $1,000 $632 $800 $683 $800 $4,930 $800 $2,000 $1,200 150.00%
Other Principal Expense 7006 $1,500 $658 $1,500 $1,330 $1,000 $4,589 $1,000 $1,500 $500 50.00%
Contracted Svcs Non-Instr Technology 7007 $26,800 $18,466 $26,843 $19,681 $26,013 $18,908 $17,201 $30,461 $13,260 77.09%
Supplies Non-Instr Technology 7008 $0 $0 $0 $2,380 $0 $0 $0 $0 $0 0.00%
Hardware Non-Instr Technology 7009 $0 $0 $0 $0 $0 $1,027 $15,000 $0 -$15,000 -100.00%
$257,668 $248,472 $268,342 $281,465 $266,286 $270,471 $280,664 $288,591 $7,927 2.82%
Salaries Teachers 7010 $1,396,566 $1,404,326 $1,460,737 $1,439,633 $1,603,677 $1,635,694 $1,701,474 $1,710,189 $8,715 0.51%
Salaries Librarian 7104 $0 $0 $0 $0 $0 $0 $0 $0 $0 0.00%
Stipends Mentor 7011 $1,100 $1,073 $1,100 $2,037 $1,100 $1,188 $1,100 $1,100 $0 0.00%
Tutor Salaries 7079 $8,746 $303 $3,500 $0 $0 $0 $0 $1,500 $1,500 100.00%
Salaries Instruct Coordinators 7012 $11,340 $11,624 $11,340 $8,913 $11,500 $12,136 $11,500 $11,500 $0 0.00%
Substitutes 7013 $11,500 $13,051 $11,500 $15,213 $13,000 $24,642 $15,000 $17,000 $2,000 13.33%
Substitutes Long Term 7014 $0 $28,918 $10,000 $52,241 $10,000 $17,078 $10,000 $10,000 $0 0.00%
Salaries Ed Assistants 7015 $70,759 $45,697 $67,411 $72,797 $75,538 $70,465 $63,855 $0 -$63,855 -100.00%
Substitutes Ed Assistants 7016 $1,000 $346 $1,000 $810 $1,000 $10,054 $1,000 $0 -$1,000 -100.00%
Contracted Svcs Instruction 7017 $0 $0 $0 $0 $0 $0 $0 $0 $0 0.00%
Substitutes Professional Development 7018 $2,000 $0 $2,000 $0 $2,000 $0 $2,000 $0 -$2,000 -100.00%
Contracted Svcs Prof Development 7019 $1,000 $0 $1,000 $3,880 $1,000 $1,385 $1,000 $1,000 $0 0.00%
Other Professional Development 7020 $0 $167 $0 $310 $0 $0 $6,000 $8,000 $2,000 33.33%
Stipends Teachers 7075 $735 $0 $0 $339 $0 $0 $0 $0 $0 0.00%
ELL Travel 7103 $0 $0 $0 $0 $0 $0 $0 $0 $0 0.00%
Contracted Svs Tech Maint & Support 7110 $0 $0 $0 $0 $0 $0 $13,253 $13,710 $457 3.45%
Contracted Svs Elementary Curr. Dir.7111 $0 $0 $0 $0 $0 $0 $7,872 $8,344 $472 6.00%
$1,504,746 $1,505,505 $1,569,588 $1,596,173 $1,718,815 $1,772,642 $1,834,054 $1,782,343 -$51,711 -2.82%
Textbooks/Software/Media 7021 $15,000 $7,688 $16,000 $13,139 $16,000 $5,242 $5,133 $34,950 $29,817 580.89%
Other Instructional Material 7022 $11,500 $3,479 $10,000 $9,859 $10,000 $9,262 $15,000 $13,000 -$2,000 -13.33%
Instructional Equipment 7023 $18,000 $9,718 $18,500 $27,250 $8,000 $6,457 $9,000 $9,500 $500 5.56%
Supplies General 7024 $9,500 $3,107 $9,500 $7,113 $15,000 $3,613 $14,000 $12,000 -$2,000 -14.29%
Contracted Svcs Other Instructional 7025 $0 $0 $0 $0 $0 $0 $0 $0 $0 0.00%
Contracted Svcs Instr Technology 7026 $13,879 $12,099 $14,129 $30,741 $20,589 $26,403 $0 $19,280 $19,280 100.00%
Supplies Instrctnl Technology 7027 $6,000 $3,697 $6,000 $6,076 $3,000 $1,875 $3,000 $3,000 $0 0.00%
Instructional Hardware 7028 $0 $42,566 $0 $29,904 $14,000 $0 $0 $0 $0 0.00%
Library/Media Instrctnl Hardware 7029 $0 $0 $0 $0 $0 $0 $0 $0 $0 0.00%
Instructional Software 7030 $0 $0 $0 $0 $0 $0 $0 $0 $0 0.00%
$73,879 $82,354 $74,129 $124,082 $86,589 $52,852 $46,133 $91,730 $45,597 98.84%
1
Eddy Elementary Budget Actual Budget Actual Budget Actual Proposed Proposed Dollar %
2020-2021 2020-2021 2021-2022 2021-2022 2022-2023 2022-2023 2023-2024 2024-2025 Increase Increase
Salaries Guidance & Counseling 7031 $60,001 $59,775 $91,544 $71,912 $93,934 $93,934 $96,120 $96,120 $0 0.00%
Contracted Svcs Testing 7032 $0 $0 $0 $0 $0 $0 $0 $12,160 $12,160 100.00%
Testing Materials 7033 $300 $0 $300 $0 $300 $0 $300 $300 $0 0.00%
$60,301 $59,775 $91,844 $71,912 $94,234 $93,934 $96,420 $108,580 $12,160 12.61%
Salaries Nurse 7034 $69,554 $69,148 $80,892 $81,147 $84,754 $86,128 $91,477 $95,134 $3,657 4.00%
Substitute Nurse 7035 $1,500 $2,596 $1,500 $525 $1,050 $1,793 $1,500 $1,500 $0 0.00%
Contracted Svcs School Physician 7036 $0 $0 $0 $0 $0 $0 $0 $0 $0 0.00%
Supplies Medical 7037 $650 $560 $650 $498 $650 $598 $650 $949 $299 45.95%
Other Medical Expenses 7038 $600 $479 $650 $155 $900 $255 $900 $900 $0 0.00%
$72,304 $72,783 $83,692 $82,325 $87,354 $88,774 $94,527 $98,483 $3,956 4.18%
Regular Day Transportation 7088 $117,261 $108,722 $117,587 $103,899 $122,231 $130,265 $139,319 $120,720 -$18,599 -13.35%
Transportation Fuel Escalation Charges 7096 $0 $0 $0 $0 $0 $0 $0 $0 $0 0.00%
$117,261 $108,722 $117,587 $103,899 $122,231 $130,265 $139,319 $120,720 -$18,599 -13.35%
Salaries Cafeteria 7076 $0 $4,888 $5,000 $0 $5,000 $0 $0 $0 $0 0.00%
Cafeteria Other Expense 7098 $700 $31 $700 $0 $700 $0 $0 $0 $0 0.00%
$700 $4,919 $5,700 $0 $5,700 $0 $0 $0 $0 0.00%
Other Student Activity Expense 7040 $1,000 $99 $1,000 $249 $0 $52 $0 $4,000 $4,000 100.00%
$1,000 $99 $1,000 $249 $0 $52 $0 $4,000 $4,000 100.00%
Custodial Salaries 7041 $162,001 $162,230 $165,176 $132,635 $123,889 $104,772 $109,228 $119,223 $9,995 9.15%
Substitute Custodial 7042 $1,000 $0 $1,000 $291 $1,000 $4,579 $1,000 $1,000 $0 0.00%
Overtime Custodial 7043 $200 $318 $500 $1,304 $500 $1,053 $500 $500 $0 0.00%
Contracted Svcs Custodial 7044 $4,800 $5,509 $5,100 $9,089 $5,100 $7,034 $7,000 $8,000 $1,000 14.29%
Supplies Custodial 7045 $10,500 $10,154 $10,000 $10,182 $10,000 $5,027 $10,000 $10,000 $0 0.00%
Other Custodial Expense 7046 $300 $0 $300 $0 $650 $314 $350 $500 $150 42.86%
Natural Gas 7053 $39,107 $29,601 $39,107 $26,043 $39,107 $33,607 $58,661 $58,661 $0 0.00%
Electricity 7054 $57,000 $38,533 $57,000 $40,661 $57,000 $47,000 $60,992 $60,992 $0 0.00%
Telephone 7055 $3,466 $1,376 $3,466 $1,310 $3,466 $3,480 $7,500 $7,500 $0 0.00%
$278,374 $247,721 $281,649 $221,515 $240,712 $206,866 $255,231 $266,376 $11,145 4.37%
2
Eddy Elementary Budget Actual Budget Actual Budget Actual Proposed Proposed Dollar %
2020-2021 2020-2021 2021-2022 2021-2022 2022-2023 2022-2023 2023-2024 2024-2025 Increase Increase
Contracted Svcs Grounds 7047 $2,000 $2,517 $2,000 $526 $2,000 $0 $2,000 $1,000 -$1,000 -50.00%
Contracted Svcs Building 7048 $13,000 $13,064 $15,000 $14,388 $17,500 $36,798 $19,500 $19,000 -$500 -2.56%
Contracted Svcs Equipment 7049 $14,000 $4,842 $14,000 $15,318 $14,000 $13,117 $14,500 $15,000 $500 3.45%
Contracted Svcs Security 7050 $3,000 $1,852 $2,700 $3,418 $2,700 $790 $3,500 $3,500 $0 0.00%
$32,000 $22,275 $33,700 $33,650 $36,200 $50,705 $39,500 $38,500 -$1,000 -2.53%
Contracted Svcs Extraordinary Mncte 7051 $0 $19,712 $0 $8,910 $0 $1,609 $0 $0 $0 0.00%
$0 $19,712 $0 $8,910 $0 $1,609 $0 $0 $0 0.00%
Replacement of Equipment 7109 $0 $0 $0 $0 $0 $7,221 $0 $0 $0 0.00%
$0 $0 $0 $0 $0 $7,221 $0 $0 $0 0.00%
SE Teachers Salaries 7056 $344,979 $345,787 $357,272 $344,877 $330,605 $322,383 $342,937 $355,287 $12,350 3.60%
SE Tutors Salaries 7080 $1,000 $76 $500 $0 $0 $0 $0 $0 $0 0.00%
SE Contracted Services Tutors 7077 $0 $0 $0 $0 $0 $0 $2,000 $2,000 $0 0.00%
SE Salaries Speech Therapeutic 7057 $98,500 $98,500 $102,866 $100,683 $102,791 $102,791 $104,943 $172,360 $67,417 64.24%
SE Contracted Svcs OT/PT 7078 $49,743 $49,743 $64,503 $54,254 $66,048 $63,847 $66,840 $114,840 $48,000 71.81%
SE Substitute Teachers 7058 $2,500 $410 $2,500 $1,163 $2,500 $1,525 $3,000 $6,000 $3,000 100.00%
SE Substitutes Long Term 7059 $0 $0 $0 $0 $0 $0 $0 $0 $0 0.00%
SE Salaries Ed Assistants 7060 $338,500 $345,199 $339,134 $352,822 $330,786 $355,085 $448,600 $485,309 $36,709 8.18%
SE Substitutes Ed Assistants 7061 $6,000 $5,420 $6,000 $12,465 $6,000 $3,429 $6,000 $8,000 $2,000 33.33%
SE Contracted Svcs Prof Development 7062 $500 $0 $800 $658 $800 $0 $800 $3,000 $2,200 275.00%
$841,722 $845,135 $873,575 $866,922 $839,530 $849,060 $975,120 $1,146,797 $171,677 17.61%
SE Textbooks/Media/Software 7063 $1,550 $999 $2,000 $4,447 $2,000 $1,766 $2,000 $2,000 $0 0.00%
SE Other Instructional Material 7064 $1,800 $367 $1,800 $1,825 $1,200 $3,822 $1,200 $6,043 $4,843 403.56%
SE Supplies General 7065 $500 $166 $500 $22 $500 $1,012 $500 $1,012 $512 102.40%
SE Other Instructional Services 7066 $0 $0 $0 $0 $0 $0 $0 $0 $0 0.00%
SE Contracted Svcs Inst Technology 7067 $0 $0 $0 $0 $0 $0 $0 $0 $0 0.00%
SE Supplies Instr Technology 7068 $750 $299 $500 $458 $500 $29 $500 $500 $0 0.00%
SE Instructional Hardware 7069 $800 $2,415 $500 $0 $500 $281 $500 $500 $0 0.00%
SE Instructional Software 7070 $0 $0 $0 $0 $0 $0 $940 $940 $0 0.00%
$5,400 $4,246 $5,300 $6,752 $4,700 $6,910 $5,640 $10,995 $5,355 94.94%
SE Salaries Guidance 7071 $98,573 $98,594 $100,544 $33,239 $52,728 $104,614 $106,838 $109,828 $2,990 2.80%
SE Guidance Travel 7073 $0 $0 $0 $0 $0 $0 $0 $0 $0 0.00%
SE Testing Materials 7072 $2,000 $0 $500 $2,259 $500 $1,315 $1,000 $4,148 $3,148 314.80%
SE Contracted Services Testing 7084 $0 $2,734 $0 $1,839 $0 $1,900 $2,000 $2,000 $0 0.00%
$100,573 $101,328 $101,044 $37,337 $53,228 $107,829 $109,838 $115,976 $6,138 5.59%
SE Contracted Svcs Psychological 7087 $3,000 $5,846 $3,000 $20,071 $3,000 $1,406 $3,500 $2,500 -$1,000 -28.57%
$3,000 $5,846 $3,000 $20,071 $3,000 $1,406 $3,500 $2,500 -$1,000 -28.57%
3
Eddy Elementary Budget Actual Budget Actual Budget Actual Proposed Proposed Dollar %
2020-2021 2020-2021 2021-2022 2021-2022 2022-2023 2022-2023 2023-2024 2024-2025 Increase Increase
Special Needs Transportation 7089 $25,902 $0 $25,614 $27,971 $31,959 $32,706 $33,692 $35,451 $1,759 5.22%
SE Summer School Transportation 7090 $5,600 $5,600 $7,900 $0 $5,600 $0 $3,535 $3,535 $0 0.00%
SE Out of District Transportation 7092 $0 $30,995 $22,000 $17,549 $22,000 $22,003 $0 $50,000 $50,000 100.00%
$31,502 $36,595 $55,514 $45,520 $59,559 $54,709 $37,227 $88,986 $51,759 139.04%
Transportation--McKinney Vento 7102 $0 $18,563 $0 $1,875 $0 $0 $11,340 $0 -$11,340 -100.00%
$0 $18,563 $0 $1,875 $0 $0 $11,340 $0 -$11,340 -100.00%
SE Extended School Year Tuition (ESY)7093 $17,300 $17,869 $23,674 $0 $26,619 $26,619 $4,506 $26,619 $22,113 490.75%
SE Collaborative Assessment 7094 $247 $215 $212 $212 $214 $214 $214 $214 $0 0.00%
SE Tuition Collaborative 7095 $0 $81,721 $51,312 $57,000 $57,000 $0 $0 $0 $0 0.00%
SE Out of District Tuition (ESY)7097 $383,043 $260,240 $0 $0 $0 $0 $0 $80,000 $80,000 100.00%
SE Tuition Public Schools 7106 $0 $0 $0 $0 $0 $0 $25,444 $0 -$25,444 -100.00%
$400,590 $360,045 $75,198 $57,212 $83,833 $26,833 $30,164 $106,833 $76,669 254.17%
Salary Committee Secretary 7082 $490 $172 $490 $674 $593 $785 $805 $875 $70 8.70%
Contracted Services Legal 7107 $0 $200 $0 $0 $0 $2,079 $0 $2,079 $2,079 100.00%
Other School Committee Expense 7083 $500 $0 $500 $0 $850 $0 $0 $0 $0 0.00%
$990 $372 $990 $674 $1,443 $2,864 $805 $2,954 $2,149 266.96%
Salaries Central Office 7086 $156,905 $157,140 $152,208 $152,837 $164,277 $162,743 $163,072 $179,379 $16,307 10.00%
Other Central Office Expense 7085 $15,572 $15,185 $15,449 $14,668 $17,454 $16,648 $29,983 $32,981 $2,998 10.00%
$172,477 $172,325 $167,657 $167,505 $181,731 $179,391 $193,055 $212,360 $19,305 10.00%
Advertising 7105 $0 $0 $0 $0 $0 $0 $0 $0 $0 0.00%
$0 $0 $0 $0 $0 $0 $0 $0 $0 0.00%
RESERVED FOR NEGOTIATION 7041 $0 $0 $0 $0 $0 $0 $2,290 $197,606
FY20 CIRCUIT BREAKER FUNDS 7097 -$37,471 $0 $0 $0 $0 $0 $0 $0
FY21 CIRCUIT BREAKER FUNDS
7090/7092/
7093/7095 -$80,602 $0 $0 $0 $0 $0
FY22 CIRCUIT BREAKER FUNDS
7090/7092/
7093/7095 $0 $0 -$63,500 $0 $0 $0
FY24 CIRCUIT BREAKER FUNDS 7097 -$48,000
TUITION REVOLVING 7106/7088 -$25,117 -$25,117
GRAND TOTAL $3,917,016 $3,916,792 $3,728,907 $3,728,048 $3,821,645 $3,904,393 $4,129,710 $4,611,211 $481,501 11.66%
Regular Day $2,570,710 $2,544,662 $2,694,888 $2,691,685 $2,839,852 $2,854,782 $2,981,193 $3,184,171 $202,979 6.81%
SPED $1,346,306 $1,372,130 $1,034,019 $1,036,363 $981,793 $1,049,611 $1,148,517 $1,427,040 $278,523 24.25%
4
Page 1 of 8
ver. 1. 1.18.24
EDDY ELEMENTARY SCHOOL
FY25 BUDGET
LINE ITEM DESCRIPTIONS & JUSTIFICATIONS
Acct # Description Amount
7001 Salaries Principal
Compensation for principal position per current contract. $140,415
7002
Salaries Secretary
Compensation for Administrative Assistant to the Principal and Office/Data
Administrative Assistant.
$111,715
7003 Substitutes Secretary
Substitute stipend for secretarial absences. $500
7004
Contracted Services Office Equipment
Repairs/maintenance costs and toner for office copier. Lease cost is included
in instructional equipment.
$2,000
7074 Supplies General Office
Office supplies such as postage, printer cartridges, and general supplies. $2,000
7006
Other Office/Principal Expenses
School-wide incentives/awards, PBIS and school culture materials,
professional development books/workshops, MSSA Membership and
Conference, ASCD membership, MassCUE Conference.
$1,500
7007
Contracted Services – Non-Instructional Technology
Technology subscriptions which are not directly linked to student
instructional use, but are essential to supporting teaching, learning, and the
efficiency of the building and organizational management of the school.
Note: FY24 cost was offset by applying $16,290.99 from ESSER III funds.
$30,461
7009
Hardware – Non-Instructional Technology
Server upgrade, plus desktop and laptop replacements that have not been
addressed for multiple years. Funding is requested to be placed on the Town
Capital Plan.
$0
7010
Salaries Teachers
This salary account funds teachers’ contract salaries including step increases
and longevity. The budgeted amount includes 12 grade level teachers: four
in Grade 3, four in Grade 4, four in Grade 5; Specialist Teachers: 1.0 PE, 0.5
General Music and Chorus, 0.8 Band and General Music, 0.5 Art, 1.0
Technology, 1.0 EL Teacher, 1.0 Reading Specialist, 1.0 Math
Interventionist/Enrichment Teacher, 0.2 Science Teacher.
$1,710,189
Page 2 of 8
ver. 1. 1.18.24
7011
Stipends Mentor
Budget includes anticipated stipends to cover mentors assigned to new
teaching staff.
$1,100
7079
Tutor Salaries
Tutoring for after school and summer intervention programs for general
education students who need additional support and instruction. Note: the
entire FY24 cost of $7,995 was funded by ESSER III funds.
$1,500
7012
Salaries – Instructional Coordinators
Includes four stipends for Subject Coordinators in ELA, Math, Science, and
Technology.
$11,500
7013
Teacher Substitutes
Substitute compensation for classroom grade level and specialist teacher
absences due to professional development, illnesses, and personal days. The
increase is due to a district-wide increase in substitute pay and to reflect the
actual cost from FY24.
$17,000
7014 Substitutes Long-Term
Amount covers possible leaves of absences. $10,000
7015
Salaries Ed Assistants
This line previously had two general education educational assistant
positions. One is currently unfilled and will be eliminated from the budget,
and the second position was reassigned to line #7060 SE Salaries
Educational Assistants to correctly reflect the use of the staff member as a
special education educational assistant.
$0
7019
Contracted Services – Professional Development
Cost of professional development opportunities for staff that are provided by
outside sources.
$1,000
7020
Other Professional Development
Cost of staff attending high-quality professional development opportunities
that are tied to the Nauset strategic plan and/or the Eddy Elementary School
Improvement Plan.
$8,000
7110
Contracted Svs Tech Maint & Support
Contracted cost of technology maintenance and support for safety and
security of devices and network.
$13,710
7111
Contracted Services Elementary Curriculum Director
Cost for Eddy Elementary’s share of Mr. Gauley’s role as Nauset
Elementary Curriculum Director.
$8,344
7021
Textbooks/Software/Media
This budget line includes funding for a new Nauset ELA program for
students in grades 3-5, as well as additional curricular software costs. Note:
$34,950
Page 3 of 8
ver. 1. 1.18.24
FY24 actual cost was $70,133, which was offset by $65,000 from ESSER III
funds.
7022
Other Instructional Materials
This account includes consumable instructional materials that cannot be
classified as textbooks, software, or media. This includes science lab
replacement materials and curriculum consumables for grade level and
specialist classrooms.
$13,000
7023
Instructional Equipment
This budget line includes an increase in the contracted costs for leasing three
copier machines, as well as replacement of furniture that is no longer
functional, such as broken tables, desks, stools, and chairs.
$9,500
7024
General Supplies
General supplies for all classrooms including paper, pencils, gridbooks,
pens, writing journals, file folders, chart paper, post-it notes, etc.
$12,000
7025
Contracted Services Other Instructional
The estimated cost for field trips in grades 3-5 is $27,000. This includes trips
across Cape Cod to the Cape Cod Symphony, Audubon Society properties,
Brewster Conservation properties, National Seashore, Plimoth-Patuxet and
Wampanoag trips/visits, and a fifth grade trip to Boston. These field trips are
academic and based in grade-level curriculum and standards to enhance
student understanding and experiences. The budgeted amount is $0, and we
will work closely with the Brewster PTO and other organizations to fund as
many field trips as we can.
$0
7026
Contracted Services Instructional Technology
This budget line contains all instructional software that is used in classrooms
with students with the purpose of instruction, intervention, and student
learning. Note: FY24 actual cost was $29,797, funded by ESSER III funds.
$19,280
7027
Supplies Instructional Technology
Operating, repair, and replacement supplies for technology (light bulbs for
Smart Boards, USB cable wires, replacement parts, monitors, iPad apps,
iPad Repairs, replacement cases, replacement cables/blocks, etc.).
$3,000
7028
Instructional Hardware
This budget line consists of essential classroom technology for students and
staff that are instrumental to daily instruction. We are working to create an
evergreen replacement cycle, where this budget line is consistently funded,
so the school can consistently replace a portion of all hardware on a cyclical
and predictable schedule. This consists of replacing 30 iPads and cases and
new Smartboards. We are proposing this to be included in the Capital Plan.
$0
7031 Salaries – Guidance & Counseling
Salary for the Eddy 1.0 School Adjustment Counselor. $96,120
Page 4 of 8
ver. 1. 1.18.24
7032
Contracted Services Testing
Testing materials that are essential for progress monitoring to support
student learning, intervention, and the NTSS process. This was previously
grant-funded.
$12,160
7033
Testing Materials
Diagnostic forms and rating scales related to assessing non-special education
students.
$300
7034
Salaries Nurse
Salary for one full-time nurse; includes 3.0 additional days for summer work
as stated in contract.
$95,134
7035 Substitute Nurse
Substitute compensation during nurse’s absence. $1,500
7037 Supplies Medical
Medical supplies for the health office. $949
7038
Other Medical Expenses
Malpractice insurance, professional subscription, nurse’s conference fees,
audiometer for use with students.
$900
7088
Regular Day Transportation
Costs to provide transportation with 9 buses by Cape Cod Collaborative.
These buses are shared with Stony Brook Elementary School.
$120,720
7040
Other Student Activity Expense
This has been zero for the past several years due to the pandemic. These
expenses are to cover student activities, celebrations, expenses to build
culture in the building.
$4,000
7041
Salaries Custodial
Represents salaries for two full-time custodians, plus 50% of Facilities
Director’s salary.
$119,223
7042 Substitutes Custodial
Substitutes for custodians as needed. $1,000
7043
Overtime Custodial
Allowance for custodial overtime due to emergencies and/or school events
not covered by reimbursement by outside organizations.
$500
7044
Contracted Custodial Services
Pickup of trash, composting, cardboard, recycling of hazardous materials,
and water testing costs.
$8,000
7045 Supplies Custodial $10,000
Page 5 of 8
ver. 1. 1.18.24
Materials needed to accomplish the daily cleaning and operation of the
building. Costs include paper products, trash bags, cleaning products, ice
melt, tools, light bulbs, ballasts, floor wax and wax remover, etc. This
includes the purchase of a new floor buffer, so floors can be polished
throughout the school year to keep the school environment looking its best.
7046
Other Custodial Expense
Contractual stipend for day custodian when head custodian is absent. This
line also includes the contractual allowance for clothing per the Brewster
Custodial Contract.
$500
7053 Gas/Fuel Oil
Estimated Gas/Fuel costs for FY25. Line item is level funded. $58,661
7054 Electricity
Estimated costs for FY25. Line item is level funded. $60,992
7055 Telephone
Cost of annual phone service for FY25. Line item is level funded. $7,500
7047
Contracted Services Grounds
Costs associated with grounds upkeep and repairs; playground inspection,
poison ivy removal, sprinkler maintenance, landscaping around the entrances
to building and flagpole.
$1,000
7048
Contracted Services Building
Preventive maintenance plan and technical maintenance expenses including
pneumatic system, air handler units, exhaust fans, unit ventilators, air
conditioner, air quality testing, and maintenance of plumbing, electrical, and
HVAC. This includes fence and playground repairs, heating repairs, as well
as additional hydration stations installed and old water fountains removed.
$19,000
7049
Contracted Services Equipment
Includes repairs to other equipment used in the operation of the building that
are non-instructional: Cleaning of boiler, inspection and retagging fire
extinguishers, septic system, retagging the range hood, inspections,
locksmith repairs, annual vessel inspection, and boiler maintenance.
$15,000
7050
Contracted Services Security
This line includes contracted services for fire alarm testing, monitoring panic
alarm system, fire alarm/burglar system, annual maintenance of Galaxy
security system, and Cape Cod Alarm maintenance of security system.
$3,500
7056
Special Education Teachers’ Salaries
Salaries to cover 4.0 FTE special education teacher salaries, including step
increases and longevity.
$355,287
7077 Special Education Contracted Services Tutors $2,000
Page 6 of 8
ver. 1. 1.18.24
Tutoring costs for students who are absent for an extended period of time
due to medical needs.
7057
Special Education Salaries Medical/Therapeutic
Salary for a 1.0 FTE Speech/Language Pathologist to cover needs of special
education students. Also included in this line item is the salary for 1.0
occupational therapist who services inclusion students, sub-separate program
students, and adaptive specialist classes. These are required IEP grid
services.
$172,360
7078
Special Education Contracted Services – Medical/Therapeutic
OT/PT services for special education students. These services are required
IEP grid services. Also included are Speech services for special education
students in sub-separate programs with significant and intensive needs.
These are required IEP grip services. Note the increase is due to an
increased need in our student population and required IEP grid services.
$114,840
7058 Special Education Substitute Teachers
Substitute compensation for special education teachers. $6,000
7060
Special Education Salaries Educational Assistants
Salaries for 13.0 FTE special needs educational assistants for specific
students and/or inclusion services under the direction of special needs
teachers to support student’s IEP requirements. The increase is due to a staff
member’s position being reassigned from general education (7015) to special
education, to correctly reflect the assignment of the staff member.
$485,309
7061
Special Education Substitutes - Educational Assistants
Substitute coverage for special education educational assistants. The increase
is due to a district-wide increase in substitute pay and to reflect the actual
cost from FY24.
$8,000
7062
Special Education Contracted Services – Professional Development
Includes Crisis Prevention Training, language-based classroom training, and
ASD/RBT professional development for special education staff.
$3,000
7063
Special Education Textbooks/Software/Media
Purchase of textbooks, workbooks, instructional materials, and software for
special education students.
$2,000
7064
Special Education Other Instructional Materials
Additional instructional materials for special education students to meet their
needs and fulfill IEP grids and required services.
$6,043
7065
Special Education Supplies General
General supplies for all special needs teachers, educational assistants and
speech/language for instructional purposes.
$1,012
7068 Special Education Supplies Instructional Technology $500
Page 7 of 8
ver. 1. 1.18.24
Printer cartridges for inkjet and laser printers in the SE classrooms; iPad
apps for SE students are included in this line.
7069
Special Education Instructional Hardware
Purchase of any additional hardware needs for students with special needs
(iPad, keyboard).
$500
7070
Special Education Instructional Software
Purchase of software needs for students with special needs to meet IEP goals
and objectives.
$940
7071 Special Education Salaries Guidance
Salary of 1.0 School Psychologist and Team Chair. $109,828
7072
Special Education Testing Materials
This account funds testing materials used in the evaluation process.
Purchases would be used to update and replace current testing materials or to
purchase testing materials as needs arise. This account has been underfunded
for the past few years.
$4,148
7084 Special Education Contracted Services-Testing
Testing materials used in the evaluation process. $2,000
7087 Special Education Contracted Services Psychological
Contracted services for special education students. $2,500
7089
Special Education Transportation
This account funds transportation for Brewster students with significant
special needs who are unable to ride a typical school bus.
$35,451
7090
Special Education Summer School Transportation
This account funds transportation for Brewster students for Summer
Programming.
$3,535
7092
Special Education Out of District Transportation
Funding for special education students who attend out-of-district
programming.
$50,000
7102
Transportation - McKinney Vento
Cost of transportation for students who are considered homeless and attend
school at Eddy.
$0
7093
Special Education Extended School Year Tuition
Cost of tutoring services provided to all Eddy special education students
eligible for ESY services.
$26,619
7094
Special Education Collaborative Assessment
Cost of tutoring services provided to all Eddy special education students
eligible for ESY services.
$214
Page 8 of 8
ver. 1. 1.18.24
7097
Special Education Out of District Tuition
Cost of one out of district tuition for a student who needs specialized
programming whose needs cannot be met at Eddy.
$80,000
7082
Salary School Committee Secretary
Funds to compensate the secretary for attending meetings and preparing
minutes.
$875
7107 Contracted Services Legal
Cost for Eddy’s share of contracted legal services. $2,079
7086
Salaries Central Office
Eddy School’s share of Central Office Administration costs. Line item is
estimated at this time pending the approval of the Central Office Budget.
$179,379
7085
Other Central Office Expense
Eddy School’s share of other Central Office Administration costs. Line item
is an estimate at this time pending the approval of the Central Office Budget.
$32,981
Archive d: Friday, February 9, 2024 3:54:44 PM
From:
Se nt: Thursday, December 14, 2023 1:15:49 PM
To: Brooke Clenchy Giovanna Venditti James Nowack Keith Gauley Steven Guditus
Cc: Chris Easley- N RSC Katie Jacobus Arlynn L. Consiglio Donna Kalinick Mimi Bernardo N ed Chatelain Pete Dahl
Subje ct: Brewster FY25 Budget Documents & Guidance
Importance : Normal
Se ns itivity: None
Attachme nts :
Dept Head Memo - FY25 Budget Guidelines 12.23.pdf; FY25+ Forecast PP 12.04.23 FINAL.pdf; FY25 Budget Calendar
draft 12.08.23.pdf; Brewster Select Board FY24-25 Strategic Plan FIN AL 08.23.pdf;
Good afte rnoon Nause t School Off i cial s,
Re gardi ng Bre wste r’s FY25 ope rating budget, please fi nd attache d the f ol l owing docume nts:
* Cover me mo to Town Dept Heads outl i ni ng budge t gui de li ne s and deadl i nes
* FY25-29 Fi nanci al Forecast Prese ntati on
* FY25 Town Budge t Cal e ndar
* FY24-25 Sel e ct Board Strategi c Pl an
Base d on Bre wste r’s projecte d levy capacity, i n de vel oping your FY25 operati ng budge ts, we ask that total i ncrease s f or our
di stri ct assessment (e x cl usi ve of debt) and Bre wste r e l e me ntary school s not e x ce e d 3.0% f rom FY24 total s. Si mi l ar to l ast
ye ar, school budge t recomme ndati ons that e xce e d thi s pe rce ntage incre ase wi l l li ke ly requi re an ope rati ng ove rride, whi ch
woul d be brought bef ore Brewster vote rs next spri ng as needed. As you can se e from our fore cast, goi ng f orward, we are
unable to sustain school ope rati ng e x pe nse incre ases above thi s 3% benchmark without se e ki ng vote r approval s to i ncre ase
our l e vy capacity. Thi s i s consiste nt wi th our l ast ye ar’s mode l i ng as we l l .
Once agai n, we understand that you wi l l not be meeting wi th Town of fi ci als regardi ng your propose d FY25 budge ts unti l afte r
the school commi tte e s have compl e te d the i r de ve lopme nt, re view, publ i c he ari ng, and certi f icati on proce ss. In orde r to se t
our me e ti ng cal e ndar f or ne xt spring, pl e ase l e t us know whe n i n March you wi l l be avail able to meet to pre se nt your budgets
to the Se lect Board and Fi nance Commi ttee. As a re mi nde r, the se pre sentati ons wi ll be separate (not joint) me e ti ngs i n
Bre wster – same as l ast year.
Final ly, the Bre wster Sel e ct Board’s updated Strate gi c Pl an once agai n incl ude s a goal (G-1) aime d at managi ng school budge t
i ncre ase s, re cogni zi ng the si gni f i cant tax burde n the y pre se nt to our resi de nts. Thank you i n advance f or your continued
e f forts to provi de e x ce pti onal service s to our community i n a manne r that i s fi nanci all y prude nt and sustai nabl e for our
re si de nts. We l ook forward to recei vi ng your pre li mi nary FY25 budget re comme ndati ons and f i nali ze d student enrol l me nt
data e arl y ne x t month.
As al ways, pl e ase contact me at any ti me wi th que sti ons.
Thank you,
Pe te r
Pete r Lombardi
Town Manage r
Town of Brewste r
508-896-3701 x. 1128
ASSIGNMENT AND ASSUMPTION
JAMES F. 1'RAINOR (hereinafter the "Trainor"), with a mailing address of P.O. Box 1848, Orleans,
Massachusetts, 02653 (hereinafter "Two Family Trust"), the TOWN OF BREWSTER, a municipal
corporation existing within the Commonwealth of Massachusetts, having offices at 2198 Main Street,
Brewster, Massachusetts (hereinafter "Brewster"), and SBS Properties LLC, a Massachusetts Limited
Liability Company (hereinafter the "SBS"), with a mailing address of 59 Commerce Park Rd., Brewster,
MA 02631, in consideration of the covenants and agreements set forth herein agree as follows:
1. Trainor hereby transfers and assigns to SBS all of its rights and obligations under an Indenture of
Lease (hereinafter the "Lease") from Brewster to E & J dated September 24, 1985 for certain
premises described as Lot No. 3, Freeman's Way Industrial Park, Brewster, Massachusetts; which
Lease is recorded in the Barnstable Registry of Deeds Book 4736, Page 137. A copy of the Lease
and its extension is attached hereto as an Exhibit A.
2. The SBS hereby agrees to be bound by all the terms, conditions and obligations of the Lease and
to pay all rent due thereunder.
3. Brewster hereby consents to the Assignment of the Lease from Trainor to SBS and hereby
recognizes the SBS as the Lessee. Brewster shall continue to be bound by all of the terms,
conditions and obligations of the Lease as set forth therein with the sole exception that the Lessee
shall be SBS rather than E & J or Trainor.
4. SBS covenants and agrees that the leased premises and all buildings and appurtenances constructed
thereon shall be used and occupied only as and for the storage of furniture and lumber and the
wholesale sale of lumber. The premises shall be used for no other purpose without the express
written consent of Brewster, which consent shall not be unreasonably withheld. Articles V and VII
of the Lease are hereby modified consistent with the terms of this Paragraph.
5 Article XVI of the Lease shall list 59 Commerce Park Rd., Brewster, MA 02631 as the designated
address for the SBS.
6. Except as herein modified, the Lease is hereby ratified and confirmed.
EXECUTED as a sealed instrument this day of fir, 2023.
By:
SBS Properties L:
By:
C
By:
J.me F. Trainor, Individually i, l2d J
r
Manager j a
Brewster Industrial Development Authority
By: By:
Ned Chatelain, Chairman Brewster Select Board
Witness
Barnstable County, ss.
xay
On this day of .N vertrer; 2-$z ; before me, the undersigned notary public, personally
appeared Ned Chatelain, proved to me through satisfactory evidence of identification, which was
, to be the person whose name is signed on the
preceding document, and acknowledged to me that he signed it voluntarily for its stated purpose under the
pains and penalties of petjuiy.
Brewster Industrial Development Authority
By:
Ned Chatelain, Chairman Brewster Select Board
COMMONWEALTH OF MASSACHUSETTS
Notary Public
My Commission Expires:
COMMONWEALTH OF MASSACHUSETTS
Barnstable County, ss.
9ece i.9e,'
On this % day of .14sAL41411nrer, 2023, before me, the undersigned notary public, personally
appeared Chrisopher Dias, Manager as aforesaid, proved to me through satisfactory evidence of
identification, which was MA- vl-n ✓'&' kteens' , to be the person whose
name is signed on the preceding document, and acknowledged to me that he signed it voluntarily for its
stated purpose under the pains and penalties of perjury.
Kelly Roy
Notary Public
COMMONWEALTH OF MASSACHUSETTS
My Commission Expires
July 20, 2029
Barnstable County, ss.
Notary Public
My Commission Expires: Litter o�O, Z0 ''
j
COMMONWEALTH OF MASSACHUSETTS
On this C� day of an -3, before me, the undersigned notary public, personally
appeared James F.. Trainor, proved to me through satisfactory evidence of identification, which was
-DO -e v) f _, to be the person whose name is signed on the
preceding document, and acknowledged to me that he signed it voluntarily for its stated purpose under the
pains and penalties of perjury.
Nota ublic
My ommission Expires:
to/a/Raacir
N O T N O T
A N A N
O F F I C I A L O F F I C I A L
C O P Y C O P Y
N O T N O T
A N A N
O F F I C I A L O F F I C I A L
C O P Y C O P Y
N O T N O T
A N A N
O F F I C I A L O F F I C I A L
C O P Y C O P Y
N O T N O T
A N A N
O F F I C I A L O F F I C I A L
C O P Y C O P Y
N O T N O T
A N A N
O F F I C I A L O F F I C I A L
C O P Y C O P Y
N O T N O T
A N A N
O F F I C I A L O F F I C I A L
C O P Y C O P Y
MEMORANDUM OF LEASE EXTENSION
This Memorandum is entered into on this 23rd day of January, 2023, by and between the
Town of Brewster ("Lessor"), having an address of Brewster Town Hall, 2198 Main Street,
Brewster, MA 02631, and James F. Trainor ("Lessee"), having an address of PO Box 1848,
Orleans MA 02653-1848.
Recitals
Whereas, the Brewster Industrial Development Finance Agency, Lessor's predecessor in
interest, and Lessee, entered into an Indenture of Lease dated September 24, 1985 (the "Lease"),
pursuant to which Lessor leased to Lessee Lot 3, Freeman's Way Industrial Park, Brewster, MA,
the leased premises, for a thirty (30) year term, as evidenced by a Notice of Lease recorded with
said Deeds in Book 7520, Page 281;
Whereas, the Lease granted Lessee the option to extend the term of the Lease for a
twenty (20) -year period;
Whereas, Lessee timely extended the term of the Lease, and the parties wish to enter into
this Memorandum to memorialize the extension of said Lease.
Now, Therefore, for good and valuation consideration, the receipt and sufficiency of
which is hereby acknowledged, the parties agree as follows:
Agreement
1. The parties agree that the term of the Lease has been extended from September 24,
2015 to September 23, 2035, on the same terms set forth in the Lease, and that no
further extension rights exist.
2. The Lease is hereby ratified and continues in full force and effect
3. The recitals hereto are incorporated herein by reference.
Signed under seal as of this 23rd day of January, 2023.
LESSOR: Town of Brewster
By its Town Administrator
Peter Lombardi, Duly horized
829550BREW/0129
LESSEE:
James F. Trainor
ASSIGNMENT OF
LEASE AGREEMENT
E & J Realty Trust u/d/t dated September 24, 1985 and recorded with the
Barnstable Registry of Deeds Book 4731, Page 303, of 94 Pontiac Street, Hyannis,
Massachusetts (hereinafter "E & J"), the Town of Brewster, a municipal corporation
existing within the Commonwealth of Massachusetts, having offices at 2198 Main Street,
Brewster, Massachusetts (hereinafter "Brewster"), and- Two Family Trust u/d/t dated
August 4, 1983and recorded with the Barnstable Registry of Deeds Book 7885, Page 332,
P.O. Box 1848, Orleans, Massachusetts 02653 in consideration of the covenants and
agreements set forth herein agree as follows:
1. E & J hereby transfers and assigns to Two Family Trust all of its rights and
obligations under an Indenture of Lease (hereinafter the "Lease") from Brewster
to E & J dated September 24, 1985 for certain premises described as Lot No. 3,
Freeman's Way Industrial Park, Brewster, Massachusetts; which Lease is recorded
in the Barnstable Registry of Deeds Book 4736, Page 137. A copy of the Lease is
attached hereto as an Exhibit.
2. Two Family Trust hereby agrees to be bound by all the terms, conditions and
obligations of the Lease and to pay all rent due thereunder.
3. Brewster hereby consents to the Assignment of the Lease from E & J to Two
Family Trust and hereby recognizes Two Family Trust as the Lessee. Brewster
shall continue to be bound by all of the terms, conditions and obligations of the
Lease as set forth therein with the sole exception that the Lessee shall be Two
Family Trust rather than E & J.
4. Two Family Trust covenants and agrees that the leased premises and all buildings
and appurtenances constructed thereon shall be used and occupied only as and for
the storage of furniture and lumber and the wholesale sale of lumber. The
premises shall be used for no other purpose without the express written consent of
Brewster, which consent shall not be unreasonably withheld. Articles V and VII
of the Lease are hereby modified consistent with the terms of this Paragraph.
5. Article XVI of the Lease shall list P.O. Box 1848, Orleans, Massachusetts 02653
as the designated address for Two Family Trust.
6. Except as herein modified, the Lease is hereby ratified and confirmed.
•
1
EXECUTED as a sealed instrument this 24.day of - pm , 2 3
Sealed and delivered in the E & J Realty Trust
presence of:
Edward H. Bill, Trustee
Two Family Trust
mes F. Ti . inor
$rewster arrou04opmenY
Finamiig-Authority Town of Brewster
Board of Selectmen
By:
c. e . Chairman
Board of Selectmen
Town of Brewster
2
INDENTURE OF LEASE
THIS INDENTURE OF LEASE is made as of the 24 day of
September, 1985, by and between BREWSTER INDUSTRIAL DEVELOPMENT
FINANCING AUTHORITY of the Town of Brewster, Barnstable County,
Commonwealth of Massachusetts, (hereinafter "Lessor") and
E & J Realty Trust u/d/t dated (hereinafter "Lesse').-
September , 1985 and recorded with the Barnstable Registry of
Deeds of 94 Pontiac 1 ert, Hyannis, MA
ARTPremises
1. The Lessor hereby leases to the Lessee and the Lessee hereby
leases from the Lessor upon and subject to the terms and
provisions of this Lease, a certain parcel of land situated in
the Town of Brewster, Barnstable County, Commonwealth of
Massachusetts, described as Lot No. 3 ,: as shown on the Master
Plan of Freemen's Way Industrial Park on file in the Town Hall,
Brewster, Massachusetts, a copy of which attached hereto and made
a part hereof.
2. The Lessor represents that it has the full right, power and
authority to enter into this Lease for the term herein granted
and that the leased property may be used by the Lessee during
that entire term for the purposes herein set forth.
3. The Lessor hereby covenants and agrees that the Lessee has
access to the leased premises over the untitled way running
through the Freemen's Way Industrial Park as shown on the Master
Plan of Freeman's Way Industrial Park on file at the Town Hall,
Brewster, Massachusetts.
ARTICLE II
Term of Lease
4. The term of this Lease shall be thirty (30) years commencing
on September 24 , 1985 and ending on September 23 , 2015,
both dates inclusive unless sooner terminated as herein provided.
A Notice of Lease.. sh._a_Ll be recorded a. the_arnstab]e __Corunty_ _
Registry of Deeds pursuant to Mass. G.L. c. 183, Section 4.
ARTICLE III
Minimum Rent
5. The Lessee covenants and agrees to pay the Lessor, at
Lessor's Office in Brewster, Massachusetts, or at such place as
Lessor shall from time to time designate in writing minimum rent
for the leased premises of Five Hundred and 00/100 ($500.00)
Dollars per acre, per year, payable in advance, the first date of
payment to be made on the date that this Lease is signed and
executed by both parties, and then payable every six (6) month
1
thereafter.
6. At the election of the Lessor, the minimum rent to be paid by
the Lessee shall be increased in three (3) year' increments, the
first such increase to be made onSeptember 2,4 1988. Said
increase shall be determined by Lessor in his sole discretion but
after consultation with Lessee, and shall be based on the costs
and expenses incurred by the Lessor in operating and maintaining
Freeman's Way Industrial Park. Said increase shall not exceed
$100 per acre per year.
7. It is the intention of the parties that the rent payable
hereunder shall be net to the Lessor, so that this Lease shall
yield to Lessor the net annual rent specified herein, without
offset or deduction, during the term of this Lease, and that all
costs, expenses and obligations of every kind and nature
whatsoever relating to the leased premises shall be paid by the
Lessee.
ARTICLE IV
Option to Renew
8. The Lessee may extend the term. of this Lease for a further
term of twenty (20) years, upon the same terms and conditions as
herein set forth except that the rent shall be increased pursuant
to Article III, Paragraph 6, of this Lease. The Lessee shall
notify the Lessor in writing prior to a date ninety (90) days
before the effective date of termination as to whether it intends
to exercise this option to extend Lease.
ARTICLE V
Construction and Maintenance of Building
9. Lessee shall have the right, at its own costs and expense, to
construct on any part or all of the leased premises, at any time
and from time to time, such buildings, parking areas, driveways,
walks, and other similar improvements as the Lessee shall from
time to time determine, provided that the same shall be in
compliance —with a-1—the—tth en - applicable— rwilding codes and
ordinances of the Town of Brewster, and Commonwealth of
Massachusetts. Lessee shall at all times during the term of this
Lease, and at its costs and expense, keep and maintain or cause
to be kept and maintained in repair and good condition, ordinary
wear and tear excepted, all buildings and improvements at any
time errected on the leasehold premises, and shall use all
reasonable precaution to prevent waste, damage or injury.
10. At the time of the commencement of the term of this Lease,
the Lessee shall submit to the Lessor for its approval, which
approval shall not be unreasonably delayed or withheld, plans and
specifications for the proposed construction on the leased
property for a building or buildings, other appurteneant
2
improvement to be used for the following purpose:
wooden
Manufacture ofAbookshelves and store fixtures with
space for a tenant, see Addendum to Indenture of Lease.
The premises shall be used for no other purpose without the express
written consent of Lessor, which consent shall not be unreasonably
withheld.
Promptly after approval by the Lessor of the proposed
building plans and specifications, the Lessee agrees that he
shall at his own costs and expense, construct said building and
appurteneant improvements on the leased property. Any request by
the Lessee for a building permit from the Inspector of Buildings
from the Town of Brewster must be accompanyed by a site plan and
building plan upon which is affixed the signature of the Lessor,
signifying its approval of the same. The building or buildings
and improvements constructed by the Lessee shall remain the
personal property of the Lessee, provided that Lessee shall
remove said buildings and improvements within ninety (90) days
following the expiration of this lease, or any option extending
this lease. Lessee agrees to remove said buildings and
improvements within that ninety -day period, and to return the
leased premises to its original condition (excepting trees or
other growth removed for construction). If the buildings and
improvements are not removed within the ninety -day period, said
buildings and all improvements shall become the property of the
Lessor at no cost to the Lessor.
10. All septic systems constructed in connection with said
building shall conform to all requirements of the State
Environmental Code relative to subsurface disposal of sanitary
sewage, and plans for said septic systems shall be approved by
the Board of Health of the Town of Brewster,
11. Water shall be supplied to the leased premises and buildings
and appurtenances constructed thereon by means of a well, which
well should be constructed and maintained by Lessee at his sole
expense.
12. Except as specifically here and otherwise provided, Lessee
agrees that from and after the date of possession of the
builcri`nss-znd appirtenance5--conrstructe-d- on -the -leased -premises,
he shall keep the same neat and clean and will maintain same in
good order, condition and repair, including, without limitation,
the exterior portions of all doors, windows, plumbing and sewage
facilities, if any, within and serving the. building and
appurtenances constructed on the leased premises, fixtures and
exterior walls, roofs, signs (including exterior signs where
permitted). The Lessee further agrees that the building and
appurtenances constructed on the leased premises shall be kept in
a clean, sanitary and safe condition in accordance with the laws
of the Commonwealth of Massachusetts and ordinances of the Town
of Brewster, and in accordance with all directions, rules and
regulations of the Health Officer, Fire Marshall, Building
Inspector, and other proper officers of the governmental agencies
3
having jurisdiction thereover. Lessee further agrees that he
shall not permit or commit any waste on the leased premises and
the building and appurtenances constructed thereon.
13. Lessee agrees and covenants that he shall not make any
exterior alterations, improvements and/or additions to the
buildings and appurtenances constructed on the leased premises
without first obtaining, in each instance, the written consent of
the Lessor, which consent shall not be unreasonably withheld.
ARTICLE VI
Utilities
14. The Lessee convenants and agrees to pay for all charges for
gas, electricity, light, heat, power and telephone or other
communcation services used, rendered or supplied upon or in
connection with the lease premises and the building constructed
thereon, and shall indemnify the Lessor against any liability or
damages on such counts.
ARTICLE VII
Maintenance and Use of Leased Premises
15. The Lessee covenants and agrees that the leased premises and
all buildings and appurtenances constructed thereon shall be used
and occupied only as and for the following purpose:
wooden
Manufacture ofbookshelves and store fixtures
with space for a tenant, see Addendum to Indenture
of Lease. The premises shall be used for no other purpose
without the express written consent of Lessor, which consent shall not
be unreasonably withheld.
Any changes alterations, or other deviations from the
aforementioned use of the premises by the Lessee, shall be
prohibited unless first approved in writing by the Lessor. If in
the opinion of the Lessor, the premises or -any part —thereof are -
not being used in the usual and legitimate manner in the conduct
of such business, the Lessor may give the Lessee written notice
requiring the Lessee to terminate such improper use within thirty
(30) days thereafter. Failure to comply with such request shall
constitute a breach of this Lease, which will entitle the Lessor
to immediate possession of the premises hereby leased (in
addition to all other remedies given to the Lessor in case of the
breach of any of the conditions or covenants of this Lease).
16. The Lessee further covenants and agrees to conform to the
following provisions during the entire term of this Lease:
a. Lessee shall maintain a "greenbelt"
4
extending thirty (30) feet from the two
side -yard lines and the rear -yard line of the
leased premises, and shall remove no trees or
other vegetation growing within this greenbelt.
Lessee shall not be required to maintain a
greenbelt along the southerly lot line where
the leased premises abuts the existing
greenbelt.
b. Lessee shall landscape the leased premises
and maintain the exterior of all buildings and
appurtenances constructed thereon in a manner
acceptable to the Lessor.
c. Lessee shall store any and all goods,
materials or other bulk substances which are
visable from the way running from Freemen's Way
Industrial Park so as to screen said stored
goods from public view.
d. Lessee shall not use salt or any other
chemical solvents or chemical materials on the
walkways, driveways and parking areas within
the leased premises.
e. Lessee shall keep all garbage or other
refuse in containers approved by the Lessor.
f. Lessee shall be responsible for the removal
of all garbage and/or refuse from the leased
premises and the buildings and appurtenances
thereon.
17. All signs erected on the leased premises or any buildings or
appurtenances thereon shall comply with the provisions of the
Brewster By -Laws pertaining to signs.
18. The Lessor shall be responsible for maintenance and snow
removal of the untitled way running through Freeman's, Way
Industrial Park as shown on the Master Plan for Freemen's Way
Industrial Park on file at the Town Hall, Brewster,
Massachusetts, and Lessee shall be responsible for maintenance
and snow removal of the private driveway connecting said untitled
way with the leased premises and buildings and appurtenances
constructed thereon.
19. All on -street parking by Lessee or Lessee's agents,
servants, employees, customers, or other persons on the leased
premises, shall be prohibited. Parking facilities for Lessee or
Lessee's agents, servants, employees, customers, or other persons
on the leased premises, shall be provided by the Lessee, said
parking facilities to adjoin the building and appurtenances
constructed on the leased premises pursuant to Paragraph 8 of
this Lease.
5
ARTICLE VIII
Covenant Against Liens
20. If, because of any act or omission of the Lessee, any
Mechanics Lien or any other Lien, charge or order, for the
payment of money should be filed against the Lessor or any
portion of the leased premises, the Lessee shall at his own cost
and expense, cause the same to be discharged of record or bonded
within ninety (90) days after written notice from the Lessor to
the Lessee of the filing thereof; and the Lessee shall indemnify
and save harmless the Lessor against and from all costs,
liabilities, suits, penalties, claims and demands, including
reasonable counsel fees resulting therefrom.
ARTICLE IX
Indemnity and Public Liability Insurance
21. Lessee agrees to indemnify and save harmless Lessor from and
against any and all claims of whatever nature arising from any
act, omission or negligence of Lessee, or Lessee's contracts,
licensees, agents, servants or employees, or arising from any
accident, injury or damage whatsoever caused to any person, or to
the property of any person occurring during the term hereof in or
about the leased property or the building constructed thereon.
This indemnity and hold harmless agreement shall include
indemnity against all costs, expenses and liabilities incurred in
or in connection with any such claim or proceeding brought
thereon, and the defense thereof.
22. Lessee covenants and agrees to maintain in full force and
during the term hereof a policy of public liability and property
damage insurance under which the Lessee and the Lessor are named
as insureds and under which the insurer agrees to indemnify and
hold the Lessor and those in privity of estate with Lessor
harmless from and against all costs, expense and liability
arising out of or based upon any and all claims, accidents,
injuries and damages mentioned in Paragraph 20 of this Article
IX. Each such policy shall be —non -cancellable with —respect —to ---
Lessor and Lessor's said designees without ten (10) days prior
written notice to Lessor, and a duplicate policy original or
certificate thereof shall be delivered to Lessor. The minimum
limits of liability of such insurance shall be Five Hundred
Thousand and 00/100 ($500,000.00) Dollars for injury (or death)
per person, Five Hundred Thousand and 00/100 ($500,000.00)
Dollars with respect to property and One Million and 00/100
($1,000,000.00) Dollars aggregate of all claims per occurrence.
23. The Lessee shall indemnify the Lessor against all
liabilities, expenses and losses incurred by the Lessor as a
result of (a) failure by the Lessee to perform any covenant
required to be performed by the Lessee hereunder; (b) any
6
accident, injury
or damage which shall happen in or about the
leased property or appurtenances, or on or under
frthe
omandjoining
streets, sidewalks, curbs or vaults (resulting
activities occurring on the Lessee's premises or from or related
to any of Lessee's activities);
(c) failure to comply
withrequirements of any governmental authority; and (d) any
mechanic's lien or security agreement filed against the leased
property, any equipment therein, or any materials used in the
construction or alteration of any building or improvement
thereon.
ARTICLE X
Assignment and Subletting
24. Without the consent of the Lessor, which consent shall not
be reasonably withheld, the Lessee shall not;
a. assign this Lease or any interest therein,
by operation of law or otherwise;
b. sublet the premises or any part thereof, or
any right or privilege appurtenant thereto; or
c. permit any other person (the agents,
servants, employees and customers of the Lessee
excepted) to occupy or use the premises, or any
portion thereof.
25. The Lessor's consent to any such assignment, subletting or
occupancy shall not relieve the Lessee from any obligation under
this Lease.
ARTICLE XI
Subordination
26. Lessor hereby convenants and agrees that during the term of
this Lease and in any extensions thereof, the Lessor shall not
have the right or power to mortgage or otherwise create any
security —or —other -liens — encumbrances upon or affecting the fee
interest in the leased premises or buildings, improvements,
fixtures, equipment or other property thereon, or any part
thereof, at any time and from time to time, and the
eLeLessor
o, shshall
not have the right or power to mortgage or modify,
replace, refinance or otherwise change or effect any mortgage at
any time or from time to time created by the Lessee pursuant to
this Lease.
27. The Lessee shall have the right, at any time and from time
to time, during the term of this Lease, as the same may be
renewed and extended to subject the fee interest of the Lessor in
the leased premises or any
otoparts
allebuildingslandnother
rights and easements appurtenant
improvements thereon, at any time and from time to time, to any
one or more "Permitted Mortgages". If the Lessee shall desire
and obtain a commitment for such a Permitted Mortgage or
Refinancing, lessee shall give Lessor written notice thereofand
of the closing date therefor, at least fifteen (15) days prior
thereto. Lessor agrees that it shall, at or prior to the closing
of such Permitted Mortgage or Refinancing, execute, acknowledge
and deliver such instruments and documents as shall be required
on desired by, and in form satisfactory to, the Lending
Institution in order to effect such Permitted Mortgage or
Refinancing and hereby irrevocably appoints Lessee its
attorney -in -fact to execute, acknowledge and deliver any of the
foregoing in the name and stead of Lessor. Lessee (subject to
the exculpation provisions of this lease and of each Mortgage)
covenants and agrees to make all payments of interest and
amoritization under any such Permitted Mortgage and to pay all of
the costs and expenses incurred in connection therewith, all of
which shall be paid by Lessee directly to the aforesaid Lending
Institution as and when the same shall be due and payable.
` Lessor covenants and agrees that Lessee alone shall be entitled
to all of the proceeds from any such Permitted Mortgage at any
time and from time to time effected pursuant to this lease, and
Lessor shall not be entitled to, and shall not receive, and shall
have no interest in, such proceeds or any part thereof, and
hereby directs the aforesaid Lending Institution granting such
Permitted Mortgage to pay the aforesaid proceeds directly to
Lessee and hereby covenants to execute any further documents
which may be required by the aforesaid Lending Institution for
such purpose. If, nevertheless, the aforesaid Lending
Institution shall refuse to pay the proceeds of such Permitted
Mortgage to a party other then Lessor, or Lessor and Lessee
jointly, then Lessor agrees to hold all checks (or other orders
for the payment of money) or cash proceeds received by it from
the said Lending Institution, in trust, and to forthwith endorse
(if necessary) and turn same over to Lessee.
28. Lessor and Lessee agree that this Lease and the fee interest
of Lessor in the Leased Premises shall be, and hereby are made,
subject and subordinate at all times to the lien of each and
every Mortgage (herein called "Permitted Mortgage") which may at
any time, --and from time to times - heretmalter—affect all or---an-y
part of the fee of the Leased Premises, including all rights and
easements appurtenant thereto and the buildings and improvements
thereon, at any time and from time to time, and to any and all
Refinancing thereof, obtained from a Lending Institution (as
hereinafter defined). For the purposes of this Lease the term
"Lending Institution" shall mean any insurance company, bank or
trust company; college, university, charitable institution or
union; pension, profit or retirement fund or trust;
governmental agency or fund; or other financial or lending
institution whose loans on real estate or with respect thereto
are regulated by state or federal law.
29. Each Permitted Mortgage shall contain the following
8
provisions, among others, in form satisfactory to the Lending
Institution:
(1) A provision, unless waived by Lessee,
obligating the Lending Institution to release
insurance and condemnation proceeds to Lessee
or any sublessee authorized by Lessee (in a
manner satisfactory to the Lending Institution)
for repairs, rebuilding, replacements and/or
restoration, or permit the Mortgage to be
prepaid without prepayment penalty of any kind
if it elects not to release the game.
(2) A provision exculpating Lessor from
liability for any default under the Mortgage,
beyond the leasehold and fee interests in the
Leased Premises and all buildings and other
improvements on the Leased Premises or any part
thereof, and that the Lending Institution shall
look solely to such interests for the
satisfaction of any and all remedies it may
have upon any default under the Mortgage and
shall not seek or enforce any deficiency or
other personal judgment against Lessor.
(3) A provision in form satisfactory to the
Lending Institution, that both Lessor and
Lessee shall receive all notices required or
desired to be given by the Lending Institution
and that, if any default is not cured by Lessee
within the period of time permitted under the
Permitted Mortgage, the Lending Institution
shall accept performance of the covenant in
default by Lessor, if the same is performed
within a reasonable specified time thereafter.
30. Any Permitted Mortgage may also contain, at Lessee's option,
so-called open-end provisions for futher advances thereunder.
All the provisions of this Section shall apply to such subsequent
advances as fully and with the same force ana effect as with
respect to the origins advance —and loan. The—tcrm "Mortgage,"_ -
whenever used herein shall include whatever security instruments
are used in the locale of the Leased Premises, such as, without
limitation, deeds of trust, security deeds and
conditional
alhdedeeds,
as well as financing statements security agreements
documentation required pursuant to the Uniform Commercial Code.
The term "Mortgage" whenever used herein, shall also include any
instruments required in connection with a sale -leaseback
transaction with a Lending Institution.
ARTICLE XII
Compliance with Regulations
9
31. The Lessee shall throughout the term of this Lease, at its
sole expense, promptly comply with all laws and regulations of
all federal, state and municipal governments and appropriate
departments, commissions, boards and officers thereof, and the
orders and regulations of the National Board of Fire
Underwirters, or any other body now or hereafter exercising
similar functions, which may be applicable to the leased property
and the fixtures and equipment thereon.
32. The Lessee covenants and agrees with the Lessor to obey and
comply with the Rules and Regulations attached hereto as Exhibit
"A", which Rules and Regulations may be amended, modified or
deleted by Lessor.
ARTICLE XIII
Lessor's Access to Premises
33. If repairs to the exterior of the building and all
appurtenances constructed on the property are required to be made
pursuant to the terms hereof, Lessor may demand that Lessee make
the same forthwith, and if Lessee refuses or neglects to commence
such repairs and complete the same with reasonable dispatch,
after such demand, Lessor may (but shall not be required to do
so) make or cause such repairs to be made and shall not be
responsible to Lesse for any loss or damage that may accrue to
his stock or business by reason thereof. If Lessor makes or
causes such repairs to be made, Lessee agrees that he will
forthwith, on demand, pay to Lessor the cost thereof, and if he
shall default in such payment, Lessor shall have the remedies
provided in Article XIII hereof.
ARTICLE XIV
Lessor's Remedies
34. Any one of the following shall be deemed to be an "Event of
Default":
a. Failure on the part of Lessee to make
payment -of =rent —or —any - other monetary amount --
due under this Lease within thirty (30) days
after Lessor has sent to Lessee notice of such
default. However, if (i) Lessor shall have
sent to Lesses a notice of such default, even
though the same shall have been cured and this
Lease is not terminated; and (ii) during the
same calendar year in which said notice of
default has been sent by Lessor to Lessee,
Lessee thereafter shall default in any monetary
payment, the same shall be deemed to be an
Event of Default upon Lessor giving Lessee
written notice thereof without the thirty (30)
day grace period set forth above.
10
b. With respect to a non -monetary default
under this Lease, failure of Lessee to cure the
same within thirty (30) days after Lessor has
sent Lessee notice of such default or such
additional time as might be reasonably required
to cure the default. Lessee shall be obligated
to commence forthwith and to complete as soon
as possible the curing of such default; and if
Lessee fails to do so, the same shall be deemed
an Event of Default. However, if (i) Lessor
shall have sent to Lessee a notice of such
default, even though the same shall have been
cured and this Lease not terminated; and (ii)
during the same calendar year in which said
notice of default has been sent by Lessor to
Lessee, Lessee thereafter shall be deemed to be
an Event of Default upon Lessor giving Lessee
written notice thereof, and Lessee shall have
no grace period within which to cure the same.
35. Should any event of default occur, Lessor may, in addition
to any and all remedies otherwise available to Lessor under
Massachusetts law, send written notice to Lessee terminating the
term of this Lease, and upon the thirtieth (30th) day following
the mailing of such notice of termination, the term of this Lease
shall terminate.
36. Lessee covenants and agrees, notwithstanding any termination
of this Lease as aforesaid or any entry or re-entry by Lessor,
whether by summary proceedings, termination or otherwise, to pay
and.be liable for on the days originally fixed herein for the
payment thereof, amount equal to the several installments of rent
and other charges reserved as they would, under the terms of this
Lease, become due if this Lease had not been terminated or if
Lessor had not entered or re-entered, as aforesaid, and whether
the demised premises be relet or remain vacant, in whole or in
part, or for a period less than the remainder of the term, and
for the whole thereof; but in the event the demised premises be
relet by Lessor, Lessee shall be entitled to a credit in the
amount of rent --received by -Lessor' in relenting, after deduction --
of all expenses incurred in reletting the demised premises
(including, without limitation, remodelling costs, brokerage
fees, and the like), and in collecting the rent in connection
therewith. As an alternative, at the election of Lessor, Lessee
will upon such termination pay to Lessor, as damages, such a sum
as at the time of such termination represents the amount of the
excess, if any, of the then value of the total rent and other
benefits which would have accured to Lessor under this Lease for
the remainder of the Lease term if the Lease terms had been fully
complied with by Lessee over and above the then case rental value
(in advance) of the premises for the balance of the term.
37. If this Lease shall be guaranteed on behalf of Lessee, all
11
of the foregoing provisions of this Article with respect to
bankruptcy of Lessee, etc., shall be deemed to read "Lessee or
the guarantor hereof".
38. Lessor shall in no event be in default in the performance of
any of Lessor's obligations hereunder unless and until the Lessor
shall have failed to perform such obligations within thirty (30)
days or such additional time as is reasonably required to correct
any such default after such notice by Lessee to Lessor properly
specifying wherein Lessor has failed to perform any such
obligation.
ARTICLE XV
Surrender
39. The Lessee will, during the term of this Lease and all
continuations thereof, keep, and at the expiration thereof,
peaceably surrender possession of the leased premises, in good
order and condition, reasonable wear and tear excepted, and free
from all ashes, dirt and refuse matter, and will at the
expiration of said term or any continuance thereof, allow Lessor
to take possession of the leased premises.
ARTICLE XVI
Notice
40. Any notice under this Lease must be in writing and must be
sent by registered or certified mail to the last address of the
party to whom the notice is to be given, as designated by such
party in writing. The Lessor hereby designates its address as
Town Hall, Brewster, Massachusetts 02631. The Lessee hereby
designates its address as 94 Pontiac Street, Hyannis, MA 02601.
ARTICLE XVII
Waiver
41. Failure on the part of either —party—to c-ompla n --of ny
action or non -action on the part of the other, no matter how long
the same may continue, shall never be deemed to be a waiver by
such party of any of its rights hereunder. Further, it is
covenanted and agreed that no waiver at any time of any of the
provisions hereof by either party shall be construed as a waiver
of any of the other provisions hereof, and that a waiver at any
time of any of the provisions hereof shall not be construed as a
waiver at any subsequent time of the same provisions. The
consent or approval to or of any action by either party requiring
such consent or approval shall not be deemed to waive or render
unnecessary such consent or approval to or of any subsequent
similar act by such party.
12
42. No payment by Lessee, or acceptance by Lessor, of a lesser
amount than shall be due from Lessee to Lessor shall be treated
otherwise than a payment on account. The acceptance by Lessor of
a check for a lesser amount with an endorsement or statement
thereon, or upon any letter accompanying such check, that such
lesser amount is payment in full, shall be given no effect, and.
Lessor may accept such check without prejudice to any other
rights or remedies which Lessor may have against Lessee.
43. Unless prohibited by applicable law, Lessee agrees to pay to
Lessor the amount of all legal fees and expenses incurred by
Lessor arising out of or resulting from any act or omission by
Lessee with respect to this Lease or the leased premises and all
buildings and appurtenances constructed thereon, including
without limitation, any breach by Lessee of its obligations
hereunder.
ARTICLE XVIII
Miscellaneous
44. This Lease shall be governed by, construed, and enforced in
accordance with the laws of the Comthonwealth of Massachusetts.
45. This Lease contains the entire agreement between the parties
and shall not be modified in any manner except by an instrument
in writing executed by the parties.
46. If any term or provision of this Lease or the application
thereof to any person or circumstance shall, to any extent, be
invalid or unenforceable, the remainder of this Lease, or the.
application of such term or provision to persons or circumstances
other than those as to which it is held valid or unenforceable,
shall not be affected thereby and each term and provision of this
Lease shall be valid and be enforced to the fullest extent
permitted by law.
47. Except as herein expressly provided, the terms of this Lease
shall be binding upon and shall enure to the benefit of the
heirs, successors and assigns, respectively of Lessee and Lessor.
Each term and each provzsion—cl t -h -is - Leas-e-to—be-per-f-ormed by
Lessee shall be construed to be both a covenant and a condition.
The reference contained to successive heirs, successors and
assigns of the Lessee does not attempt to constitute a consent to
assignment by Lessor, but has reference only to those instances
in which Lessor may later give written consent to a particular
assignment as required by the provisions of Article X .
13
IN WITNESS WHEREOF, the parties have hereunto set their hands and
seals the day and year aforesaid.
Sealed and delivered in BREWSTER INDUSTRIAL DEVELOPMENT
the presence of: FINANCING AUTHORITY
BY :7 r t
k b12 ✓ Z-eLGZr
MILTON SHAW, Chairman
Its LESSOR
4/' 4,
LESSEE -EDWARD H. B LL, Trustee
of E & J Realty Trust
14
EXHIBIT "A"
Rules and Regulations
The Lessee covenants and agrees with the Lessor to obey the
following Rules and Regulations:
1. All loading and unloading of goods shall be done only
in the areas and through entrances as designated on the
site plan approved by the Lessor pursuant to Paragarph o
of the Lease.
2. All garbage and refuse shall be kept in containers
approved by Lessor, placed in a location within the
leased premises approved by Lessor and prepared for
collection in a manner and at a time approved by Lessor.
If the Lessor shall provide or designate a service for
picking up refuse and garbage, the Lessee shall use the
same at its cost; the Lessee shall pay the cost of
removal of any of its rubbish or refuse.
3. No loudspeakers, televisions, phonographs, radios, or
other devises shall be used in a manner so as to be heard
or seen outside of the leased property.
4. The leased premises shall be landscaped and kept
clean from dirt and rubbish by the Lessee in a manner
acceptable to Lessor.
5. The Lessee and the Lessee's employees shall park
their cars only in those parking areas designated on the
site plan approved by the Lessor pursuant to Paragraph 8
of the Lease.
6. The Lessee shall keep the leased premises reasonably
free from pests, rodents, or other vermin, and shall, if
directed by the Lessor, use a pest extermination service.
7. The Lessee shall not burn any trash or garbage of any
kind in or about the leased premises.
ADDENDUM TO INDENTURE OF LEASE
This addendum to indenture of lease is made as of
day of September, 1985, by and between Brewster
Industrial Development Financing Authority of the Town of
Brewster, Barnstable County, Commonwealth of Massachusetts,
(hereinafter "lessor") and E. & J. Realty Trust (hereinafter
"lessee").
The lessor hereby acknowledges and agrees that the proposed
commercial structure on Lot No. 3, as shown on the master plan
of Freemen's Way Industrial Park provides space for a tenant.
Said tenancy is subject to the prior approval of the lessor
and the Water Quality Review Committee of the Town of Brewster.
IN WITNESS WHEREOF, the parties have hereunto set their hands
and seals the day and year aforesaid.
Sealed and delivered in BREWSTER INDUSTRIAL DEVELOPMENT
the presence of: FINANCING AUTHORITY
a
BY: be-
MILTON SHAW, Chairman
Its
(- tti-A„ 4 46( / ...rti„, A& .
LE
SSEE- - RD H. BILr, Trustee
of E & J Realty Trust
Brewster ’s Juneteenth Celebration
Wednesday,June 19,2024
10 am -2 pm
All are welcome to join the Town of Brewster for music,food,and activities
at Drummer Boy Park for a celebration of Juneteenth.Enjoy a fun day of
talented performers,interesting activities,educational entertainment,and
more,all in honor of Juneteenth.Stay for the whole event or stop by for a
quick visit!
Juneteenth commemorates the end of slavery in America and occurs on
the anniversary of the final enforcement of the Emancipation Proclamation
in Texas on June 19,1865,more than 2 years after the signing of the
proclamation.
Kick off the festival at the Drummer Boy Park gazebo for a reading of the
Emancipation Proclamation by Representative Chris Flannagan.
Afterwards,you may choose to remain at the gazebo for a series of musical
performers or you can explore the park and take part in some of the other
activities happening throughout the event.You can also visit the Windmill to
learn more about the Harris-Black house and enslaved people in Brewster
with the Brewster Historical Society,get information and participate in
games and face painting at one of the many activity and information tables,
or grab a bite to eat from a local food truck.
The timeline of main events is as follows:
10 AM:Open with Reading of the Emancipation Proclamation by Rep
Chris Flannagan
10:30 AM:Fred Clayton (Blues musician)at Gazebo
11:45 AM:Ron Williams (Jazz guitarist)
1 PM:Ammaya Dance &Drum
This event is free and open to the public.
CELEBRATE
JUNETEENTH
WITH BREWSTER
WED. JUNE 19 10 AM - 2 PM
DRUMMER BOY PARK
(RAIN LOCATION: BREWSTER LADIES’ LIBRARY)
WHAT IS JUNETEENTH?
As most of us learned in history class, The Emancipation Proclamation – officially
known as Proclamation 95 - was issued by President Abraham Lincoln, the
sixteenth President of the United States on January 1,1863, during the Civil War.
However, this declaration which proclaimed all slaves to be free, did not reach the
slaves in Texas until U.S. Major General Gordon Granger rode into Galveston on
June 19, 1865, some two and a half years later to deliver the final order – General
Order No. 3.
Juneteenth is the portmanteau of the words June and nineteenth. The annual
celebration, which was originated by freed slaves 159 years ago, became a U.S.
Federal Holiday in 2021.
DESCRIPTION OF THE EVENT
All are welcome to join the Town of Brewster for
music, food, and activities at Drummer Boy Park for
a celebration of Juneteenth. Enjoy a fun day of
talented performers, interesting activities,
educational entertainment, and more, all in honor of
Juneteenth. Stay for the whole event or stop by for a
quick visit!
MAIN EVENTS AT THE GAZEBO
10 AM - READING OF EMANCIPATION
PROCLAMATION BY REP CHRIS FLANAGAN
10:30 AM - FRED CLAYTON (BLUES)
11:45 AM - RON WILLIAMS (JAZZ)
1 PM - AMMAYA DANCE & DRUM
WELCOME BANNER BY THE NYA
ADDITIONAL ACTIVITIES
WINDMILL OPEN 10-2 WITH TOURS
BIPOC-OWNED FOOD TRUCK 11-2
INFO/ACTIVITY TABLES
STORY BOARD PANELS ABOUT THE HARRIS-BLACK HOUSE & ENSLAVED
PEOPLE IN BREWSTER
INFO/ACTIVITY TABLES
Brewster Ladies’ Library
Brewster COA
Brewster Cultural Council
Cape Cod Cape Verdean
Museum & Cultural Center
Brewster Book Store
Face Painting
Macala
Coloring Station featuring
Colors of the World crayons
INFORMATIONAL ACTIVITIES
SET UP PLANS
Library will find volunteers to help with set up
Tents being supplied by Library, COA, Cape Cod
Cape Verde Museum, Rec, and Cultural Council
Tables & chairs from Sea Camps
Rain location: Brewster Ladies’ Library
LOGISTICS
Ask Chamber of Commerce to be part of the day
and have them ask local businesses if they’d like
to participate in any way
Reach out to other organizations to see if they’d
like to add informational tables (i.e. Peggy
Jabolonski of Camino Way)
Other?
POTENTIAL ADDITIONS
THOUGHTS?
QUESTIONS?
FEEDBACK?
Town of Brewster
2198 Main Street
Brewster, MA 02631-1898
Phone: (508) 896-3701
Fax: (508) 896-8089
MEMORANDUM
TO: Select Board
FROM: Peter Lombardi, Town Manager
RE: List of Current Warrant Articles for Spring 2024 Town Meeting
DATE: February 8, 2024
Here is a summary of the articles currently anticipated for inclusion on the Spring 2024
Town Meeting warrants:
1.Outstanding Obligations
2.Budgetary Transfers
3.FY25 Cape Cod Regional Technical High School Operating Budget
4.FY25 Brewster Elementary School Operating Budget
5.FY25 Brewster Elementary School Operating Override
6.Assessment Formula for Nauset Regional Schools
7.FY25 Nauset Regional Schools Operating Budget
8.FY25 Nauset Regional Schools Operating Override
9.FY25 Town Operating Budget (General Fund)
10.FY25 Water Enterprise Fund Budget
11.FY25 Golf Enterprise Fund Budget
12.Community Preservation Act Funding (including standard reserve amounts)
13.CPA Land Acquisition: 3571 Main Street (Washington Chase Bog)
14.Capital and Special Project Expenditures
15.Special Revenue Fund: Cable Franchise Fee
16.Recreation Revolving Fund
17.Sea Camps Comprehensive Plan Article(s)
18.Private Road Betterment: Vesper Pond
19.Millstone Road Improvement Project: Temporary Easements
20.Drummer Boy Park Advisory Committee Report
21.Potential Citizens Petition: Resolution on Medicare for All Legislation**
22.Potential Citizens Petition: Home Rule Petition for Pesticide Reduction**
23.Potential Citizens Petition: Short Term Registration**
24.Potential Citizens Petition: Short Term Regulations**
** not yet filed
Office of:
Select Board
Town Administrator
TOWN OF BREWSTER
BUDGET & TOWN MEETING CALENDAR
FISCAL YEAR 2025
01.26.24 DRAFT
1.December 4, 2023:
FY25-29 General Fund budget forecast presentation to Select Board and Finance Committee,
including recommended FY25 budget development guidelines.
2.December 12, 2023:
FY25-29 Golf Enterprise Fund Financial Forecast presentation to Golf Commission.
3.December 14, 2023:
FY25 budget development guidelines distributed to Department Heads & Schools.
4.January 5, 2024:
FY25 budget requests & supplemental FY24 Capital Requests due to Town Administration and
Finance Director.
5.Weeks of January 10 & 17, 2024:
Preliminary operating budget requests reviewed by the Town Administration and Finance
Director with Department Heads.
6.January 31, 2024:
Finance Team presentation to Select Board and Finance Committee on FY24-28 Capital
Improvement Plan, including supplemental FY24 Capital requests.
7.February 5, 2024:
FY25 Town Operating Budget Overview delivered to the Select Board and Finance Committee.
8.February 7 & 9, 2024:
Department Head FY25 budget presentations to Select Board and Finance Committee.
9.February 15, 2024:
4th and Final Sea Camps Public Forum.
10. February 26, 2024:
Priority Deadline for submittal of warrant articles for inclusion on the 2024 Annual Town
Meeting warrant.
11. March 2024:
FY25-29 Water Department Enterprise Fund Financial Forecast presented to Water
Commissioners.
12. March 27, 2024:
Deadline for proxy votes for private road betterments.
13. March XX, 2024
Nauset Schools budget presentation to Select Board.
14. March XX, 2024:
Nauset Schools budget presentation to Finance Committee.
15. April 1, 2024:
Administrative deadline to finalize warrant articles for the May 2024 Special and Annual Town
Meetings.
16. April 6 & 10, 2024:
Sea Camps Pond Property Open House.
17. April 10, 2024:
Deadline for Select Board’s and Finance Committee’s recommendations on the May 2024
Special and Annual Town Meeting warrant articles.
18. April 16, 2024:
Deadline to send May 2024 Special & Annual Town Meeting warrants to the printer.
19. April 20, 2024:
Deadline to post warrants.
20. April 23, 2024:
Deadline for Select Board to place a ballot question on the Annual Town Election.
21. April 26, 2024:
FY25 Budget and Town Meeting warrant book posted on the website for the general public and
distributed at town buildings and other locations.
22. Week of April 29, 2024:
Town Meeting public information session.
23. May 11, 2024:
2024 Special and Annual Town Meeting held at Stony Brook Elementary School.
24.May 28, 2024:
2024 Annual Town Election.
Town of Brewster
2198 Main Street
Brewster, MA 02631-1898
Phone: (508) 896-3701
Fax: (508) 896-8089
MEMORANDUM
TO: Select Board
FROM: Peter Lombardi, Town Manager
RE: Updated American Rescue Plan Act Funds Spending Plan
DATE: February 12, 2024
The Select Board has approved an expenditure plan for Brewster’s direct allocation of
$1.023M in American Rescue Plan Act funds and for the $496k in ARPA funds from
Barnstable County. The current plan, last approved in May 2023, is as follows:
$273k for one-time premium pay for eligible public sector employees
$75k for public health expenditures related to the pandemic
$275k for resident beach access at the Sea Camps Bay property
$425k for site remediation at the Sea Camps, including testing, design, project
oversight, and reporting
$300k for Long Pond boat ramp
$35k for Crosby Property Revolving Fund revenue loss
$25k for partial funding of new seasonal Natural Resource positions
$5k for FY22 single audit
$1500 for Building & Health Dept OT
$10k for Wing Island consulting services
$35k for supplemental Sea Camps planning support
At the time, this plan left a balance of about $60k in unallocated funds. When it was
approved, we had not gone out to bid for either the Cape Cod Sea Camps Shooting
Range Remediation or the Long Pond Boat Ramp. We also need additional funding for
staff at the CCSC Bay Property, as hours of operation have been extended to an hour
earlier for this coming season. The staff for the CCSC gatehouse will be funded from a
combination of the Community Pool Revolving Fund and the General Fund budget in
FY26. We were able to use an alternate funding source to fund the Wing Island
consulting services. We recently received reconciliation from FEMA regarding our
pandemic expense reimbursement and there is a gap in what FEMA ultimately
determined as eligible costs. We are proposing to fund the difference with available
ARPA funds.
Office of:
Select Board
Town Manager
The Finance Team has been monitoring all of these expenses and now recommends the
following updated expenditure plan (changes in bold):
$273k for one-time premium pay for eligible public sector employees
$75k for public health expenditures related to the pandemic
$315k for resident beach access at the Sea Camps Bay property ($40k increase)
$425k for site remediation at the Sea Camps, including testing, design, project
oversight, and reporting
$286k for Long Pond boat ramp ($14k decrease)
$35k for Crosby Property Revolving Fund revenue loss
$25k for partial funding of new seasonal Natural Resource positions
$5k for FY22 single audit
$1600 for Building & Health Dept OT ($100 increase)
$50k for Sea Camps planning support ($15k increase)
$28k for FEMA Pandemic Expenditures deficit (new item)
These proposed expenditures total $1.5+M and account for all ARPA funds. These funds
are required to be allocated by December 2024.
Town of Brewster
2198 Main Street
Brewster, MA 02631-1898
Phone: (508) 896-3701
Fax: (508) 896-8089
MEMORANDUM
TO: Select Board
FROM: Peter Lombardi, Town Administrator
RE: Updated American Rescue Plan Act Funds Spending Plan
DATE: May 19, 2023
Last spring, the Select Board approved an expenditure plan for Brewster’s direct
allocation of $1.023M in American Rescue Plan Act funds that included:
$275k for one-time premium pay for eligible public sector front-line employees
(see details in accompanying memo)
$150k for public health expenditures related to the pandemic, including partial
funding for new part-time public health nurse (FY23-24)
$150k for resident beach access at the Sea Camps Bay property (design,
permitting, construction, and operations)
$250k for site remediation at the Sea Camps based on Phase II report findings
$125k for Long Pond boat ramp
$25k for Crosby Property Revolving Fund revenue loss
$25k for partial funding of new seasonal Natural Resource positions (FY23-24)
These proposed expenditures totaled $1M.
Last summer, the Board approved $5k for supplemental audit services needed to
comply with reporting requirements due to the Town’s receipt of more than $750k in
federal funding in FY22. They also approved $10k for Building & Health Department
personnel expenses related to the launch of our new electronic permitting platform.
Last fall, the Board approved up to $30k in ARPA funding for additional consulting
services related to the Wing Island project and a proportionate decrease in funds
allocated for site remediation on the Sea Camps property.
As part of the FY24 Town operating budget presentation, we highlighted plans to
partner with Eastham in sharing an economic development position who would assist
with Sea Camps planning/outreach and other priority initiatives. We projected using up
to $35k in ARPA funds for this purpose. While the details of this partnership have not
yet been finalized, we remain interested in exploring the possibility of adding staff
capacity in these areas.
Office of:
Select Board
Town Administrator
At this point, we are proposing an updated spending plan that also accounts for the
$496k in ARPA funds that will be allocated to Brewster from Barnstable County. Based
on amendments to County procedures approved last fall, these funds can be expended
for any lawful public purpose, consistent with the US Treasury’s Final Rule.
In summary, we recommend the following updated expenditure plan (see attached for
details):
$273k for one-time premium pay for eligible public sector employees
$75k for public health expenditures related to the pandemic
$275k for resident beach access at the Sea Camps Bay property
$400k for site remediation at the Sea Camps, including testing, design, project
oversight, and reporting
$300k for Long Pond boat ramp
$35k for Crosby Property Revolving Fund revenue loss
$25k for partial funding of new seasonal Natural Resource positions
$5k for FY22 single audit
$1500 for Building & Health Dept OT
$10k for Wing Island consulting services
$35k for supplemental Sea Camps planning support
These proposed expenditures total $1.5+M, leaving approximately $84k in ARPA funds
not yet accounted for. The Long Pond boat ramp project is under contract and is
expected to begin in September. The Sea Camps remediation work will go out to bid
this summer and is also expected to be done this fall. Once those two projects are
complete, we will provide an update to the Board on our plan for the remaining balance
of available funds. We have until December 2024 to allocate these funds.
BREWSTER MASSACHUSETTS FIRE
DEPARTMENT STAFFING ANALYSIS
Engaged to:
➢Review the manner in which fire department and
emergency medical services are provided and
evaluate overall operations.
➢Evaluate the fire department’s organizational
structure, administration, and management.
➢Evaluate the department’s staffing.
➢Provide recommendations for improvement.
2
Our Goal:
To create a report that becomes a useful guide and a
resource that shapes a vision for the success of the
organization as it approaches the challenges
and transitions of the future.
3
This analysis provides the
organization and the
community with 39
recommendations.
A plan to guide you moving
forward.
4
In reality the outcome is up to you.
➢Interviews with numerous stakeholders.
➢Review and analysis of data and documents.
➢Review and evaluation of fire department
operations and management.
➢Evaluating on-site operations, facilities, and
resources.
➢13 major project elements involved.
5
➢All recommendations for improvements are based
on various administrative regulations promulgated at
the federal and state levels, and nationally accepted
consensus standards developed by:
❖ISO (Insurance Services Office)
❖NFPA (National Fire Protection Association)
❖CFAI (Commission on Fire Accreditation
International)
❖CAAS (Commission on Accreditation of
Ambulance Services)
❖Industry best practices and procedures
6
➢Well equipped, with a beautiful state of the art fire
station.
➢High functioning leadership team.
➢Dedicated core group of members who are trying to
make their organization one that provides dependable,
high quality, emergency services to the Town of
Brewster.
7
➢Perform their duties competently, and, can be
counted upon to complete assignments given to them.
➢Appears to have a positive public image, and, is
respected for its long-standing service to the
community.
8
➢The strategy currently in place in the Brewster Fire
Department is a progressive and forward thinking one.
The Brewster Fire Department has an excellent five-
year strategic plan that covers the period of 2022
through 2026.
9
➢The potential for a diminished level of service based
on a shortage of available resources, primarily from a
career staffing perspective and the annual requests
for service continue to increase.
❖The loss of the call component of the Department over
the past 10 years. This results in the only emergency
response personnel immediately available (not
counting mutual aid) being the on-duty personnel.
There are no longer call personnel who respond to
provide coverage or assist with multiple incidents.
10
➢High turnover rate among career staff.
❖The department has struggled to retain personnel.
Frequent vacancies and a constant staffing deployment
model has resulted in a high level of mandatory
holdover and order-in overtime which can have a
significant impact on firefighter health and wellness, as
well as morale within the Department.
11
➢Housing and rental costs in Brewster and surrounding
communities, and to a larger extent Cape Cod in
general, are extremely high and thus unaffordable for
most public safety personnel especially those who are
just starting out. This results in many firefighters living
on the other side of the Sagamore Bridge, more than
30 minutes from town and of limited to no value in a
call back situation.
❖Challenges recruiting qualified personnel.
12
➢A need to continue the widespread use of automatic
aid at the time of dispatch to reported structure fires
to attempt to assemble an effective response force
within the benchmark time frames.
➢Two simultaneous EMS calls can strip the Town of all
fire and EMS protection.
➢Potentially increasing response times based on a
growing number of overlapping calls (approaching
20% of annual responses).
13
➢An aging resident population (35.1% of population is
age 65 or over) will most likely result in increased
requests for services further straining the system.
14
Many risks are also opportunities. This
report can be an idle source of
conversation or a means to engage the
organization to plan for a vibrant future.
15
➢When staffing is at five personnel:
❖Two personnel respond on the ambulance to Alpha and
Bravo, or Priority 3 calls. The three personnel remaining
are now available for fire duty, or can handle a second
ambulance call, if necessary. If they require additional
assistance, they can request the engine to respond.
❖Two personnel respond on the ambulance and three
personnel respond on the engine to Charlie, Delta, and
Echo, or Priority 1 and 2 calls. If an additional person is
needed on the ambulance they can be sent to the
hospital with the ambulance crew.
16
➢The Brewster Fire Department should strive to have a
minimum of 16/17 firefighting personnel on the scene
of every single-family residential structure fire within 8
minutes of the time that units are responding.
➢For fires in multi-family residential buildings and
commercial occupancies, a minimum of 27/28
personnel should be on scene within 8 minutes of the
time that units are responding in order to be able to
establish a full effective response force.
17
18
19
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Brewster 10,318 3,236 23 2.23 5 1 Fire Prevention
Officer
Chatham 6,600 3,240 32 4.85 7 2
Fire Prevention
Officer
EMS Coordinator
Orleans 6,307 2,683 36 3.8 8 2
Fire Prevention
Officer
EMS Coordinator
Eastham 5,752 2,236 24 4.17 5 2 2 Firefighters
Wellfleet 3,500 1,311 22 5.71 5 1 Captain – Fire
Prevention
Harwich 13,441 4,850 40 2.68 9 2
Fire Prevention
Officer
EMS Coordinator
➢The Town of Brewster and Brewster Fire Department
should incrementally hire additional firefighters to
enhance daily on duty staffing to an eventual level of
seven (7) personnel assigned to each shift.
➢The Town of Brewster should authorize the Brewster
Fire Department to apply annually over the next several
application periods for a federal Staffing for Adequate
Fire and Emergency Response (SAFER) grant to fund the
incremental hiring of a total of nine (9) additional
personnel (two per shift plus a full-time EMS Officer)
over the next several fiscal years.
20
➢FY 2025 –Hire four (4) additional personnel to increase
shift staffing to six (6) personnel with a minimum of five
(5) on duty (off season only).
➢FY 2026 –Hire one (1) additional person to allow for the
creation of the full-time EMS officer position and the
possible implementation of a MICU/CIP program.
Promote four (4) firefighters to the rank of Lieutenant.
➢FY 2028 –Hire four (4) additional personnel to increase
shift staffing to seven (7) personnel with a minimum of
six (6) on duty (off season only).
21
➢In FY 2026, the Town of Brewster should consider
creation of the position of Lieutenant on each shift in
the Brewster Fire Department to allow for a continued
appropriate span of control as recommended under the
Incident Management System (IMS).
➢At all staffing levels, the Brewster Fire Department
should continue to utilize part-time personnel to
supplement staffing level and maintain maximum shift
staffing during peak season between Memorial Day and
the end of September.
22
23
24
➢Once a staffing level of seven (7) is achieved the
Brewster Fire Department will be able to staff:
❖Two ambulances with two (2) personnel each.
❖If a third ambulance is needed during the day, it can
be staffed with administrative personnel if they are
available.
❖One engine with three personnel.
25
➢The Town of Brewster and Brewster Fire Department
should actively explore the feasibility of implementing
some type of community based mobile integrated health
care (Community Paramedicine) in an attempt to provide
better service to the community, and possibly increase
their EMS revenue.
26
➢Planned growth of the Brewster Fire Department is
essential to provide a consistent service level to the
community, while keeping pace with increased
demands for service.
➢There is no “right” amount of fire protection or EMS
delivery. It is a constantly changing level based
upon the expressed needs of the community.
27
➢Defining the acceptable level of service.
➢Long term development of the Brewster Fire
Department, its officers and personnel.
➢The goal of this study is to assist the Town of
Brewster and the Brewster Fire Department in
moving forward in a planned or intended strategic
manner and to reinforce the existing strategic plan.
28
➢Each of the 39 recommendations should be given
careful consideration.
➢View each recommendation as a goal.
➢Approach the recommendations strategically &
systematically to develop short & long term goals.
➢Follow the Strategic Plan.
➢Recognize each accomplishment.
29
30
Website:
www.mrigov.com
Thank You
TO:
FROM:
CC:
DATE:
RE:
Brewster Fire Department
1671 Main Street
Brewster, MA 02631
Phone 508-896-7018 Fax 508-896-4245
Select Board
Fire Chief Moranij
Town Manager Peter Lombardi
Finance Committee
Deputy Fire Chief Kevin Varley
11/30/23
Fire Department Staffing Analysis
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In April 2022 members of Brewster Fire/Rescue launched the implementation of their 2022-2026 five-
year strategic plan. One of the major proposals emerging from the plan included the hiring of a
professional Public Safety group to conduct a Staffing and Operational analysis of the Brewster Fire
Department. In March of 2023 Municipal Resources, Inc. was chosen as the vendor to review the current
position of the department and make recommendations regarding future staffing needs and sustainable
operational advances.
After leading the transformation of the department from a combination to full-time organization over
the past thirteen years, my office is well versed and acquainted with the validated staffing and
operational recommendations contained in the study and we are pleased to see a final document that
mirrors the progressive philosophies of our department. Through proactive forecasting, partnership with
the Town Managers office, and the continued application of our strategic plan we have previously
embraced a number of these recommendations and initiated active processes that will lead to future
implementation.
Some of these initiatives currently being worked on or completed include:
• Contractual agreements including wage increases comparable to contiguous communities and
stipend programs designed to enhance recruitment and retention of personnel.
• Secured funding for the purchase of mobile computer hardware and software to improve data
collection, meet proposed enhancements to Barnstable County Dispatch systems, enhance pre -
incident planning capabilities, and enrich efforts to assess and reduce community risk.
• Completed AFG Grant funded Fire Instructor land Fire Officer I programs. Excess funds are
being used to schedule additional programs including Surface Water Rescue, Surface Ice
Rescue, Rope Rescue, Fire Officer Strategy and Tactics, Vehicle Extrication, Control of Gas
Emergencies, and Decision Making for the Initial Company Officer. These programs will assist
efforts to maintain our current ISO rating during the next review cycle.
• Secured funding for policy and procedure software titled Lexipol. Currently working with Lexipol
representatives and internal review group to advance the approval and adoption of multiple
administrative and operational policies into one cohesive and consistent document.
• Received approximately $270,000 in Federal and State Grant programs for fire safety education,
equipment, and training.
• Revised automatic aid response policies to increase the number of initial arriving personnel.
• Maintained consistent and direct annual budget requests for additional full-time staff.
• Continued best practice use of seasonal employees to supplement full-time staff.
The recommendations identified in the study come as no surprise to my office. Most are based on State
and National Laws, Standards, Regulations, and best practices that we have been working to initiate for
several years. We welcome the conclusions and look forward to developing a priority list of short,
medium, and long-term goals that will allow us to continue to meet the proposals including the major
challenge of increasing staff to a level justifiable to the sustained safety, health, and wellness of staff and
the continued delivery of exceptional life safety services to the community.
TOWN OF BREWSTER, MASSACHUSETTS
FIRE DEPARTMENT STAFFING ANALYSIS
NOVEMBER 2023
Prepared by:
Municipal Resources, Inc.
66 Main Street, Suite B
Plymouth, New Hampshire 03264
mrigov.com
Phone 603-279-0352
Town of Brewster, MA – Fire Department Staffing Analysis Page 2
Prepared by Municipal Resources, Inc.
November 2023
TABLE OF CONTENTS
Town of Brewster, MA – Fire Department Staffing Analysis Page 3
Prepared by Municipal Resources, Inc.
November 2023
TOWN OF BREWSTER, MASSACHUSETTS
FIRE DEPARTMENT STAFFING ANALYSIS
CHAPTER I - PROJECT OVERVIEW, SCOPE, AND METHODOLOGY ........................................................ 6
ABOUT MRI ...................................................................................................................................... 7
MRI’S PHILOSOPHY .......................................................................................................................... 7
OBJECTIVES ...................................................................................................................................... 8
SCOPE OF WORK .............................................................................................................................. 9
METHODOLOGY/PROJECT APPROACH ............................................................................................ 11
ACKNOWLEDGEMENTS .................................................................................................................. 14
CHAPTER II - COMMUNITY OVERVIEW .............................................................................................. 16
TOWN OF BREWSTER ..................................................................................................................... 16
BREWSTER FIRE DEPARTMENT ....................................................................................................... 17
CHAPTER III - BREWSTER COMMUNITY RISK AND HAZARD PROFILE ................................................... 20
RECOMMENDATIONS ..................................................................................................................... 29
CHAPTER IV - BREWSTER FIRE DEPARTMENT ORGANIZATION, MANAGEMENT, AND OPERATIONS .... 30
BREWSTER FIRE DEPARTMENT OVERVIEW ..................................................................................... 30
RESPONSE METRICS ....................................................................................................................... 40
FIRE OPERATIONS .......................................................................................................................... 48
EMS OPERATIONS .......................................................................................................................... 52
STAFFING, CRITICAL TASKING, AND DEPLOYMENT .......................................................................... 63
COMPARATIVE ANALYSIS ............................................................................................................... 73
AUTOMATIC/MUTUAL AID AND REGIONAL OPERATIONS ............................................................... 74
INSURANCE SERVICES OFFICE (ISO) ................................................................................................. 78
RECRUITMENT, TRAINING & PROFESSIONAL DEVELOPMENT .......................................................... 83
FIRE PREVENTION AND COMMUNITY RISK REDUCTION .................................................................. 85
DIVERSITY AND CULTURAL AWARENESS ......................................................................................... 87
ADMINISTRATIVE SERVICES ............................................................................................................ 88
BREWSTER INTERDEPARTMENTAL RELATIONS ............................................................................... 88
RECOMMENDATIONS ..................................................................................................................... 89
Town of Brewster, MA – Fire Department Staffing Analysis Page 4
Prepared by Municipal Resources, Inc.
November 2023
CHAPTER V - FIRE DEPARTMENT FINANCIAL OPERATIONS .................................................................. 94
ANNUAL BUDGET ........................................................................................................................... 94
CAPITAL PLANNING ........................................................................................................................ 95
AMBULANCE BILLING & REVENUE .................................................................................................. 95
PERMITS: ....................................................................................................................................... 99
GRANTS: ........................................................................................................................................ 99
SOURCES OF ADDITIONAL FUNDING: ............................................................................................ 100
RECOMMENDATIONS …………………………………………………………………………………………………………………….101
CHAPTER VI - SUMMARY OF RECOMMENDATIONS .......................................................................... 103
CHAPTER III - BREWSTER COMMUNITY RISK AND HAZARD PROFILE ............................................. 103
CHAPTER IV - BREWSTER FIRE DEPARTMENT ORGANIZATION, MANAGEMENT, AND OPERATIONS103
CHAPTER V - FIRE DEPARTMENT FINANCIAL OPERATIONS ............................................................ 108
CHAPTER VII - SUMMARY AND LOOKING TO THE FUTURE ................................................................ 111
CURRENT STATE OF THE FIRE AND EMS DELIVERY SYSTEM ........................................................... 111
STRATEGIC PLANNING (AKA LOOKING TO THE FUTURE) ............................................................... 112
MRI’S VIEW OF THE FUTURE ......................................................................................................... 113
FIRE SERVICE ACCREDITATION ...................................................................................................... 119
CONCLUSION ................................................................................................................................ 120
CHAPTER VIII - PROJECT TEAM ......................................................................................................... 122
TEAM LEADER: ............................................................................................................................. 122
PROJECT TEAM ............................................................................................................................. 123
Town of Brewster, MA – Fire Department Staffing Analysis Page 5
Prepared by Municipal Resources, Inc.
November 2023
REPORT
Town of Brewster, MA – Fire Department Staffing Analysis Page 6
Prepared by Municipal Resources, Inc.
November 2023
CHAPTER I
PROJECT OVERVIEW, SCOPE, AND METHODOLOGY
Municipal Resources, Inc. (MRI) was engaged by the Town of Brewster,
Massachuse>s, to undertake an organizaAonal and operaAonal assessment
including an analysis of the effecAveness, and overall efficiency study of the
Town’s fire, rescue, and emergency medical services (EMS) delivery
systems, to idenAfy any gaps or deficiencies, and to make recommendaAons
for improvement. Projected growth in area services due to increases in
populaAon and increased service levels were also included to provide
recommendaAons on the Department’s long-range planning needs. The
primary intent and goal of this project was to determine whether the
exisAng organizaAonal structure and operaAons of the Brewster Fire
Department including levels of staffing, faciliAes, equipment, funding,
management pracAces, and deployment of resources are adequate to provide a level of service
within Brewster, that is in line with generally accepted standards and benchmarks uAlized by
comparable fire departments in similar communiAes; and based on standards and best pracAces
for modern-day fire services currently in pracAce in Massachuse>s and the United States.
To these ends, MRI looked to provide informaAon relaAve to:
1. Short-term opportuniAes for improvement of the Department’s service delivery
capabiliAes.
2. Present short and long-term organizaAonal and operaAonal adjustments that seek to
improve service delivery to the Town.
These acAviAes are part of the Town of Brewster’s ongoing fire and emergency services oversight
and planning responsibiliAes. They are focused on idenAfying the risks that residents, visitors, and
firefighters are currently exposed to, as well as the potenAal future risks, and the development
of an appropriate set of responses to those threats in a fiducially responsible manner. Through
the strategic planning aspect, the project team makes recommendaAons for long-term success,
viability, and stability, together with improved efficiency, operaAons, and safety for firefighters
and ciAzens today, as well as projecAng future needs for the provision of fire and emergency
medical services throughout the community. The MRI project team has a>empted to produce a
report containing recommendaAons, focused primarily on long-range strategic planning, that will
assist the Brewster Fire Department, and the Town of Brewster, to set a clear course of acAon for
future service improvements and delivery.
Town of Brewster, MA – Fire Department Staffing Analysis Page 7
Prepared by Municipal Resources, Inc.
November 2023
ABOUT MRI
MRI was founded in 1989 by six former municipal and state government managers, with both
public and private, professional experience. MRI provides professional, technical, and
management support services to municipaliAes, schools, and non-profit organizaAons
throughout the Northeast. MRI provides technical knowledge and pracAcal experience that
others cannot offer because it hires the best in the municipal consulAng industry. This is
evidenced by a high level of implementaAon of MRI’s recommendaAons by its clients. MRI’s
clients have come to expect the organizaAon to provide whatever they need, and it fulfills their
expectaAons.
MRI’s dynamic management staff adapts services to specific client needs. Clients realize that MRI
has been in their shoes and has the experience, sensiAvity, and desire that it takes to develop
and deliver services that specifically meets their needs. The depth of MRI’s experience is reflected
not only in the experiences of its associates, but in the scope of services it provides its clients,
from professional recruitment to organizaAonal and operaAonal assessments of individual
municipal departments and school districts; or ongoing contracted services for various municipal
government and school business support acAviAes. Municipal Resources has a parAcularly strong
public safety group with naAonally recognized experAse in fire and emergency medical services.
MRI’s professional staff is always focused on helping its clients solve problems and provide
soluAons for their future success. We simply work to gain an understanding of past events to
build a framework for future success. We do not put forth idealisAc, unachievable, or narrowly
focused soluAons.
MRI’S PHILOSOPHY
Municipal Resources, Inc. is commi>ed to providing innovaAve and creaAve soluAons to the
problems and issues facing local governments and the agencies that serve them.
The purpose of MRI’s approach is to supplement the efforts of municipal employees and other
personnel and enable them to do their jobs well. MRI is commi>ed to supporAng and enhancing
posiAve, sustainable communiAes through be>er organizaAon, operaAons, and communicaAon.
This is achieved by:
Ø SupporAng towns, ciAes, counAes, school districts and other community service
agencies with management and technical services to facilitate construcAve
change within client organizaAons.
Ø ConducAng studies and analyses designed to assist clients in achieving
organizaAonal improvement.
Town of Brewster, MA – Fire Department Staffing Analysis Page 8
Prepared by Municipal Resources, Inc.
November 2023
Ø AdvocaAng and advancing cooperaAon, coordinaAon, and collaboraAon between
government organizaAons and related community support agencies.
Ø Maintaining a staff of highly qualified professional, experienced and open-minded
life-long learners to serve as consultants and advisors to clients.
Ø Maintaining awareness and understanding of advances in “best pracAces” for
delivery of all levels of core community services and related professional
management.
Ø Developing and refining techniques for effecAve community engagement,
informaAon disseminaAon, and construcAve change.
OBJECTIVES
1. To help municipaliAes and agencies obtain maximum value for limited tax dollars.
2. To idenAfy and help communiAes manage the risks associated with public safety
funcAons.
3. To raise public awareness of the value and professionalism of their municipal resources.
4. To help local leaders develop and execute plans that best meet their community’s needs,
given available resources.
FIGURE I-1: MRI PROJECT IMJPLEMENTATION PLAN
Town of Brewster, MA – Fire Department Staffing Analysis Page 9
Prepared by Municipal Resources, Inc.
November 2023
SCOPE OF WORK
To be effecAve, a project of this type requires a thorough assessment to determine a baseline of
current operaAons. ProjecAons for community populaAon growth that can translate into
increased requests for service, the need for expanded levels of service, and evolving community
expectaAons were necessary to develop recommendaAons for the department’s long-range
plans. A thorough review of exisAng staffing, funding, management pracAces, and regulatory
environment was undertaken to determine whether the department can provide a level of
service that is in line with generally accepted standards and benchmarks for a community of like
character. An evaluaAon of the following informaAon and topics were all components of this
review:
An evaluaAon of the following informaAon and topics were all components of this review:
1. A review of background informaAon that impacts the Brewster Fire Department
including:
a. Fire service data and informaAon provided by the fire department and the Town;
b. Community populaAon and demographics;
c. ResidenAal, commercial, industrial, and municipal features of the community
including a community tour;
d. Review of incident response staAsAcs volume and trends;
e. Review of response Ames;
f. Policies and agreements that may determine staffing levels and pracAces;
g. EvaluaAon of the provision and use of fiscal resources including the amount of
overAme;
h. Assess and evaluate the department’s current scheduling, staffing, organizaAonal
structure and delivery of services;
i. Assess service demand trends, including demographic and service demand increases;
including those a>ributed to societal adjustment due to the Covid19 pandemic;
j. Municipal ordinances related to fire and EMS delivery;
k. Mutual aid agreements and resources;
l. Standard OperaAng Guidelines (SOGs) for the Fire Department;
m. Vehicles and staffing/run assignments;
n. Fire department operaAonal plans;
o. Adequacy of the department’s training and fire prevenAon funcAons;
p. Current deployment of resources along with a future needs assessment;
q. IdenAficaAon of the level of service provided to, and expected by, the Town,
r. The Brewster Fire Department’s current Strategic Plan 2022 – 2026, and;
Town of Brewster, MA – Fire Department Staffing Analysis Page 10
Prepared by Municipal Resources, Inc.
November 2023
s. Developed a report that will address short- and long-term staffing needs,
organizaAonal structure, service and demand trends, over the next decade.
2. Input was solicited from a range of stakeholders through personal interviews, including:
Ø Chairman of the Select Board
Ø Town Manager
Ø Fire Chief
Ø Deputy Fire Chief
Ø Fire Department Career Captains
Ø Town Human Resources Director
Ø Town Finance Director
Ø Police Chief
Ø InternaAonal AssociaAon of Fire
Firefighters Local 3763 E-Board
Ø Mutual Aid Fire Chiefs
Ø Open Session for Fire Department
Members
In performing this study MRI focused on the following aspects of the fire and emergency medical
services and their operaAons:
Ø OrganizaAonal structure and governance;
Ø OrganizaAonal, managerial, and operaAonal pracAces including policies,
rules and regulaAons, and standard operaAng procedures/guidelines
(SOPs/SOGs);
Ø Fire department staffing pracAces and personnel scheduling;
Ø Lack of viability of the department’s call component;
Ø Community profile and characterisAcs, risks, vulnerabiliAes, and concerns;
Ø Fire and EMS operaAons, including response Ames, NFPA 1710 and OSHA
Two-in/Two-out compliance, standards of cover, incident and response
Ame analysis, designaAon of operaAonal responsibiliAes, and deployment
of resources;
Ø Training and professional development;
Ø Fire prevenAon and code enforcement;
Ø BudgeAng;
Town of Brewster, MA – Fire Department Staffing Analysis Page 11
Prepared by Municipal Resources, Inc.
November 2023
Ø External stakeholders’ percepAons concerning the fire department and
relaAonships with various officials; and,
Ø Sense of common vision among internal stakeholders.
At the compleAon of each key component of the Department’s operaAons, the project team has
a>empted to provide a status and/or “gap” statement which indicates the current status of that
acAvity, any gaps between that acAvity and expected performance (as defined by regulaAons,
standards, industry best pracAces, or organizaAonal policy), and recommendaAons that should
be implemented to close the “gaps” or correct the deficiency.
METHODOLOGY/PROJECT APPROACH
MRI’s project methodology and approach was targeted to fulfill the scope of work in a thorough
and comprehensive manner. MRI consultants performed several days of on-site work, interviews,
and observaAons in Brewster. The assessment employed the following methodologies:
Ø On-site visit to Brewster that included in-person meeAngs, tour of fire department
faciliAes, and tour of Brewster to observe target hazards, community risks, and building
density and type,
Ø Review of the fire department’s faciliAes, apparatus, and equipment,
Ø Analysis of fire department staffing, including current operaAons, scheduling, use of
overAme, organizaAonal structure and future needs based on risk, current operaAonal
experience, and projected community growth and development,
Ø Analysis of community demographics and projected growth and development,
Ø Interviews with fire chief and deputy fire chief,
Ø Interviews with the town manager,
Ø Interview with Chairman of the Select Board,
Ø Interviews with other key fire department personnel including members of the Brewster
Fire Department command/supervisory staff, EMS coordinator, administraAve assistant,
union leadership and other department members having direct knowledge and
understanding of the subject areas,
Town of Brewster, MA – Fire Department Staffing Analysis Page 12
Prepared by Municipal Resources, Inc.
November 2023
Ø Interviews with other key town officials including the finance director and human
resources director,
Ø Interviews with fire chiefs of neighboring mutual aid fire departments,
Ø Review of mutual aid and regional operaAons,
Ø Review of exisAng department incident staAsAcs, standard operaAng
procedures/guidelines, budget, and other records,
Ø Review of the applicability of various naAonal standards and best pracAces for municipal
fire and EMS services, such NFPA 1710, Standard for the OrganizaAon and Deployment of
Fire Suppression OperaAons, Emergency Medical OperaAons, and Special OperaAons to
the Public by Career Fire Departments, NFPA 1500, Standard on Fire Department
OccupaAonal Safety, Health, and Wellness Program, and NFPA 1300, Standard on
Community Risk Assessment and Community Risk ReducAon Plan Development.
These discussions focused on the current fire and EMS delivery system and structure to idenAfy
any concerns or areas requiring special focus, and to gather thoughts and ideas about areas of
potenAal improvement and long-range visions, needs, goals, and objecAves. The team spent
significant Ame with the fire chief and deputy fire chief to gain an understanding of the
organizaAonal, operaAonal, and management systems and approaches currently in place, and
then compared the current structures against contemporary pracAce and convenAon. There
were also reviews of relevant staAsAcs, and operaAonal data that was furnished by the
Department.
MRI’s project team uAlized a seven-phase process to conduct the assessment of the Brewster
Fire Department and to develop the planning recommendaAons. The seven phases include:
1. Development of an acAon plan.
2. OrientaAon, stakeholder input, data gathering, and idenAficaAon of significant
issues facing the Town of Brewster and the Brewster Fire Department.
3. InformaAon review, inventory, and assessment of the emergency risks and target
hazards located within the Town, and effecAveness and current operaAonal
readiness of the Brewster Fire Department.
4. Development of an assessment and inventory of current fire department
operaAons including the adequacy of current staffing/deployment models and
organizaAonal structure.
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5. EvaluaAon of the overall effecAveness, efficiency, and quality of service of the fire
protecAon and EMS delivery systems within the Town of Brewster.
6. PreparaAon of a final evaluaAon report including planning recommendaAons for
the Town of Brewster and the Brewster Fire Department.
7. PresentaAon of a final project report to the Brewster Town Manager and other
selected stakeholders.
During this study, the MRI team invesAgated areas such as the organizaAonal and command
structures of the fire department, chain of command, budgeAng, staffing, service demands,
deployment of personnel, standards of cover, percepAons within the community, working
relaAonships with other persons and agencies, responsiveness, internal policies and procedures,
and compliance with various state and federal regulaAons.
Following the on-site visits, the data and documentaAon collected, and observaAons made, were
subjected to analysis by the project team, both individually and collecAvely. The informaAon was
then compared with contemporary fire service and public safety standards, recommendaAons,
and best pracAces, to formulate the recommendaAons contained in this report, and uAlized for
the development of this document.
Using this review as a basis, the project team made recommendaAons for improvements that
take into consideraAon the current and future financial ability of the Town, appropriate
modificaAons to the delivery systems to provide opAmum service to the enAre community,
efficient use of resources, and whether the current organizaAonal structure is appropriate or
should be modified.
We have produced a comprehensive report containing recommendaAons that will assist the
Town of Brewster and its fire department, to set a clear course of acAon for future service
improvements and delivery. All recommendaAons for improvement are based on various
administraAve regulaAons promulgated at the federal and state levels, naAonally accepted
consensus standards developed by the Insurance Services Office (ISO), NaAonal Fire ProtecAon
AssociaAon (NFPA), Commission on Fire AccreditaAon InternaAonal (CFAI), Commission on
AccreditaAon of Ambulance Services (CAAS), and industry best pracAces and procedures.
However, since every community has unique characterisAcs, challenges, and resource
limitaAons, our recommendaAons are specifically designed to address the immediate and long-
term needs of the Town of Brewster.
When appropriate, MRI’s evaluaAon and recommendaAons include mulAple opAons, idenAfy
potenAal implicaAons of opAons, and suggest what is believed to be the most appropriate opAon.
The project team has a>empted to provide a series of recommendaAons for an organizaAonal
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structure that can provide a high level of service today, and five to ten years into the future;
constrained by anAcipated fiscal and economic projecAons; expand and contract with future
needs; and be able to navigate any fiscal constraints of reimbursements from public and private
sources, parAcularly with the unknown long-term implicaAons of the COVID-19 pandemic. To
these ends, MRI looked to provide informaAon relaAve to:
1. Short-term opportuniAes for improvement of the Department’s service delivery
capabiliAes.
2. Present short and long-term organizaAonal and deployment adjustments that seek to
improve service delivery to the Town.
3. Develop a report that will address operaAons, staffing, organizaAonal structure, and
service demand trends, needs over the next decade.
The resulAng recommendaAons are also based upon an acknowledgement that fire departments
are living and constantly evolving organizaAons. They must constantly change and adapt to
current, and anAcipated, condiAons and realiAes. A municipal fire department, while steadfastly
holding onto tradiAons, is an organizaAon that must be progressive and proacAve, and requires
a perpetual commitment to improvement. The modern fire and emergency service is constantly
besieged with ever increasing demands from the public and must readily adapt to changes in
technology, constantly evolving risks and hazards, and new generaAons of men and women
entering this highly rewarding and challenging public service avocaAon. The delivery of high-
quality fire and emergency medical services requires energeAc, enlightened, progressive, and
proacAve leadership at all levels of the fire and rescue services delivery system. Every day must
include an effort to improve and move forward.
ACKNOWLEDGEMENTS
The MRI project team would like to thank Brewster Town Manager Peter Lombardi, Select Board
Chair David Whitney, Fire Chief Robert Moran, Deputy Fire Chief Kevin Varley, Police Chief Heath
Eldredge, Finance Director Mimi Bernardo, Human Resources Director Susan Broderick, the
officers and firefighters of the Brewster Fire Department, and the Orleans and Harwich fire chiefs
who took the Ame to speak with us, and for their cooperaAon and assistance in preparing this
report. Brewster is a proud and vibrant community with high expectaAons for the performance
and professionalism of its public servants. It is MRI’s goal to provide the town and fire department
with a road map and template for strengthening the level of fire and emergency medical services
available to the community. As with any public safety organizaAon, there is always room for
improvement, but the ciWzens of the Town of Brewster should be proud of the high quality and
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exemplary performance of the members of the Brewster Fire Department who provide round-
the-clock fire protecWon and emergency medical care.
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CHAPTER II
COMMUNITY OVERVIEW
TOWN OF BREWSTER
The Town of Brewster is located in Brewster County, on Cape
Cod (Figure II-1), approximately 85 miles southeast of Boston.
It is located in what is referred to as the mid Cape area, just
prior to the “elbow”. According to the United States Census
Bureau, the Town had a 2020 populaAon of 10,318, an increase
of 5.1% from the 2010 United States Census Bureau populaAon
of 9,8261. The town covers an area of 25.4 square miles, of
which 22.9 square miles is land and 2.5 square miles, or
10.07%, is water. With a permanent populaAon density of 450
people per square mile, the town is sAll classified as a rural
community. In reality, with the seasonal influx of tourists,
longer tourist seasons, and people spending more Ame at what have tradiAonally been vacaAon
homes on Cape Cod, the town is much more suburban in nature.
FIGURE II-1: LOCATION OF BREWSTER ON CAPE COD
Brewster is bordered on the north by Cape Cod Bay, on the west by Dennis, on the south by
Harwich, and on the east by Orleans. The town is separated into two villages, West and East
1 h#ps://www.census.gov/quickfacts/fact/table/brewstertownBrewstercountymassachuse#s/BZA010221
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Brewster, both of which comprise the Brewster census-designated place. Brewster is 31 miles
south of Provincetown, 14 miles east of Hyannis, and 31 miles east of the Sagamore Bridge.
U.S. Route 6 passes through the southeast corner of Brewster from southwest to northeast, as a
two-lane expressway; however, there are no exits within the town borders. Massachuse>s Route
6A passes through the town from east to west as Main Street through the town center. Routes
124 and 137 both have a northern terminus along Route 6A in town; short porAons of Routes 28
and 39 also pass through the southeastern corner of town.
As with all communiAes on Cape Cod, Brewster’s populaAon increases significantly – esAmated
to approximately 30,000 - during the warm weather months when large numbers of people
vacaAon in the area.
BREWSTER FIRE DEPARTMENT
The Brewster Fire Department is sAll technically a combinaAon
(career/call) department. In reality it has evolved into a fully
career emergency services organizaAon that delivers fire, rescue,
and emergency medical services (EMS) to the Town of Brewster.
The Department is currently authorized for a total of twenty-
three full-Ame, career firefighters, who perform firefighAng,
rescue, and emergency medical care duAes, and fire prevenAon
funcAons. The uniformed personnel are assisted by one civilian
support person.
The department operates out of a single, state of the art staAon
located at 1671 Main Street, protecAng a year-round populaAon
of 10,318 in an area of 25.4 square miles. With a populaAon density of about 450 people per
square mile the district would be considered rural in nature. However, as already noted, based
upon the conAnued residenAal growth that is occurring in the town, along with the significant
populaAon increase during the warm weather months (populaAon swelling to 30,000), the
district’s character is more suburban in nature. This dramaAc seasonal increase in populaAon
significantly impacts the department as the number of fire and EMS runs also increase
significantly during the months of June, July, and August.
The fire headquarters houses all the administraAve offices, training areas, living quarters for the
on-duty personnel assigned there, and all equipment and apparatus. The Brewster Fire
Department operates three engines (one equipped as a rescue pumper and referred to as a
Squad and one reserve), one - 109’ aerial ladder, three Advanced Life Support (ALS) ambulances,
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one brush/forestry truck, one UTV for off road use, two rescue boats, and several other
command/staff/uAlity vehicles.
During the five-year period from March 27, 2018, through March 27, 2023, the Brewster Fire
Department responded to a total of 15,250 calls for emergency service, an average of 3,050 per
year, or 8.4 per day. In 2022, the department responded to 3,236 incidents, an average of 8.9 per
day, which is about 6.1% higher than the five-year average. As with most departments that
provide the primary EMS service for their community, the majority of these incidents
(11,133/73%) are emergency medical related. This includes 280 mutual aid ambulance
responses. The department’s Fiscal Year 2023 annual operaAng budget is $3,123,820.
The department provides EMS treatment and transport services to the community at the
Advanced Life Support (ALS) level. All Brewster Fire Department personnel are required to
possess a minimum of Emergency Medical Technician (EMT) training and cerAficaAon. Eleven of
the department’s personnel are cerAfied to provide ALS (paramedic) level care with one
addiAonal member in medic school.
The Brewster Fire Department is an all-hazards response agency that responds to a wide range
of emergency incidents and requests for assistance each year from within its primary protecAon
area. It also provides automaAc and mutual aid to (and receives from) all surrounding
municipaliAes. Department personnel are trained to operate at the hazardous materials
operaAons level, and to miAgate a wide range of specialized types of technical emergencies
including various water rescue incidents.
COMMUNITY GROWTH AND DEVELOPMENT
The Town of Brewster, like many on Cape Cod, remains a growing community which conAnues
to experience growth, albeit slowly. It also remains a vacaAon desAnaAon during the warm
weather months. However, like many other communiAes located on Cape Cod, it is experiencing
an increase in formerly seasonal residents who are now making their vacaAon homes their
primary domicile.
During the site visit to Brewster and tour of the fire department’s response area, the MRI team
was made aware of several large residenAal projects that have been completed or are sAll in
development within the Brewster Fire Department’s first due response area. These include
several communiAes targeAng the growing over 55 populaAon along with mulAple affordable
housing developments that are projected to bring approximately 200 addiAonal housing units to
the Town. In addiAon, in late 2021, the ciAzens of Brewster gave permission to purchase the two
Cape Cod Sea Camp properAes which cumulaAvely total about 121 acres. Among mulAple goals
for the town was to protect the properAes from commercial development. Subsequently, the
Select Board created two new advisory commi>ees to, among other charges, develop
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comprehensive long-term plans for Town MeeAng consideraAon. They also hired a landscape
architect to provide expert support and design guidance to the commi>ees as the Town plans
future uses of the properAes. It is unknown what impact this project will have on the fire
department, but the department should remain engaged in the process as an important
stakeholder.
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CHAPTER III
BREWSTER COMMUNITY RISK AND HAZARD PROFILE
Fire and rescue services protecAng all communiAes generally have a common overall mission,
the protecAon of life and property; but different community profiles in which they operate.
These dissimilariAes create vastly different fire and rescue services operaAonal needs based on a
unique community risk profile, service demands, and stakeholder expectaAons.
A community risk assessment is a comprehensive process to idenAfy the hazards, risks, fire, and
life safety problems, and the demographic characterisAcs of those at risk in a community. In each
community, there are numerous hazards and risks to consider. For each hazard, there are many
possible scenarios and potenAal incidents that could be encountered depending on Aming,
magnitude, and locaAon of the hazard or incident. A thorough risk analysis provides insight into
the worst fire and life safety problems and the people who are affected. The analysis results
create the foundaAon for developing risk-reducAon and community educaAon programs.
ConducAng a community risk analysis is the first step toward deciding which potenAal fire or
injury problem needs to be addressed. Risk analysis is a planned process that must be ongoing,
as communiAes and people are constantly changing. Too oqen, an objecAve and systemaAc
community risk analysis is a step that is overlooked in the community educaAon process. Many
emergency service organizaAons address risks based on a perceived need for service that is not
there. This approach can be costly (i.e., misdirected resources, conAnued property loss, injuries,
or deaths). In short, a good community risk assessment will produce a realisAc picture of what
the hazards and potenAals for incidents are, idenAfy who is at risk, and a>empt to quanAfy the
expected impacts (Figure III-1).
Understanding the definiAon of hazards and risks is criAcal to the risk assessment process.
Hazards are physical sources of danger that can create emergency events. Hazards can be items
such as buildings, roadways, weather events, fires. Risk relates to the probability of a loss due to
exposure to a hazard. People and property can be at risk. Consequences for the community are
also factors to consider. Each of these factors are assessed during the community risk process
(Figure III-2).
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In performing a risk assessment, a community
determines which hazard may occur, how oqen it is
likely to occur, and the potenAal impact of that
hazard. Most municipaliAes’ hazard miAgaAon plans
address numerous natural hazards, including but not
limited to, floods, hurricanes, tornadoes, and winter
storms. They also usually cover a wide variety of
human-caused hazards such as fire, hazardous
materials releases, and transportaAon incidents.
Almost any of the comprehensive list of potenAal
hazards idenAfied in these plans will involve the
community’s fire and EMS responders, at least
during the iniAal stages.
A more focused community fire risk assessment is
performed by assessing such factors as the needed
fire flow, probability of an incident, consequences of
an incident, and occupancy risk. The “score”
established is then uAlized to categorize the area, or
even individual properAes, as one of low, moderate, or high/maximum risk. This categorizaAon
can assist a fire department in establishing fire risk/demand areas or zones. Having this
informaAon readily available provides the community and the fire department with a be>er
understanding of how fire staAons, response run cards, and staffing pa>erns can be used to
provide a higher concentraAon of resources for higher-risk scenarios or, conversely, fewer
resources for lower levels of risk.2 The community fire risk assessment may also include
2 Fire and Emergency Service Self-Assessment Manual, Eighth EdiDon, (Commission on Fire AccreditaDon InternaDonal, 2009)
FIGURE III-2: FIRE PROBABILITY AND
CONSEQUENCES MATRIX
Image credit: Commission on Fire Accredita3on
Interna3onal
FIGURE III-1: RISK ASSESSMENT PROCESS
Image credit: www.ready.gov/risk-assessment
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determining and defining the differences in fire risk between a detached single-family dwelling,
a mulA-family dwelling, an industrial building, and a high-rise building by placing each in a
separate category.
According to the NFPA Fire Protec*on Handbook, these hazards are defined as:
High-hazard occupancies: Schools, hospitals, nursing homes, high-rise buildings, and
other high life-hazard or large fire-potenAal occupancies.
Medium-hazard occupancies: Apartments, offices, mercanAle, and industrial
occupancies not normally requiring extensive rescue by firefighAng forces.
Low-hazard occupancies: One-, two-, or three-family dwellings and sca>ered small
business and industrial occupancies3.
The NFPA also idenAfies a key element of assessing community vulnerability as fire department
operaAonal performance, which is comprised of three elements: resource availability/ reliability,
department capability, and operaAonal effecAveness4.
Resource availability/reliability: The degree to which the resources are ready and
available to respond.
Department capability: The ability of the resources deployed to manage an incident.
OperaWonal effecWveness: The product of availability and capability. It is the outcome
achieved by the deployed resources or a measure of the ability to match resources
deployed to the risk level to which they are responding.5
The Town of Brewster is a rural coastal community with a land area of 22.94 square miles. The
town is known for its natural beauty, relaxed lifestyle, and outdoor recreaAonal opportuniAes.
Brewster is a community with a rich history and excellent community services and ameniAes that
contribute to a high quality of life. The town is home to Nickerson State Park, which is the second
largest State Park in Massachuse>s, over 15 miles of the popular Cape Cod Bike Trail, eight miles
of beaches facing Cape Cod Bay, and one of the top three rated vacaAon resorts in Massachuse>s.
Brewster has a year-round permanent populaAon of approximately 10,444 residents (2022 U.S.
Census). It is esAmated that the populaAon almost triples to over 30,000 people between the
3 Cote, Grant, Hall & Solomon, eds., Fire Protec;on Handbook (Quincy, MA: NaDonal Fire ProtecDon AssociaDon, 2008), p. 12.
4 h#p://www.nfpa.org/assets/files/pdf/urbanfirevulnerability.pdf
5 NaDonal Fire Service Data Summit Proceedings, U.S. Department of Commerce, NIST Tech Note 1698, May 2011.
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months of May through September. More than one third (35.1%) of Brewster’s populaAon is 65
years of age or older as compared to the statewide average of 18.1%.
The town has draqed a Local Comprehensive Plan (LCP) that establishes the community’s vision
for future growth and development. The LCP focuses on the preservaAon of open space, the
current and future impact of climate change, a desire to maintain the rural, small-town feel of
Brewster, and a recogniAon that growth should be managed appropriately. The vision statement
in the LCP states, in part, that:
Within our fiscal capabili*es, we strive to provide the infrastructure necessary to ensure public
health and safety and to support the ability of our en*re community, from older people to families
with children, to live, work, learn, recreate, and gather in the town.6
Provided that the town adheres to the vision, goals, and objecAves laid out in the LCP, it is not
anAcipated that the town will experience major industrial and commercial growth or allow high-
rise buildings or mega-warehouse type faciliAes in the foreseeable future. The most significant
development project currently underway is the revitalizaAon of the former Sea Camps property
that was recently acquired by the town.
As with most communiWes, the greatest fire safety concern in Brewster is the potenWal life loss
in fires that occur in non-sprinklered, single, and mulW-family residenWal dwellings during
sleeping hours, which is consistent with naWonal trends. These fires are fueled by new
“lightweight” construcAon and more flammable home contents. The Ame to escape a house fire
has dwindled from about 17 minutes, 20 years ago, to three to five minutes today. This poses a
severe risk not only to occupants but also to firefighters as they now have less Ame to do their
job and save residents’ lives and property.
AutomaAc sprinklers are highly effecAve elements of total system designs for fire protecAon in
buildings. They save lives and property, producing large reducAons in the number of deaths per
thousand fires, in average direct property damage per fire, and especially in the likelihood of a
fire with a large loss of life or large property loss. They do so much quicker, oqen more effecAvely,
and with less damage than firefighters do. No fire safety improvement strategy has as much
documented life safety effecAveness as fire sprinklers because they exAnguish the fire, or, at a
minimum hold it in check and prevent flashover, unAl the arrival of the fire department.
Current Massachuse>s codes prohibit municipaliAes from requiring residenAal sprinkler systems
in all new occupancies. However, the fire department can approach the
developer/builder/owner to discuss the pros and cons of residenAal sprinkler systems during the
6 2022 Brewster Local Comprehensive Plan (dra[), p.9
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approval process for subdivisions and large single-family residences and encourage them to
consider the installaAon of these life safety systems regardless of where they are located. There
are several publicaAons that the fire department can use as resources to market the benefits of
residenAal fire suppression systems including NFPA, which has developed the standards for their
design and installaAon.
Newer mulA-family residenAal/apartment complexes are generally fully protected by fire
suppression and detecAon systems. However, these systems have limitaAons as they may not
protect all areas of the building or are not always properly maintained.
According to Data USA, the economy of Brewster employs 503 people. The largest industries are
professional, scienAfic, and technical services (146 people); construcAon (125 people); and health
and social assistance (81 people).
The Town’s Hazard MiAgaAon Plan (HMP) idenAfies and ranks the natural hazards that pose a
threat to the community (Figure III-3). The HMP provides and idenAfies the steps that the town
can take to lessen the seriousness of these hazards before a disaster strikes. It also provides
guidance to the town’s public safety services as they idenAfy their needs for staffing, equipment,
training, and planning.
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FIGURE III-3: NATURAL HAZARDS RANKING MATRIX, TOWN OF BREWSTER HAZARD MITIGATION PLAN
Other hazards that the public safety services in Brewster are likely to encounter include the
following:
Ø Structure fires
ü Single- and two-family homes
ü MulA-family occupancies (apartments, condominiums)
ü Health care (including senior living/assisted living)
ü EducaAonal occupancies (public school, day care)
ü Commercial buildings
ü Storage, agricultural
Ø Vehicle fires (including the unique challenges of alternaAve fuel vehicle fires)
Ø Motor vehicle crashes
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Ø Mass casualty incidents7
Ø Hazardous materials incidents (highway and fixed facility)
Ø Open water incidents (drownings, boat fires, petroleum spills)
Ø Ice rescue
Ø Technical rescue (high-angle, below grade, building collapse)
Ø Search and rescue
Ø AcAve shooter and hosAle events
Although many of the hazards idenAfied above occur infrequently in Brewster, there is sAll a need
for the fire and EMS services to be equipped and trained to handle a wide variety of incidents.
Fortunately, responsibility for unique events that require specialized training and equipment is
shared with specialized regional teams as discussed in later secAons of this report.
The following factors will impact the number and type of fire incidents in Brewster:
Ø New commercial development. New commercial buildings that are built to the latest fire
and building codes and are equipped with fire detecAon or fire sprinkler systems, will have
a lower risk for a catastrophic fire. However, unintenAonal, or false alarms involving the
fire protecAon systems could increase the number of calls for fire department response.
Manufacturing processes and hazardous materials transportaAon, use, and storage
increase fire risk.
Ø Lightweight construc*on. While efficient and economical, modern lightweight
construcAon methods pose serious risks to firefighters because of the probability of
building collapse during the early stages of a fire.
Ø Interior building contents. Today’s furnishings, ma>resses, and other interior contents
that are made of petroleum-based materials (plasAcs, foams, etc.) burn more quickly,
with higher heat release and more toxic smoke than pre-1960s materials. Flashover8 can
occur in a bedroom or living room before the arrival of the fire department or during
7 A mass casualty incident (MCI) is an event which generates more paDents at one Dme than locally available resources can
manage using rouDne procedures.
8 A flashover is the near-simultaneous igniDon of most of the directly exposed combusDble material in an enclosed area.
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iniAal fire a>ack, thus creaAng an extremely lethal environment for building occupants
and firefighters.
Ø Aging building stock. The fire risk in exisAng commercial and residenAal buildings
increases unless heaAng systems and electrical systems are properly maintained and
updated.
Ø Aging popula*on. Older people are at a higher risk from fires due to mobility issues,
cooking fires, smoking, and improper use of oxygen systems.
Ø Increased traffic. Increased traffic in the community can result in more frequent and more
serious vehicle crashes and fires.
Ø Alterna*ve fuel vehicle fires. AlternaAve fuel vehicles, such as electric, hydrogen, and
compressed natural gas, present unique and dangerous firefighAng challenges.
The following factors will impact the number and type of EMS incidents in Brewster:
Ø Aging popula*on. Brewster’s populaAon is considerably older than the statewide
average. As the populaAon conAnues to age, there will be an increased demand on EMS.
Ø Increased traffic. Increased traffic in the community can result in more frequent and more
serious vehicle crashes and fires.
Ø Increased seasonal popula*on. Increases in the seasonal populaAon will result in
addiAonal EMS calls due to increases in motor vehicle crashes and incidents involving
outdoor recreaAon (hiking, boaAng, swimming), intoxicaAon, overdoses, and health-
related medical emergencies.
All communiAes on Cape Cod are faced with the geographic challenge of having a limited number
of communiAes to share emergency services resources through automaAc and mutual aid. In
addiAon, fire and EMS services in Massachuse>s and across the U.S. are facing serious difficulAes
in recruiAng and retaining qualified personnel. The problem is parAcularly acute on Cape Cod due
to housing costs and recruitment compeAAon between municipaliAes. A recent arAcle in the
Boston Globe highlights the fact that many firefighters now live off-Cape, which reduces their
availability for callbacks for staAon coverage during rouAne incidents or to respond to major
fires.9
9 h#ps://www.bostonglobe.com/2023/07/11/business/cape-cod-housing-costs/?p1=BGSearch_Advanced_Results
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Looking ahead, the Town of Brewster will continue to experience some limited growth and
development. While this development will have a definitive impact on the Brewster Fire
Department, the exact amount is difficult to quantitatively and accurately predict. Increased
development of any type will mean an increase in the number of people living, working, and
traveling within the area. Each of these will reasonably be expected to result in an increased
number of requests for services from the fire department. They can also impact response times
through increased traffic and congestion.
It is likely the most significant increase in requests for emergency services will be EMS related.
More people simply increase the number of medical emergencies that occur. It would not be
unreasonable to expect that the increase in EMS incidents would be proportional to the increase
in population; however, that is not always the case. Although a number of factors can ultimately
impact the requests for service, such as ages or socio-economic status of new residents, or an
aging population, it could reasonably be anticipated that an increase in population, along with
potential increases in employment from any significant commercial development, would
translate into an increase in emergency medical incidents.
Persons over the age of 65 are considered in a higher risk group both from the perspective of fire
and medical emergencies. An aging population group, along with the potential for the number of
senior citizens in the age 65 and over group to increase with new developments, or with people
who turn what was a vacation home into their permanent retirement residence, also suggests
that the number of responses will continue to increase.
The above information is intended to provide a community “snapshot” of the Town of Brewster.
It is not intended to be all-inclusive or comprehensive. For the Town’s governing body and first
responders it serves to put the community, and its associated hazards and risks, into some
context as the Town and the fire department work to carry out the recommendations of this
study and implement their long-range plans. Looking ahead, as it develops a more in-depth risk
management plan, that assessment should be include:
Ø clearly identify and classify the Town’s current risks,
Ø place the risks in context with the fire department’s current operational
capabilities and procedures,
Ø reflect what the Select Board feels is an acceptable level of risk for the Town of
Brewster,
Ø implement short- and long-range plans based upon a desire to reduce those risks
and/or improve service delivery levels.
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RECOMMENDATIONS
III-1: The Brewster Fire Department should make it a priority to complete a comprehensive
fire and rescue community risk assessment. This assessment should be done in
conjuncAon with a fire and EMS calls for service demand analysis, including the
development of a wide-ranging pre-incident planning program for target and high
hazard locaAons in the Town, and take into consideraAon the fire department’s
operaAonal capabiliAes and preparedness.
III-2: The Brewster Fire Department should develop a compelling public educaAon program
that includes discussing the benefits of installing residenAal fire sprinklers in new one-
and two-family dwellings. Although MassachuseLs’s construcAon codes do not allow
residenAal fire sprinkler systems to be mandated, there is no prohibiAon for property
owners to install them if they determine that it is in their best interest.
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CHAPTER IV
BREWSTER FIRE DEPARTMENT ORGANIZATION, MANAGEMENT, AND
OPERATIONS
BREWSTER FIRE DEPARTMENT OVERVIEW
The organizaAonal structure of any organizaAon or enAty, whether public or private, establishes
and illustrates the important hierarchical relaAonships between various personnel,
supervisors/subordinates, levels, divisions, and bureaus within the organizaAon that allow it to
funcAon properly, and operate effecAvely and efficiently in its daily operaAons or the pursuit of
its mission. It also helps to clearly define the organizaAonal chain of command from top to
bo>om, an especially important consideraAon in a quasi-military public safety organizaAon such
as a fire department where everyone from the highest rank to the lowest is subject to receiving
orders, and with the excepAon of the lowest rank, also issues them. EffecAve communicaAons in
any organizaAon, but especially public safety agencies, are essenAal. A cohesive chain of
command allows everyone to know exactly who they report to and/or who reports to them.
The Brewster Fire Department was established in 1928. The department remained staffed
primarily by on-call firefighters unAl recent years. As recently as about 2011, the department was
sAll primarily on-call with 37 call personnel supplemented by 12 career firefighters. The
department conAnues to nominally funcAon as a combinaAon fire department uAlizing a mix of
both career and on-call firefighters; however, as of Spring 2023 when MRI was conducAng this
staffing analysis, the call force had declined to just two members. One of those two was most
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likely going to be hired as the Department’s Fire PrevenAon/Community Risk ReducAon Officer,
while the other no longer possessed the minimal requisite requirements to remain a member.
At the Ame of this assessment, the Brewster Fire Department is authorized a total staffing
complement of twenty-three full-Ame, career personnel, plus one civilian administraAve
assistant.
These personnel include:
Ø One (1) Chief of Department
Ø One (1) Deputy Fire Chief
Ø Four (4) Captains are each
assigned to supervise an on-
duty group and serve in the
dual role of engine company
officer.
Ø One (1) Fire PrevenAon Officer
Ø Sixteen (16) Career Firefighters
Ø Two (2) Call Firefighters
Ø One (1) AdministraAve
Assistant (civilian)
MRI was informed that unlike many departments on Cape Cod that the Brewster Fire Department
does have two authorized part Ame seasonal posiAons for the summer vacaAon season. These
personnel are normally uAlized from Memorial Day to Columbus Day to supplement staffing
during the busy vacaAon season. However, this year, due to mulAple staffing challenges related
to recruitment and filling vacant posiAons, in 2023 these personnel were not slated to start unAl
around July 4th.
Being a tourist and vacaAon desAnaAon, the incident staAsAcs illustrate the Brewster Fire
Department’s call volume increases between May and October each year, so the use of these
seasonal personnel is an excellent way to increase staffing during the busiest months but do so
in a more fiscally prudent manner. The Brewster Fire Department should be commended for this
procedure which MRI considers to be Best PracWce. Similar communiAes along the New Jersey
shore such as Wildwood, North Wildwood, and Cape May have used a similar pracAce to bolster
their seasonal on duty staffing with part Ame or per diem personnel. They oqen move into full-
Ame posiAons when they become available.
The Fire PrevenAon Officer is also uAlized to provide addiAonal dayAme staffing. It is supposed
to be primarily for the second or third ambulance, however, staffing shortages had caused them
to frequently be used to maintain minimum shiq staffing. At the Ame of MRI’s field visit to
Brewster this posiAon was vacant as the previous incumbent had resigned. We were informed
that although the person in this posiAon is compensated as a Captain, tradiAonally the posiAon
has been difficult to fill. The department was hoping that one of the two remaining on call
firefighters was going to accept the posiAon.
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Figure IV-1 illustrates the Brewster Fire District’s organizaAonal structure that was in effect in
2023.
FIGURE IV-1: CURRENT BREWSTER FIRE DEPARTMENT ORGANIZATIONAL CHART
The department and its personnel are not a part of the Massachuse>s civil service system. As
such, the town must establish its own specific requirements for recruiAng, hiring, promoAng,
disciplining, and terminaAng fire department employees. It should also be noted that at the Ame
of this assessment, the Department was four personnel short. This caused the department to
temporarily drop the minimum staffing at night to four personnel.
Fire Chief Robert Moran is the department’s highest-ranking officer and serves as the
administraAve and operaAonal head of the department. Chief Moran possesses a basic
Emergency Medical Technician (EMT) cerAficaAon and also serves as the Town’s Director of
Emergency Management as assigned by the Town Manager. The Fire Chief is appointed by, and
reports to, the Town Manager under MGL Chapter 48, SecAon 42, also known as the “strong
chief” law. Under this statute the chief “..shall have full and absolute authority in the
administra*on of the department, shall make all rules and regula*ons for its opera*on, shall
report to the Town Manager/Select Board from *me to *me as they may require, and shall
annually report to the town the condi*on of the department with his recommenda*ons
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thereon…” The chief is a highly experienced and regarded chief officer who appears to be an
effecAve advocate for the organizaAon, who is trying to bring the department to a higher level of
service and effecAveness. Chief Moran works a straight day work schedule, Monday through
Friday.
The Deputy Fire Chief, who is a licensed advanced life support (ALS) provider (paramedic), also
work straight daywork and serves as the second in command of the Department. This posiAon
was created as a full-Ame posiAon in 2016. The Deputy Chief handles the department’s day-to-
day emergency operaAons and assumes the chief’s duAes in his/her absence.
Both the Chief and the Deputy Chief are considered to be management and are not a part of the
collecAve bargaining unit. As a management team, they share responsibiliAes for confidenAal
personnel ma>ers, supervision, handling grievances or potenAal grievances, administering the
collecAve bargaining agreement, overseeing budgetary expenditures, assisAng with the
development of policies and procedures, and the myriad of administraAve and management
tasks that are associated with running a significant sized, modern, full-service emergency services
provider. They also appear to form a capable, well respected, and effecAve command team. They
frequently respond to emergency incidents when appropriate, parAcularly when staffing is
insufficient. Overall, the department appears to work diligently to meet the needs of the
community. The chiefs are assisted by a civilian administraAve assistant who provides a wide
range of administraAve and support funcAons.
The department is authorized to have a total of four (4) captains who are assigned as supervisors
on each of the four (4) platoons/units, and funcAon as the shiq commanders. The captains serve
as the department’s first line supervisors, providing criAcal direcAon and direct oversight to the
firefighters assigned to that platoon while also providing iniAal incident command and
management. They form an integral part of their company or unit, and it is oqen necessary for
them to assume hands-on involvement in operaAons while simultaneously providing oversight
and direcAon to their personnel. Captains must be able to focus on the compleAon of specific
tasks that have been assigned to their respecAve companies, such as interior fire a>ack, rescue,
venAlaAon and/or water supply. During structure fires and other dangerous technical operaAons,
it is imperaAve that these officers accompany and operate with their crew to monitor condiAons,
provide situaAon reports, and assess progress toward incident miAgaAon. During structure fires
they must be capable of operaAng inside of the fire building with their crews, the most dangerous
place on the incident scene. Consequently, it is imperaAve that they are highly qualified and
experienced and can command the confidence of their personnel.
Consistent with most modern fire departments, the Brewster Fire Department provides
numerous services beyond tradiAonal firefighAng. The fire department operates the town’s
transport ambulance service at the advanced life support (ALS) level. Therefore, officers and
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firefighters are also cerAfied to provide emergency medical care. The above-listed posiAons
include eleven (11) paramedics (with one more in training), and eleven (11) basic emergency
medical technicians (EMTs) 10. The department provides a wide range of services under the
umbrella of “community risk reducAon” including tradiAonal fire prevenAon acAviAes,
community cardio-pulmonary resuscitaAon (CPR) training programs, management of facility Tier
II reports for storage of hazardous materials pursuant to the federal Emergency Planning and
Community Right-to-Know Act, and numerous public educaAon programs.
The on-duty response staff is organized into four (4) shiqs of five (5) members each. Each shiq
consists of one (1) captain (shiq commander), and four (4) firefighter-paramedics, or EMTs. There
must be a minimum of one paramedic on duty at all Ames.
ArAcles 34 and 44 of the current collecAve bargaining agreement sApulates the number of
personnel who may be off on scheduled leave at any given Ame. The Brewster Fire Department
uAlizes a constant staffing model in which the number of personnel assigned to each shiq is also
the minimum staffing level. This requires that any Ame a member is off on any type of leave,
scheduled or unscheduled, another member is called in to work to fill that vacancy and bring the
on-duty staffing back to the minimum level.
Duty shiqs are 24 hours in length. The shiq schedule is 24 hours on duty, followed by 48 hours
off duty, followed by 24 hours on duty which is then followed by 96 hours off. This 8-day rotaAon
results in an average 42-hour work week. This type of schedule is highly typical for fire
departments in the northeastern United States.
The one downside to the 24-hour schedule is that there can be a tendency for conAnuity and/or
progress on projects to be slowed by the fact that the personnel assigned to or working on them,
are only available every third or fiqh day. Personnel working weekends and holidays, when the
fire chief is not normally working is factored in; communicaAons can be problemaAc, as the fire
chief may go a week or longer without seeing certain personnel who he may need to get updates
from and provide direcAon/instrucAon to. While there is a wide array of alternaAve
communicaAons mediums available today that can minimize these issues, there is sAll no form
of communicaAon that is as effecAve as face-to-face communicaAons.
Because all uniformed personnel are cross trained with fire, rescue, and EMS skills, the
department is well-posiAoned to respond effecAvely to the expected wide range of emergency
events. A few parAcipate in specialized regional teams and operaAons and perform various
addiAonal duAes for the department. Some, but not all, of the department’s personnel have
10 Paramedics are trained and cerDfied to provide advanced life support (ALS) care, which can include the administraDon of life-
saving drugs, airway intubaDon, intravenous fluid therapy, and specialized cardiac and stroke care. Emergency Medical
Technicians (EMTs) provide basic life support (BLS) care, including airway management, cardio-pulmonary resuscita3on
(CPR), automa3c external defibrilla3on (AED), fracture stabiliza3on, and wound care.
Town of Brewster, MA – Fire Department Staffing Analysis Page 35
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ancillary duAes they have been assigned, that assist with coordinaAng or managing various
aspects of the department’s operaAons.
The fire department is unionized except for the fire chief, and deputy fire chief. Captains, the Fire
PrevenAon Officer, and firefighters are represented by Local 3763 of the InternaAonal AssociaAon
of Fire Fighters (IAFF). There is a current collecAve bargaining agreement in place. New
employees serve as probaAonary employees for one year. The promoAonal process is addressed
in the collecAve bargaining agreement. The current representaAon arrangement where rank and
file firefighters, and supervisors (captains) are all in the same union – while very common – does
have the potenAal to create problems and conflicts of interest within the department,
parAcularly when it comes to the administraAon of discipline.
Off-duty personnel are recalled when there are mulAple calls or major emergencies such as
structure fires. The typical recall may result in one or two off-duty personnel returning to the
staAon although it is not uncommon for no one to return. Structure fire recalls may have a few
more off-duty personnel returning to duty, but even then those numbers are limited. Recall
response Ame is conAngent on the availability of personnel and their locaAon at the Ame of the
incident. Because of the cost of housing not only in Brewster, but on Cape Cod in general, few of
Brewster’s personnel live in or near the town. In fact, about 40% of the department’s current
personnel live over the Sagamore Bridge, so more than 30 miles away. MRI was advised this
situaAon is becoming more common on Cape Cod. While the need for personnel to be able to
find affordable housing is very important, it limits the department’s flexibility in having personnel
available for off duty responses.
Many communiAes in the United States (but not necessarily Massachuse>s) that are similar sized
to Brewster are protected by combinaAon fire departments comprised of both career and
call/volunteer personnel, or, in some instances fully call/volunteer fire departments. The project
team is oqen quesAoned by municipal leaders if maintaining a call conAngent in their local fire
department would be a viable opAon to supplement the career staffing levels. However, MRI
rarely ever believes this would be a feasible opAon in the 21st century and Brewster provides no
excepAon.
There are several factors that lead to this conclusion, chief among them the Ame commitment
necessary to complete iniAal training (up to 550 hours to earn basic cerAficaAons for both
firefighAng and EMT); no long deep tradiAon of a call or division within the department that
would a>ract and keep members; and a general steep decline in volunteerism throughout the
country. Many chiefs who lead combinaAon departments report that they invest considerable
resources, both Ame and financial, in training people to be call firefighters only for them to use
it as nothing more than a stepping-stone to a career job. These factors are parAcularly relevant
Town of Brewster, MA – Fire Department Staffing Analysis Page 36
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in Massachuse>s where the majority of communiAes have career firefighters and there are a
large number of opportuniAes for those who wish to pursue a career in the fire service.
As noted above, for most of its history, in past years, the fire department primarily uAlized part-
Ame “on-call” firefighters. However, as emergency calls and training requirements increased,
parAcularly over the past decade, on-call firefighters reAred, resigned, accepted career posiAons,
and the town increased the number of full-Ame personnel. Like many other municipaliAes
throughout the United States, Brewster has been unsuccessful at recruiAng new call firefighters
and has arrived at the realizaAon that it is no longer feasible or pracAcal to recruit and retain on-
call firefighters and EMTs. Over the past decade, the town has been unsuccessful in recruiAng
call firefighters while nearly doubling the size of the career force. In the opinion of the MRI project
team, the use of call firefighters is no longer part of recommended fire protecAon and EMS
service delivery model for Brewster. Today’s training requirements for firefighAng, EMS, rescue,
and hazardous materials, and the frequency of emergency calls are just two of the barriers to
maintaining an effecAve and reliable call firefighAng force.
Overall, during the MRI study team’s fieldwork, the Brewster Fire Department appears to have a
posiAve organizaAonal culture. During the interviews with stakeholders, the MRI study team was
informed that labor/management relaAons are generally good and posiAve. There was a posiAve
artude about the changes the department was making and in the past few years, the chief and
deputy chief along with most of its members were trying to raise the department to an even
higher level. The project team found members that appeared to be engaged in the department
besides just being employees.
The above posiAve a>ributes notwithstanding, the Brewster Fire Department is not without
challenges (other than staffing) that can have an impact on it as it tries to move forward. The MRI
team was informed by mulAple stakeholders that several very senior (and unfortunately
supervisory) members of the department tend to immediately be negaAve about any change that
is implemented and try to place obstacles in the way of implementaAon. Because of their
seniority and supervisory status, they have the ability to influence other members of the
department many of whom have only been on the job for a few years. This type of situaAon can
oqen create a divided organizaAon as various “adversaries” seek to increase the number of
personnel they perceive as loyal to them and thus against “the enemy”. Changing this type of
culture and minimizing the influence of these negaAve forces within the department will be
criAcal if the Brewster Fire Department is to realize its full potenAal.
In addiAon, the Brewster Fire Department is one of the lower paid departments on Cape Cod.
While the town has made a concerted effort to gradually increase the pay scale, it sAll lags behind
most other departments in the area. That is a major reason that MRI was informed that more
than 20 personnel have leq the Brewster Fire Department over the previous five years, most of
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them to employment with other fire departments on the Cape. During one stretch in 2021, four
members leq in a short period of Ame. This type of turnover is unhealthy to an organizaAon. In
addiAon, in early 2023 the department had four vacant (including one on long term military leave)
posiAons it was struggling to fill.
With the constant staffing model described previously, this situaAon creates the need for a high
amount of overAme. The amount of mandatory overAme has been cited by personnel who have
recently leq Brewster for other fire departments. High levels of overAme, parAcularly mandatory
or forced overAme can have implicaAons both fiscally, as well as for firefighter safety and paAent
care outcomes. For the former, in FY 2023, the Brewster Fire Department had $424,700 budgeted
for overAme. However, due to the need for constant overAme, as of 3/31/23, so with a full ¼ of
the year remaining, there was only $11,000 leq in that account.
The firefighter safety issue is even more of a concern. The consequences of the COVID pandemic
have created some unique staffing challenges for many fire departments, Brewster included.
During the early days of the pandemic many days fire departments had mulAple shiqs filled by
personnel working overAme just to fill vacancies created by personnel on both regularly
scheduled, as well as unscheduled/sick leave. Today, many fire departments are having difficulty
filling shiqs and in some places are gerng involved in bidding wars in efforts to a>ract the most
qualified candidates. In addiAon to the financial implicaAons to the municipality of the need for
personnel to work numerous overAme shiqs, there is growing evidence to suggest there are very
real health and safety implicaAons for firefighters as well, and which could end up having tragic
consequences.
In a recent arAcle Atled "What Firefighters Really Want in 2023”11 published in Fire Rescue 1
magazine, the results of a naAonwide survey of firefighters indicated some concerning data that
could have applicability in Brewster as much as any other fire department. This includes:
Ø 64% of respondents rate their job-related stress level at seven or above (on a scale of 1
to 10) with 41% raAng an eight or above.
Ø 57% selected staffing challenges among their top three least-saAsfying aspects of the job,
with one-quarter selecAng this issue as their top issue.
Ø 46% have considered leaving their current department; and 42% are considering leaving
the fire service altogether.
Ø 32% state that stress is negaWvely impacWng the quality of service they provide.
Ø 54% of respondents reported that, due to staffing challenges, they believe their
personal safety is at greater risk; 50% described their stress level as negaAvely impacAng
their ability to engage in non-fire department acAviAes such as
hobbies, vacaAons and Ame with friends; 47% indicated that stress is negaAvely
11 hKps://www.firerescue1.com/what-firefighters-want/
Town of Brewster, MA – Fire Department Staffing Analysis Page 38
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impacAng relaAonships with their families; 67% say their stress level negaAvely impacts
other aspects of their health, like ability to sleep and Ame to exercise.
In addiAon, other studies suggest:
Ø The PTSD rate for firefighters has been esAmated anywhere from 7% to 37% compared
to about 6.8% for the general populaAon.12
Ø A recent survey found that 6.6% of first responders had a>empted suicide at least once,
10 Ames the rate of the general populaAon.13
Chief Don Abbo> was a well-known fire service leader, author, and instructor who is regarded
as a leading authority regarding MAYDAY14 facts in the fire service in North America. Chief
Abbo>’s analysis of data submi>ed to him by career fire departments noted a 35 percent
increase in MAYDAYS during a 13-week period from March through June of 2020. This was
during the iniAal surge of the COVID-19 pandemic as well as during social issues, protests,
and related civil emergencies. Based upon interviews conducted with 156 personnel
(primarily those firefighters who transmi>ed the MAYDAY) Chief Abbot idenAfied some
trends, several of which could have applicability to Brewster:
Ø Lack of control over excessive overAme, relaxing the rules because of current civil, COVID,
or related situaAons and condiAons. There was one incident in which a firefighter had a
MAYDAY during his 71st-straight hour of being on duty.
Ø There were several MAYDAYS (39%) where crews were working short-handed.
Ø 81% occurred between 9:00 p.m. and 6:00 a.m.
Ø 77% occurred during an overWme shif; 43% while working a 24 hour + hour shif.
Ø Average runs prior to MAYDAY (during a 24-hour period) were 16 runs/or standby on
protest rallies (low of 9 runs / high of 26 in 24 hours).
12 hKps://www.jems.com/administra3on-and-leadership/post-trauma3c-stress-disorder-
comparison/#:~:text=Introduc3on,U.S.%20is%20es3mated%20at%206.8%25.&text=The%20rate%20for%20firefigh
ters%20has,anywhere%20from%207%25%2D37%25.
13 hKps://www.defeatsuicide.com/suicide-first-
responders#:~:text=First%20responders%20are%20more%20likely,rate%20of%20the%20general%20popula3on!
14 A fire department MAYDAY is any situa3on where a firefighter or firefighters is/are unable to safely exit a hazard
zone (including inside of any structure on fire) on their own, or an event that cannot be resolved by that/those
individual(s) within 30 seconds and/or has the poten3al to result in serious injury or death.
Town of Brewster, MA – Fire Department Staffing Analysis Page 39
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Ø 37% of the MAYDAY vicAms reported working short a crew member.
Ø 15% reported they didn't remember the dispatch informaAon (address, reason for the
run).
Ø 37% reported using more air than normal.
Ø THE NUMBER ONE cause of their MAYDAY was becoming lost or separated from a hose
line.
Ø 43% reported difficulty sleeping during their overAme shiq.
Ø OverAme ranged from working 48 hours (36%), 60 hours (23%), and 72 hours (17%)
straight.
The criAcal message here related to staffing pracAces, and personnel working large amounts of
overAme to fill vacancies, is that while each community challenge is different, and Brewster is no
excepAon, the fact is that firefighters require adequate rest (on AND off duty) to ensure they are
physically and mentally prepared for duty. Thus, adequate staffing must be planned for in
advance based upon the unique needs of the community.
With support from the Town of Brewster and its ciAzens, the BFD has gradually been able to
increase its staffing levels over the past 12 years. This has been accomplished through internal
budget transfers, budget overrides, receipt of a federal Staffing for Adequate Emergency
Response (SAFER) grant15, and the use of ambulance billing revenues. The most recent increases
occurred in 2019 when two addiAonal firefighters were hired aqer receipt of a SAFER grant and
a successful budget override; and in 2020 when two more personnel were hired uAlizing
ambulance revenues.
Generally, the MRI study team believes that the current Brewster Fire Department’s overall
organizaAonal structure is appropriate for department’s current needs and operaAons. However,
the department is struggling with adequate staffing to conAnue to perform its mission in the
community. In this secAon of the report we will make several recommendaAons relaAve to
staffing and organizaAonal structure, they primarily serve to enhance current, and mid term
operaAons rather than indicate a need for major changes. As with any organizaAon that
conAnues to grow and evolve based upon the expanding needs of its customers, the Brewster
Fire Department’s organizaAonal structure should conAnue to be evaluated in an ongoing
manner to ensure it is sAll appropriate and meeAng the department’s needs. If, in the future,
revisions are deemed appropriate, they can be considered at that Ame.
15 The goal of SAFER is to enhance the local fire departments' abiliDes to comply with staffing, response and operaDonal
standards established by the NFPA 1710.
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RESPONSE METRICS
A community’s demand for fire and EMS services are based on that community’s demographics,
socio-economic factors, the percentage of commercial, industrial, and residenAal properAes, as
well as, the district’s infrastructure. By reviewing the historical demand for fire and EMS services
and the fire department’s ability to respond to those needs within the expressed expectaAons of
that community; a fire department can evaluate what types and levels of services that they will
need to provide. Though fire and EMS standards are helpful for modeling those services, no two
communiAes are exactly alike. BudgeAng and resources oqen determine what level of service a
community expects and can afford. Fire departments, in conjuncAon with their governing bodies
and community poliAcal leaders, should work to establish plans that can deliver fire protecAon
and emergency medical services at a point that meets the level of expectaAon that the
community has established.
One of the best ways to get a broad overview picture of an emergency services organizaAon is to
look at, and analyze, their emergency response/incident staAsAcs. Looking at staAsAcal data that
is compiled from incident reports that are generated for each and every emergency response,
and /or request of assistance, will assist with determining the adequacy of current operaAons, as
well as, to idenAfy trends in responses (i.e., increasing vs. decreasing volume, changing types of
incident requests, increasing or unacceptable response Ames, frequency of simultaneous
incidents). UAlizing current trends to help predict future events, while not an exact science, can
be helpful to communiAes and fire departments. This informaAon can be uAlized to plan for
future operaAonal needs, such as addiAonal staAons. However, as with any other type of
staAsAcal analysis, the informaAon that is produced is only as good and/or reliable as the data
that was originally entered and provided for evaluaAon.
The data that was analyzed for this report was provided to the MRI study team by the Brewster
Fire Department. The reports developed were automaAcally compiled through the report
generaAon features of the Image Trend Soqware fire records management system, and
electronic paAent care reporAng for EMS, uAlized by the Brewster Fire Department. Each
emergency incident that the Brewster Fire Department responds to results in the generaAon of
a NaAonal Fire Incident ReporAng System (NFIRS) report. The project team believes that the data
that it analyzed is, for the most part, relaAvely accurate; however, the chief reported that
improving data entry has been an ongoing project for the department over several years.
During the five-year period from 2018 - 2022, the Brewster Fire Department responded to a total
of 15,329 calls for emergency service, an average of 3,065.8 per year, or 8.4 per day (Figure IV-
2). In 2022, the department responded to 3,235 incidents which is 169 (5.5%) higher than the
five-year average. Overall, the Brewster Fire Department responds to about 74.7% medical
related calls and 25.3% for fires and other emergencies (Figure IV-3). The yearly percentage of
EMS calls compared to total call volume ranged from a low of 72.1% in 2018 to a high of 78% in
Town of Brewster, MA – Fire Department Staffing Analysis Page 41
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2022. The percentage of EMS related incidents is consistent with naAonwide trends where EMS
related calls oqen account for between 70% to 80% of responses. This indicates that the
department needs to remain focused on not only the EMS aspect of its operaAons, but also its
fire suppression mission.
The year-to-year incident staAsAcs showed a fluctuaAon from year to year instead of a steady
upward trajectory as is oqen observed. The number of incidents decreased by 13.7% from 2018
to 2019 then another 10.7% in 2020 before increasing by 15.5% in 2021 and another 5.9% in
2022. In 2020, many EMS providers experienced significant declines in the number of responses
which is being a>ributed to the COVID pandemic. They are expected to conAnue to increase
annually now that the pandemic is over, and life has returned to the new normal. It is MRI’s
experience that nearly every community conAnues to see annual increases in call volume, and
we believe this trend will conAnue in Brewster. This will most likely be driven primarily by the
older populaAon demographic found in Brewster, and people spending more Ame at what used
to tradiAonally be seasonal vacaAon homes.
FIGURE IV-2: BREWSTER FIRE DEPARTMENT TOTAL INCIDENT TREND 2018 –2022
3,434
2,961
2,644
3,055 3,235
2,476
2,185 1,997
2,272 2,523
958 776 647 783 712
0
500
1,000
1,500
2,000
2,500
3,000
3,500
4,000
2018 2019 2020 2021 2020
TOTAL ANNUAL INCIDENTS BY YEAR
2018 -2022
TOTAL RESPONSES EMS RESPONSES FIRE RESPONSES
Town of Brewster, MA – Fire Department Staffing Analysis Page 42
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FIGURE IV-3: BREWSTER FIRE DEPARTMENT GENERAL INCIDENT CATEGORIES
2018 – 2022
For actual fire incidents, the staAsAcal sample is small. Per NFIRS protocols, the category for “Fire
Incident” must be an actual fire situaAon, that in many, but not all situaAons caused some type
of damage. Many of the incidents that are classified under other types of incidents were also
probably iniAally dispatched as some type of fire incident, but ulAmately were classified
otherwise, for reporAng purposes, based upon the situaAon actually found at the scene. From
2018 through 2022, the department responded to a total of 287 actual fire incidents, an average
of 57.4 per year, or about 1.1 per week. Actual fires accounted for 1.9% of the fire department’s
total responses during these years.
Significant structure fire incidents were a much smaller percentage of the actual fires. In the five-
year period analyzed the Brewster Fire Department experienced just 56 significant structure fires,
an average of 11.2 per year. These annual numbers ranged from 5 in 2020 and 6 in 2022, to 17
in both 2018 and 2021.
The number of incidents that the Brewster Fire Department responded to each month over the
fire year period is mostly consistent with what would be expected of an area that experiences
an influx of part-time residents and visitors during the warm weather months. Over the five-year
period, incident activity began to increase in May, peaking in July and August, before beginning
to decrease again in September (Figure IV-4). There are a couple of exceptions though. As seen
on the chart, activity spiked in March which is due to March 2018 having an extraordinarily high
number of incidents – 439 – more than double the normal number. This was due mainly by
multiple Nor’easters hitting the area in rapid succession over several weeks. Also, the number of
25.3%
74.7%
INCIDENT CATEGORIES 2018 -2022
FIRE INCIDENTS
EMS INCIDENTS
15,329 TOTAL INCIDENTS
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incidents increases again near the end of the year, most likely caused by people spending the
holidays at their vacation homes.
FIGURE IV-4: RESPONSES BY MONTH 2018 - 2022
The number of incidents that the department responded to each day of the work week, Monday
through Friday is very consistent with just 138 incidents difference in the five-year period
between the slowest day, Wednesdays, and the busiest day, Monday (Figure IV-5). Surprisingly,
2018-2022
JANUARY 1,152
FEBRUARY 991
MARCH 1,308
APRIL 1,003
MAY 1,238
JUNE 1,409
JULY 1,640
AUGUST 1,582
SEPTEMBER 1,240
OCTOBER 1,048
NOVEMBER 1,141
DECEMBER 1,181
1,152
991
1,308
1,003
1,238
1,409
1,640 1,582
1,240
1,048
1,141
1,181
0
100
200
300
400
500
600
700
800
900
1,000
1,100
1,200
1,300
1,400
1,500
1,600
1,700
1,800
RESPONSES BY MONTH
2018 -2022
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the weekends tended to have fewer calls with 162 fewer incidents on Saturdays than on
Mondays, and another 108 fewer on Sundays than Saturdays and 270 less than Mondays. With
the Brewster area being a vacation and tourist destination during the warm weather months it
would be reasonable to expect the weekends to be busier.
FIGURE IV-5: RESPONSES BY DAY OF THE WEEK 2018 - 2022
Incident activity rose and fell throughout the day depending upon the hour. The busiest hours of
the day were between about 0800 hours and 1900 hours, with the height of activity occurring
between 0900 hours and 1400 hours. (Figure IV-6).
2018-2022
SUNDAY 1,989
MONDAY 2,259
TUESDAY 2,253
WEDNESDAY 2,121
THURSDAY 2,173
FRIDAY 2,220
SATURDAY 2,097
1,989
2,259 2,253
2,121
2,173
2,220
2,097
1,800
1,900
2,000
2,100
2,200
2,300
RESPONSES BY DAY OF THE WEEK
2018 -2022
Town of Brewster, MA – Fire Department Staffing Analysis Page 45
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FIGURE IV-6: RESPONSES BY TIME-OF-DAY 2018 - 2022
2018 - 2022
0:00 271
1:00 282
2:00 250
3:00 262
4:00 262
5:00 262
6:00 353
7:00 623
8:00 867
9:00 962
10:00 995
11:00 1,053
12:00 980
13:00 956
14:00 858
15:00 859
16:00 843
17:00 775
18:00 801
19:00 713
20:00 602
21:00 542
22:00 414
23:00 358
271
282250
262
262
262
353
623
867
962
995
1,053
980 956
858
859
843
775
801
713602
542
414 358
0
200
400
600
800
1000
1200
RESPONSES BY TIME OF DAY 2018 -2022
Town of Brewster, MA – Fire Department Staffing Analysis Page 46
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One issue in Brewster, as with many communiAes, is either actual or anAcipated call volume
growth. The five-year incident trend analysis did not indicate a definiAve trend, although in the
last two years the numbers have increased each year as would be expected. indicaAng that
incidents are generally on an upward trajectory. It is our belief that the decrease in incidents
from 2019 to 2020 is an anomaly resulAng from the COVID pandemic. Many other departments
have experienced similar declines in responses. Overall experience shows, parAcularly
considering some development is sAll occurring in the town, and with an older populaAon, that
call volume will conAnue to increase. Looking forward, if this growth in service demand
conAnues, maintaining the current service level will only be possible if the level of resources
dedicated to these services increase.
Every emergency services organizaAon periodically experiences simultaneous, or overlapping,
incidents. Whether they are handled by that department themselves, or, through automaAc/
mutual aid provisions need to be made to ensure that these incidents are handled effecAvely,
efficiently and, in a Amely manner. However, as the number of simultaneous, or overlapping,
incidents increase, that community and/or department can no longer rely on their neighboring
communiAes/departments to handle an ever-increasing percentage of their incidents. This a key
benchmark in the need to consider increasing the number of available resources that are in
service.
The MRI study team’s evaluaAon found that the number of simultaneous, or overlapping
incidents handled by the Brewster Fire Department is increasing and becoming a significant
operaAonal concern. This has added a stress factor to the department as the occurrence of
mulAple overlapping calls over the five-year period analyzed stands at 18.8%, or just under one
in every five incidents. This means that 18.8% of the Ame the department is asked to answer not
only one, but two, and occasionally three or more incidents at the same Ame with their resource
set, and the assistance on off duty personnel, automaAc, and mutual aid.
The number of simultaneous calls averages about 1.6 per day, and 48 per month over the five-
year period. In three of the five years (2018, 2021, 2022), the number of simultaneous or
overlapping calls exceeded 600 per year. This is a disturbing trend, parAcularly with Brewster
currently staffed at a bare bones level. While it is not unusual – it is generally expected - to see
total incident volume rise, the rate of simultaneous events indicates that the current resource
set of the organizaAon will be unable to maintain the current service level as this staAsAc expands
toward 20% (in 2021 the number stood at 19.8% before deceasing slightly in 2022) and possibly
beyond. Figure IV-7 illustrates the annual frequency of these events for the five-year period.
Figure IV-8 shows the number of overlapped calls from by number of simultaneous/ overlapped
incidents. These incident response metrics support the overall need to increase the human
resources set provided to the department as will be discussed in detail in the Staffing Cri*cal
Tasking, and Deployment secAon later in this chapter of the report.
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FIGURE IV-7: OVERLAPPING/SIMULTANEOUS INCIDENT VOLUME – 2018 - 2022
SIMULTANEOUS/OVERLAPPING INCIDENTS
(2018-2022)
Number of
Simultaneous/
Overlapping
Incidents
2018 2019 2020 2021 2022
2 437 404 369 434 459
3 121 119 88 132 105
4 33 25 17 27 29
5+ 26 18 7 13 8
FIGURE IV-8: OVERLAPPING/SIMULTANEOUS INCIDENT VOLUME BY NUMBER OF CALLS – 2018 – 2022
2,434
2,961
2,644
3,055
3,235
617 566 481 606 609
0
500
1,000
1,500
2,000
2,500
3,000
3,500
2018 2019 2020 2021 2022
Town of Brewster, MA – Fire Department Staffing Analysis Page 48
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FIRE OPERATIONS
Fire, rescue, and emergency medical system (EMS) incidents and the fire department’s ability to
respond to, manage, and miAgate them effecAvely, efficiently, and safely are mission-criAcal
components of the emergency services delivery system. In fact, fire, rescue, and EMS operaAons
provide the primary, and certainly most important basis for the very existence of the fire
department. As with many fire departments today, the majority of responses are emergency
medical service related. Improved building construcAon, code enforcement, automaAc sprinkler
systems, and aggressive public educaAon programs have contributed to a decrease in serious
fires in many communiAes and more importantly, fire deaths among civilians. However, while no
longer generaAng the majority of most departments’ responses as they once did, fire-related
incidents are sAll jusAfiably an extremely high priority for the “fire” department and comprise a
significant part of their operaAonal missions.
These trends and improvements in the overall fire protecAon system notwithstanding, fires sAll
do occur and the largest percentage of those occur in residenAal occupancies where they place
the civilian populaAon at risk. Although they occur with less frequency than they did several
decades ago, when they occur today, they grow much quicker and burn more intensely than they
did in the past. As will be discussed later in this report, it is imperaAve that the fire department
is able to assemble an effecAve response force (ERF) within a reasonable Ame period in order to
successfully miAgate these incidents with the least amount of loss possible.
NFPA 1710, Standard for the Organiza*on and Deployment of Fire Suppression Opera*ons,
Emergency Medical Opera*ons and Special Opera*ons to the Public by Career Fire Departments,
2020 ediAon (NaAonal Fire ProtecAon AssociaAon, Quincy, MA) addresses the organizaAon and
deployment of fire suppression operaAons, emergency medical operaAons, and special
operaAons to the public by career fire departments to protect ciAzens and the occupaAonal
safety and health of fire department employees. It is the benchmark standard that the United
States Department of Homeland Security uAlizes when evaluaAng applicaAons for staffing grants
under the Staffing for Adequate Fire and Emergency Response (SAFER) grant program. The ability
to get a sufficient number of personnel, along with appropriate apparatus, to the scene of a
structure fire is criAcal to operaAonal success and firefighter safety. Accomplishing this within the
8-minute Ame frame specified in NFPA 1710 is an important operaAonal benchmark.
In addiAon to structural firefighAng and emergency medical services, the fire department is
tasked with responding to and managing a broad spectrum of other types of emergencies,
including, but not limited to, vehicle crashes, building collapse, water and ice rescue, mass
casualty incidents, weather-related emergencies, and natural and technological disasters. These
types of incidents require specialized equipment and specialized training. In all types of
emergency responses, an incident command system (ICS) should be uAlized that conforms to the
NaAonal Incident Management System (NIMS) guidelines that have been promulgated by the
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U.S. Department of Homeland Security. Since safety is the primary focus throughout all
operaAons, a formal component of the ICS program includes the consistent assignment of an on-
scene safety officer when appropriate.
The strategic and tacAcal challenges that the various hazards the department protects need to
be idenAfied and planned for through a community risk analysis planning and management
process. The community risk and vulnerability assessment evaluates the community as a whole,
and regarding property, measures all property and the risks associated with that property, and
then segregates the property as either a high-, medium-, or low-hazard, which are further broken
down into varying degrees of risk. Community Risk Assessment was discussed in detail in Chapter
III. The development of a community risk and vulnerability assessment should drive many of the
key decisions associated with the deployment of resources for fire and medical emergencies.
The Brewster Fire Department is equipped and staffed to respond to a wide variety of emergency
incidents. Although EMS calls are more prevalent, the department must sAll be prepared to fulfill
its core firefighAng mission. As with most communiAes in the United States, the primary focus of
firefighAng operaAons is on fires in residenAal occupancies (single- and two-family dwellings,
mulA-family units) due to the high potenAal for loss of life. UnAl residenAal fire sprinkler systems
become commonplace as a criAcal lifesaving feature in homes, the fire department will conAnue
to be the only “front-line” resource available for firefighAng and rescue. The fire codes in the
Commonwealth of Massachuse>s do not require residenAal sprinklers and do not allow
communiAes to mandate them through local codes or ordinances.
Structural firefighAng has become far more challenging and dangerous in the last thirty years
with the introducAon of significant quanAAes of plasAc and foam-based products into homes and
businesses (e.g., furnishings, ma>resses, bedding, plumbing, electrical components, home and
business electronics, decoraAve materials, insulaAon, and structural components). These
materials ignite, burn quickly, and produce extreme heat and toxic smoke. A fire can easily double
in size and intensity every 30 seconds. If firefighters cannot arrive in a Amely manner and a>ack
the fire quickly, a strong possibility exists that a dangerous flashover (simultaneous igniAon of all
combusAble materials in a room) will occur. Flashover can occur in as li>le as five to seven
minutes aqer fire igniAon and is one of the most dangerous events that a firefighter can face.
When a flashover occurs, iniAal firefighAng forces are generally overwhelmed and will require
significantly more resources to affect fire control and exAnguishment.
Flashover occurs quicker and more frequently today and is caused at least in part by the
introducAon of significant quanAAes of plasAc- and foam-based products into homes and
businesses (e.g., furnishings, ma>resses, bedding, plumbing and electrical components, home
and business electronics, decoraAve materials, insulaAon, and structural components). These
materials ignite and burn quickly and produce extreme heat and toxic smoke.
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Figure IV-9 illustrates the Ame progression of a fire from incepAon through flashover. The Ame
versus products of combusAon curve shows acAvaAon Ames and effecAveness of residenAal
sprinklers (approximately one minute), commercial sprinklers (four minutes), flashover (eight to
ten minutes), and firefighters applying first water to the fire aqer noAficaAon, dispatch, response,
and set up (ten minutes). It also illustrates that the fire department’s response Ame to the fire is
one of the only aspects of the Ameline that the fire department can exert direct control over. It
is also important to keep in mind that once units arrive on the scene, they will need to get set up
to commence operaAons. NFPA recommends that units be able to commence an iniAal a>ack
within two minutes of arrival, 90% of the Ame.
FIGURE IV-9:
HOME FIRE TIMELINE CURVE SHOWING ACTIVATION TIMES AND EFFECTIVENESS OF RESIDENTIAL SPRINKLERS
(APPROXIMATELY 1 MINUTE), FLASHOVER (3 TO 5 MINUTES) AND FIREFIGHTERS APPLYING FIRST WATER TO THE
FIRE AFTER NOTIFICATION, DISPATCH, RESPONSE, AND SET UP (10 MINUTES).
Image credit: Home Fire Sprinkler Coali3on
The Brewster Fire Department is dispatched by, and emergency communications are handled by,
the Brewster County Sheriff’s Office (BCSO) Department Regional Emergency Communications
Center (RECC) which is located at Joint Base Cape Cod. The BCSO RECC handles emergency
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dispatch for nine communities and coordinates regional mutual aid operations throughout Cape
Cod.
Response time data that was provided to the MRI study team by the Brewster Fire Department
only reflects the time from when the Department received the call. It does not reflect the alarm
processing or dispatch time at the BCSO RECC. The dispatch center dispatches the station as a
whole, and not individual apparatus. In addition, the times reflected the total time from when
the department received the call until the first unit arrived on the scene. It did not break these
times out into turnout time, and travel time components. It appears when the apparatus signs
on, the dispatch center is then recording dispatched and responding times simultaneously.
Finally, for fire calls, the first arriving unit could be an ambulance or chief officer, not necessarily
a fire suppression unit. As a result, especially with the department operating from a single station
with no options to really change the response times we opted not to utilize the data since its
benefit would be limited.
Interviews that were conducted by the MRI project team revealed that the Department appears
well versed in the use of the NaAonal Incident Management System (NIMS) and works well with
mulAple agencies to provide effecAve and efficient emergency response services to the
community. Through discussions with the department’s officers, it appears that though the
department has adopted, and is trained, and is aware and understands the importance of using
an Incident Command System (ICS), it is oqen difficult to implement it iniAally on every incident
because of limited staffing.
One of the most effecAve tools the fire department has to assist them with handling fires and
other emergencies in mulA-family residenAal complexes and commercial faciliAes, are pre-fire
plans. The purpose of a fire pre-planning program is to allow firefighters to become familiar with
buildings and/or faciliAes within their response area prior to an emergency, alert them to on-site
hazards and risks, and develop a detailed fire response plan for them that includes specific tacAcs
that will be required to miAgate fires or other emergencies. A comprehensive pre-fire plan
includes as much data about the building as possible.
The informaAon contained in pre-fire/incident plans allow firefighters and officers to have a
familiarity with the building/facility, its features, characterisAcs, operaAons, and hazards, thus
enabling them to more effecAvely, efficiently, and safely, conduct firefighAng and other
emergency operaAons. Pre-fire plans should be reviewed and updated regularly. They should be
tested and validated by table-top exercises and on-site drills. Lack of an up-to-date pre-fire plan
is oqen a>ributed to being one of the primary contribuAng factors in large fire losses.
It was reported to MRI that the Brewster Fire Department has done limited pre-planning on some
of the target hazards in the town (there are only a limited number of commercial occupancies).
To derive maximum benefit from the pre-fire plans, the department should make pre-fire plans
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accessible on mobile data terminals (MDTs) (notebook/laptop computers) on fire apparatus, and
in the command vehicle(s) for use in-route to an incident, and while on-scene. The informaAon
can also be sent to smart phones. With a cloud-based system all the informaAon would be
available in real Ame.
Performance improvement for fire suppression will become even more important in the coming
years as the fire department command structure evolves from being a group with significant
firefighAng experience, to a group with stronger EMS experience. Major fire incidents conAnue
to decline because of be>er fire prevenAon and building code compliance, the advent of
advanced fire detecAon and suppression systems, and fire-retardant building components and
contents. As a result, the fire service will be challenged in the future to maintain the necessary
skill sets to properly command and control major fire incidents. Training and performance
improvement strategies must be aggressively enhanced in anAcipaAon of this paradigm shiq in
fire department capabiliAes and experience.
The point of the performance measures is to idenAfy the community’s expectaAons in a
quanAfiable way, and to use the measurement of the fire department’s performance against
these objecAves to idenAfy areas, which may need improvement or addiAonal resources. The
process should also include a provision for modifying SOGs, training prioriAes, and equipment as
determined by the performance improvement program.
The Department recently purchased the SOG/Policy soqware system Lexipol. At the Ame of this
study the Chief and Deputy Chief have been meeAng with the reps from Lexipol to get the
program implemented. In the near future, they will begin a process including department
members to modify, develop, and implement, exisAng and new SOGs and policies into this state
of the art, cloud-based system. The chiefs believe that once fully implemented this program will
significantly increase operaAon effecAveness, as well as improve the department’s SOGs and
policies.
Brewster Fire Department staffing for fire operaAons will be further discussed later in this chapter
in the secAon on Staffing, Cri*cal Tasking, and Deployment.
EMS OPERATIONS
Emergency Medical Services (EMS) operaAons are an important component of the
comprehensive emergency services delivery system in any community. Together with the
delivery of police and fire services, it forms the backbone of the community’s overall public safety
life net. As noted in several chapters of this report, the Brewster Fire Department like many, if
not most fire departments, responds to significantly more emergency medical incidents than
actual fires, or other types of emergency incidents.
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As a percentage of overall incidents responded to, it could be argued that EMS incidents
consAtute the greatest number of “true” emergencies, where intervenAon by trained personnel
truly makes a difference, someAmes literally between life and death. Heart a>ack and stroke
vicAms require rapid intervenAon, care, and transport to a medical facility (Figure IV-10). The
longer the Ame duraAon without care, the less likely the paAent is to fully recover. Numerous
studies have shown that irreversible brain damage can occur if the brain is deprived of oxygen
for more than four minutes. In addiAon, the potenAal for successful resuscitaAon during cardiac
arrest decreases exponenAally with each passing minute that cardio-pulmonary resuscitaAon
(CPR), or cardiac defibrillaAon, is delayed.
Ø The potenAal for successful resuscitaAon during cardiac arrest decreases
exponenAally, 7% to 10% with each passing minute, that cardio-pulmonary
resuscitaAon (CPR) or cardiac defibrillaAon and advanced life support intervenAon
is delayed.
Ø Few a>empts at resuscitaAon aqer 10 minutes are successful.
FIGURE IV-10: CARDIAC ARREST SURVIVAL TIMELINE
The EMS component of the emergency services delivery system is more heavily regulated than
the fire side. In addiAon to NFPA 1710, NFPA 450 Guidelines for Emergency Medical Services
(EMS) and Systems, (2009 ediAon), provides a template for local stakeholders to evaluate an EMS
system and to make improvements based on that evaluaAon. The Commission on AccreditaAon
of Ambulance Services (CAAS)16 also establishes benchmarks for EMS operaAons, however, their
focus is primarily on ambulance response Ames which is not a component of this analysis.
Massachuse>s regulates EMS agencies, and certain federal Medicare regulaAons are also
applicable.
16 The Commission on AccreditaDon of Ambulance Services (CAAS) is an independent commission that established a
comprehensive series of standards for the ambulance service industry.
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Typically, less than 10% of 9-1-1 paAents have Ame-sensiAve ALS needs. However, for those
paAents who do, Ame can be a criAcal issue of morbidity and mortality. For the remainder of
those calling 9-1-1 for a medical emergency, though they may not have a medical necessity, this
ninety percent, sAll expects rapid customer service. Response Ames for paAents and their families
are oqen the most important issue regarding the use of the fire department’s services and are
what is most oqen referred to when they “rate” their local emergency responders. Regardless
of the service delivery model, appropriate response Ames are more than a clinical issue; they are
also a customer service issue.
Emergency medical services (EMS) for the Town of Brewster are provided at the advanced life
support (ALS)/paramedic level by the Brewster Fire Department. Advanced life support or ALS-
level care refers to prehospital intervenAons that can be brought into the field by paramedics.
Typically, this service level includes the ability to bring much of the emergency room capability
to the paAent. Paramedics can administer intravenous fluids, manage a paAent’s airway, provide
drug therapy, uAlize the full capabiliAes of a 12-lead cardiac monitor, and provide a vital
communicaAon link to the medical control physician who can provide specific medical direcAon
based on the situaAon.
Primary EMS ambulance transport services to the Town are also provided by the Brewster Fire
Department. The department can staff either one or two ambulances depending upon the Ame
of day and staffing levels. It operates under a license from the Massachuse>s Office of Emergency
Medical Services (OEMS) which designates the service as ALS level with ambulances staffed with
one EMT and one paramedic.
The ciAzens of Brewster benefit greatly by having firefighters provide emergency medical services
at the advanced life support (ALS) level. This is an efficient use of personnel resources since
approximately 74.7% of all emergency calls are for EMS incidents. This is somewhat higher than
the naAonal average as reported by the US Fire AdministraAon (64%) and the NaAonal Fire
ProtecAon AssociaAon (65%). AddiAonally, Brewster’s EMS revenue from insurers,
Medicaid/Medicare, and direct paAent billing provides a significant offset to fire-rescue
department operaAng and capital expenses.
As is the common pracAce on Cape Cod, the Brewster Fire Department normally staffs their first
out ambulance with three personnel, regardless of the severity of the incident. If shiq staffing is
at four personnel, the captain will also response in an SUV to supervise and assist. If staffing is at
five, the two addiAonal personnel may respond in a second ambulance to assist. These
procedures effecAvely place the fire suppression funcAon out of service unAl personnel who have
been recalled on overAme report to the staAon for back-up (for a number of reasons, oqen no
one responds back to the staAon for these recalls, parAcularly when there are mulAple in the
same day). When needed, the second ambulance is usually staffed with two personnel. The MRI
study team was advised that the department will occasionally send only two personnel to the
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hospital, depending upon the severity of the paAent’s condiAon; however, this is an excepAon
rather than the normal pracAce.
The raAonale for this procedure is that these addiAonal personnel help the ambulance crew with
medical care, carrying equipment, liqing paAents, and driving the ambulance to the hospital
when the ambulance crew, parAcularly the paramedic(s) are commi>ed to the care of criAcally
ill paAents. Medical calls are generally classified from Alpha (minor/least severe) to Echo (life
threatening/most severe). On Cape Cod EMS calls are categorized Priority 1 (most serious) to
Priority 3 (non-life threatening). Certain assist type calls are categorized Priority 4. In many
locaAons (not necessarily New England) normal procedures send only an ambulance, with two
personnel, to the minor nature, Alpha and Bravo calls, or Priority 3 level calls unless the arrival of
an ambulance will be delayed (Figure IV-11).
FIGURE IV-11: EMS RESPONSE MATRIX
Note: Priority 1 & 2 equates to Charlie, Delta, and Echo response determinants while Priority 3 calls equate to
Alpha and Bravo level response determinants.
Dispatching an engine company also to Priority 1 and 2 calls is a best pracAce that ensures that
sufficient personnel are on-scene to provide criAcal care to seriously ill or injured paAents. The
firefighter-paramedics assigned to the ambulance can focus on direct paAent care, while other
personnel are responsible for incident command, scene safety, delivering and serng up
equipment, and liqing and carrying the paAent(s). An engine company is requested for Priority 3
calls when the ambulance response is delayed, personnel is needed for liqing and carrying a
paAent, forcible entry to a residence or vehicle is required, or when the condiAon of the paAent
is found to be more serious than the iniAal dispatch assessment. This is illustrated in the following
graphic:
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FIGURE IV-12: TYPICAL EMS RESPONSE MATRIX/ALGORITHM
While we acknowledge that changing this procedure is likely to be met with resistance, we
believe the Brewster Fire Department should consider revising this procedure. The number of
incidents is increasing each year, and a significant percentage of these incidents are resulAng in
overlapping calls. In addiAon, in large part due to the change in procedure that temporarily
reduced nighrme staffing to four personnel to assist with reducing overAme and related
personnel faAgue, staffing challenges related to simultaneous calls are going to be even more
pronounced. To that end, the MRI study team suggests the following revision to the current EMS
response procedures and with the current staffing levels:
Ø When staffing is at five personnel:
v Two personnel respond on the ambulance to Alpha and Bravo, or Priority 3 calls.
The three personnel remaining are now available for fire duty, or can handle a
second ambulance call, if necessary. If they require addiAonal assistance, they can
request the engine to respond.
v Two personnel respond on the ambulance and three personnel respond on the
engine to Charlie, Delta, and Echo, or Priority 1 and 2 calls. If an addiAonal person
is needed on the ambulance they can be sent to the hospital with the ambulance
crew. The two other personnel can return to staAon with the engine and handle a
second call without the need to recall off duty personnel.
§ An alternaAve would be to call just one person back to work to bring
staffing back up to three personnel.
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Ø When staffing is at four personnel:
v Two personnel respond on the ambulance to Alpha and Bravo, or Priority 3 calls.
If they require addiAonal assistance, they can request the engine to respond. The
remaining two personnel are sAll available for limited fire duty, unAl one or two
off duty personnel arrive at the staAon, or they can handle a second ambulance
call.
v Two personnel respond on the ambulance and two personnel respond on the
engine to Charlie, Delta, and Echo, or Priority 1 and 2 calls. If an addiAonal person
is needed on the ambulance they can be sent to the hospital with the ambulance
crew. If only two personnel are needed on the ambulance, the other two person
can return to staAon with the engine and handle a second ambulance call without
the need to recall off duty personnel.
§ An alternaAve would be to call just one person back to work to bring
staffing back up to three personnel.
In either scenario suggested above, the current pracAce of recalling off duty personnel to provide
coverage when the ambulance transports to the hospital should be conAnued. However, there
would be less of a reliance on it as revising the staffing model should reduce the number of Ames
the Town is stripped of all fire and EMS protecAon.
Following current department pracAce, the ambulance responds with lights and sirens to every
call. Though a medical priority dispatch system is in place that would allow for potenAal non-
emergency response to occur without lights, sirens and within normal traffic flow, there are no
protocols or procedures to do so. The MRI team was told that most oqen all transports with
paAents to the hospital is done with lights and sirens in order to get to the hospital as quickly as
possible. This is not only done in order to get the paAent to the hospital in a Amely manner, but
also to expedite the Ame that the ambulance is out of service and unable to respond to another
call. These pracAces are being phased out by most progressive fire departments for safety
reasons. It is safer for responding personnel, general ciAzens, and the paAent, to reduce the
number of Ames that red lights and sirens are uAlized.
Conversely, ambulance turn-around Ame is an important staffing factor to consider since it
affects the availability of personnel and equipment for other emergencies. This is the Ame an
ambulance is occupied on a medical emergency starAng with the Ame the call is received; and
ending aqer the transport, when the ambulance is back in Brewster and available for emergency
calls. This is Ame that is parAcularly important when the hospital is a significant distance from
the Town, and personnel oqen encounter heavy traffic condiAons to and from its locaAon in
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Hyannis. The turn-around Ame for Brewster ambulances averages between 60 and 70 minutes,
however, they can be as high as two hours, twenty-one minutes (02:21:53). Higher turnaround
Ames can be the result of lengthy on-scene care (e.g., extricaAon from a motor vehicle crash),
longer travel Ames to or from an incident, or paAent admission delays at a hospital. As was
discussed previously, the total number of calls is the primary reason for simultaneous incidents,
however ambulance hospital transport turn-around Ames certainly contribute to the impact of
the overlapping call rate.
The following figure illustrates the number of EMS calls, number of ALS and BLS transports, and
the average ambulance turnaround time for the five years period of 2018 – 2022.
Year EMS
Responses
ALS
Transports
BLS
Transports
Average Turn-
around Time
Total Annual Turn-
around Time
2018 2,476 1,128 454 70.15 minutes 1,849.6 hours
2019 2,185 1,003 332 70.05 minutes 1,558.6 hours
2020 1,997 885 357 66.75 minutes 1,381.7 hours
2021 2,272 1,053 441 63.95 minutes 1,592.4 hours
2022 2,523 1,024 461 60.85 minutes 1.506.0 hours
5-year
average 2,291 1,019 409 66.35 minutes 1,577.7 hours
FIGURE IV-13. EMS TURN-AROUND TIME
The data in the above figure indicates several things.
Ø The proportion of ALS level transports to BLS levels transports is much higher than we
normally see. In fact, it is really the inverse of what data sets we analyze usually illustrate.
Over the five-year period, BLS transports accounted for just 28.6% of the Department’s
EMS transports, while ALS transports accounted for 71.4%. Long term, statistical data
indicates that ALS criterion incidents usually account for about 30% to 35% of EMS
responses. Given Brewster’s higher than average older population, a somewhat higher
percentage of ALS could be reasonably expected; however, we don’t believe it would
reach the proportions indicated in this data.
Ø The ambulance turn-around times have improved steadily over the five-year period and
show a total reduction of over nine minutes. The expansion of the emergency department
facilities at Cape Cod Hospital in Hyannis has probably played at least some role in this
reduction.
Ø Given an estimated average ambulance turn-around time of 66.35 minutes (annual
maximum time: 02:06:23 – 02:21:53) and a 5-year average annual ambulance transport
total of 1,428 transports; Brewster ambulances are occupied on EMS transport calls for
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approximately 1,577.7 hours annually. This represents an average of 4.3 hours per 24-
hour shift. Many of these calls come in during the busier daylight hours contributing to
the high percentage of overlapping calls.
The data relative to the number of total incidents, number of EMS transports, and the time
dedicated to EMS calls supports the need for the fire department to staff two (2) ambulances
24/7 while still maintaining a simultaneous fire response capability. The benefits of increasing
staffing and the number of resources deployed include:
Ø Significantly reduce the number of times when the Town is without ambulance coverage
due to simultaneous fire and/or EMS calls.
Ø Significantly reduce the number of times when the Town is without adequate fire
coverage due to simultaneous fire and/or EMS calls.
Ø Provide additional fire staffing commensurate with the risk.
Ø Increase ambulance revenues by reducing the number of times that a mutual aid EMS
service is called to provide ambulance transport services.
To accomplish this goal, the Department’s staffing should be incrementally increased with the
hiring of additional personnel over the next several budget cycles. This in combination with the
supervisory staffing changes is recommended later in this report.
Overall, the EMS operaAons appear to be well run, and the Town is happy with the service that
is being provided. There is also reported to be a low level of system abuse in Brewster which
reduces the number of unnecessary responses and contributes to be>er resource availability for
actual medical emergencies.
All Brewster Fire Department personnel possess a minimum of emergency medical technician-
basic (EMT-B) cerAficaAon. At the Ame of this study, 11 of the department’s personnel, including
the Deputy Chief possessed paramedic cerAficaAon. There are a minimum of two paramedics
assigned to each shiq, with a minimum of one on duty at all Ames.
One quesAon that the MRI study team is oqen asked to provide an opinion on was what the
recommended mix of ALS versus BLS trained personnel should be in a parAcular Fire Department.
At the Ame of this study approximately 50% of the Brewster Fire Department’s personnel
possessed ALS/paramedic cerAficaAon. Several stakeholders informed the study team that they
would like to eventually see all department personnel required to be paramedics. UlAmately,
with the majority of incidents the department responds to being EMS related, having all
personnel trained and cerAfied at the ALS level allows the highest level of care to be always
available, and on every incident. However, there can be several caveats to that IniAal answer.
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The Brewster Fire Department is a small organizaAon with a relaAvely low call volume, averaging
about 8.4 calls per day, of which 73% are EMS related. If 50% of the EMS calls are ALS criterion
calls (which is higher than the typical average) that equates to about four ALS calls per day. One
of the concerns that are expressed by some within the EMS community is the difficulty in keeping
the ALS skills of personnel sharp when they have only limited opportuniAes to uAlize them. In
addiAon, there is a significant cost factor associated with iniAal ALS training for personnel,
frequent conAnuing educaAon classes necessary to maintain cerAficaAon, and a significant pay
differenAal for those who are cerAfied. Finally, many fire department personnel prefer not to be
paramedics and a significant number choose to allow their cerAficaAons to lapse once they are
no longer mandated to maintain them, so they can get off of the ambulance.
It is MRI’s opinion that the Brewster Fire Department would not be unreasonable if it decided to
a>empt, long term, to have all personnel cerAfied as paramedics, by requiring all future hires to
either possess, or obtain and maintain paramedic cerAficaAon as a condiAon of employment.
However, we believe a be>er opAon would be to maintain around 12-16 paramedics and a>empt
to have a minimum of three on duty at all Ames. By increasing the number of paramedics on duty
at all Ames, one could be assigned to the primary ambulance as is done now, while a second one
is assigned to the second ambulance, while the third one is assigned to the engine, thus providing
both of those units with ALS capability resulAng in an increased level of service. If addiAonal
personnel wanted to maintain their ALS cerAficaAons, the department should a>empt to
accommodate them and encourage them to do so.
With the majority of the Department’s responses being EMS related, the MRI study team believes
that the Town of Brewster should consider making an organizational change by redefining the
position of EMS Officer into a full time position. The EMS Officer would handle the day to day
oversight of the department’s EMS functions including QA, personnel training and certification,
infection control, managing inventory and drugs, attending meetings, and serving on committes.
The officer should work a daywork schedule providing an additional member available for
response during the day. We believe that making this change will result in more effective and
efficient emergency medical service delivery by the department.
It is MRI’s experience that when department’s create these positions that they are normally
designated at an officer’s rank, and as such, are tested for (although in some places even though
the position has rank, they are designated as a ‘staff” officer with no real fireground authority).
Other departments designate the EMS coordinator with just that title but compensate them at
an officer’s pay grade, in this case as a Captain (the same as the Fire Prevention Officer). The
current CBA designates the “EMS Officer” as receiving a stipend over their base pay, however,
that assumes that the person filling the position remains on their assigned shift.
While we understand this would also need to be impact bargained with the union (as any change
needs to be) it is our opinion that this position would be best designated as a Captain’s position
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within the Brewster Fire Department, reporting directly to the Deputy Fire Chief. Doing this would
help to emphasis the importance of the department’s EMS mission, allow the EMS coordinator
to have an equal peer relationship with the other Captains, and allow for the implementation of
more department wide continuity of EMS operations.
One thing the fire department will need to monitor very closely are any impacts of the ongoing
debates over funding the Affordable Care Act (ACA) may have on their billing and revenues. Over
the past several years with the changes in insurance reimbursements brought about by the ACA,
a growing number of EMS providers are looking to get out of the ALS business. Increasingly,
private insurance companies and the government have reduced (or are considering reducAons
in) reimbursement rates, and are becoming more reluctant in general, to compensate
departments for the full cost of emergency room transportaAon fees, especially for non-
emergency treatment. CommuniAes that provide EMS transport services are therefore facing
pressure on their transport revenues.
One of the fastest growing value-added service enhancements in EMS is the development of
Mobile Integrated Healthcare/Community Paramedicine (MIH/CP) programs. Mobile Integrated
Healthcare is defined by the NaAonal AssociaAon of EMTs (NAEMT) as “the provision of
healthcare using paAent-centered, mobile resources in the out of hospital environment.”
MIH/CP is comprised of a suite of potenAal services that EMS could provide to fill gaps in the local
healthcare delivery system. In essence, MIH/CP is intended to be>er manage the increasing EMS
call volume and be>er align the types of care being provided with the needs of the paAent. To
be effecAve, MIH/CP is commonly accomplished through a collaboraAve approach with
healthcare and social service agencies within the community. It can be provided through
community paramedicine programs, which are programs that use EMTs and paramedics to
provide this out-of-hospital health care. MIH/CP programs help facilitate more appropriate uses
of emergency care resources and enhance access to primary care, parAcularly for underserved
populaAons, by focusing on chronic disease management, post-discharge follow up, and
transport to non-emergency care serngs.
The benefits of MIH/CP are therefore two-fold. These programs potenAally help provide more
appropriate health care to community residents, and if reimbursement arrangements can be
agreed upon, also offer a subsAtute funding stream, separate from emergency transport, for
community-based EMS transport programs.
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In 2009 there were four programs like this in the country, but a recent survey by the NaAonal
AssociaAon of EMTs idenAfied more than 250 acAve MIH/CP programs now operaAng across the
U.S.17
FIGURE IV-14: MOBILE INTERGRATED HEALTHCARE/COMMUNITY PARAMEDICINE BENEFITS
A consideraAon for a potenAal role for an MIH/CP program in Brewster could include a specialized
response for behavioral health emergencies, in partnership with the Brewster Police Department
and community mental health resources. SomeAmes referred to as a Crisis IntervenAon Team
(CIT), specialized units such as these have been effecAve in other communiAes across the country
to reduce the risks associated with behavioral health-related responses.18
There may be government funds available for implementaAon of these types of programs, and
some recent changes to the Medicare regulaAons indicate a possibly favorable view on billing for
these services. The Foxborough Fire Department obtained a grant to implement this type of
program effecAve as of July 1, 2019. With the addiAon of a new full-Ame paramedic who was
designated a special agent of the board of health, the department implemented a
community/public health program to address these types of needs within the town. It is MRI’s
belief that a program of this type in Brewster – parAcularly with its high percentage of residents
over the age of 65 - would improve both levels of service offered to the community and EMS
revenues generated. This could be another potenAal duty for the EMS officer to undertake.
17. h#p://www.naemt.org/docs/default-source/2017-publicaDon-docs/mih-cp-survey-2018-04-12-2018-web-links-
1.pdf?Status=Temp&sfvrsn=a741cb92_2
18. h#ps://www.psychiatricDmes.com/view/cahoots-model-prehospital-mental-health-crisis-intervenDon
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STAFFING, CRITICAL TASKING, AND DEPLOYMENT
The issue of fire department staffing has, over the past three or four decades, become one of the
most widely and frequently debated topics in fire service history. This debate has intensified over
the past several years as tax collecAon revenues have declined precipitously in many
communiAes and governmental enAAes seek to reduce expenses.
Personnel costs account for the largest percentage of the operaAng budgets of career fire
departments. In many cases this one line item is 90% or more of the total budget. The debate
becomes intense when the discussion turns to how many firefighters are necessary to provide
adequate levels of service, fulfill the department’s core mission(s), and how those firefighters are
deployed. This is a basic risk assessment and management decision. UlAmately, determining the
acceptable level of risk they are willing to assume for the ciAzens they represent, is a key decision
that is made by the Brewster Select Board through the town meeAng process.
The operaAons necessary to fully exAnguish a structure fire, and do so effecAvely, efficiently, and
safely, requires a carefully coordinated, and controlled, plan of acAon, where certain operaAons,
such as venAng ahead of the advancing interior hose line(s), must be carried out with a high
degree of precision and Aming. MulAple operaAons, frequently where seconds count, such as
search and rescue operaAons and trying to cut off a rapidly advancing fire, must also be
conducted simultaneously. If there are not enough personnel on the incident iniAally to perform
all the criAcal tasks, some will, out of necessity, be delayed. This can result in an increased risk of
serious injury, or death, to building occupants and firefighters, and increased property damage.
There has been much research done by a number of fire departments on the effects of various
staffing levels. One constant that has emerged is that company efficiency and effecAveness
decrease substanAally, while injuries increase, when company/unit staffing falls below four
personnel. A 2010 comprehensive yet scienAfically conducted, verified, and validated study Atled
Mul*-Phase Study on Firefighter Safety and the Deployment of Resources, was performed by the
NaAonal InsAtute of Standards and Technology (NIST) and Worcester Polytechnic InsAtute (WPI),
in conjuncAon with the InternaAonal AssociaAon of Fire Chiefs (IAFC), the InternaAonal
AssociaAon of Fire Fighters, and the Center for Public Safety Excellence. This landmark study
researched residenAal fires, where the majority of fire, injuries, and fataliAes occur. The study
concluded that the size of firefighter crews has a substanAal effect on the Fire Department’s
ability to protect lives and property in residenAal fires and occupancies.
Several key findings of the study include:
Ø Four-person firefighAng crews were able to complete 22 essenAal firefighAng and rescue
tasks in a typical residenAal structure 30% faster than 2-person crews, and 25% faster
than 3-person crews.
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Ø The 4-person crews were able to deliver water to a similar sized fire 15% faster than the
2-person crews, and 6% faster than 3-person crews, steps that help to reduce property
damage and reduce danger/risks to firefighters.
Ø Four-person crews were able to complete criAcal search and rescue operaAons 30% faster
than 2-person crews, and 5% faster than 3-person crews.
The United State Fire AdministraAon, part of the Federal Emergency Management Agency, in the
Department of Homeland Security, recommends that a minimum of four firefighters respond on
or with each apparatus. In its respected textbook Managing Fire Services, the InternaAonal
City/County Management AssociaAon (ICMA) states, “that at least 4 and oYen 8 or more
firefighters under the supervision of an officer should respond to fire suppression opera*ons”.
They further state, “If about 16 firefighters are not opera*ng at the scene of a working fire, within
the cri*cal *me period, then dollar loss and injuries are significantly increased, as is fire spread”.
Many communiAes conAnue to struggle to generate a sufficient response.
The current career staffing pa>ern In the Brewster Fire Department consists of four work groups
that work an average of 42 hours per week. These groups work rotaAng 24-hour shiqs. This
schedule provides the community with 24/7 coverage. Presently, each shiq is staffed with a
captain (shiq commander) and four firefighters. The five personnel on shiq are supported by the
following addiAonal personnel resources:
Ø Two command officers (fire chief and deputy chief) that work an
administraAve schedule and provide an on-call command officer when off
duty.
Ø One Fire PrevenAon Officer.
Ø AutomaAc/mutual aid from surrounding communiAes
The MRI study team was informed that the department does not generally have a sick or injury
leave problem. It had $444,700 budgeted for overAme in a FY 2023 which is high for a department
the size of Brewster. The department ended up spending $562,956, which is 32.5% more than
what was budgeted. This is due in large part to not only the Department’s constant staffing model
where every vacancy created by any type of leave must be filled by another member on overAme,
but also to the department’s difficulty retaining personnel.
To effecAvely respond to and miAgate requests for emergency services, an agency must have a
thorough understanding of its community’s risk factors, both fire and EMS. Once idenAfied and
understood, each category or level of risk is associated with the necessary resources and acAons
required to miAgate it. This is accomplished through a criAcal task analysis. The exercise of
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matching operaAonal asset deployments to risk, or criAcal tasking, considers mulAple factors
including naAonal standards, performance measures, and the safety of responders.
CriAcal tasks are those acAviAes that must be conducted in a Amely manner by responders at
emergency incidents to control the situaAon and stop loss. CriAcal tasking for fire operaAons is
the minimum number of personnel needed to perform the tasks required to effecAvely control a
fire. The same is true for EMS as there are specific paAent care tasks that must be completed in
succession and oqen together to support posiAve prehospital care. The specific number of people
required to perform all the criAcal tasks associated with an idenAfied risk is referred to as an
EffecAve Response Force (ERF). The goal is to deliver an ERF within a prescribed Ame frame. NFPA
1710, as a naAonally recognized consensus standard on staffing and deployment for career fire
departments, provides a benchmark for ERF.19
During fire incidents, to be effecAve, criAcal tasking must assign enough personnel so that all
idenAfied funcAons can be performed simultaneously. However, it is important to note that
secondary support funcAons may be handled by iniAal response personnel once they have
completed their primary assignment. Thus, while an incident may end up requiring a greater
commitment of resources or a specialized response, a properly executed criAcal task analysis will
provide adequate resources to immediately begin bringing the incident under control.
The NFPA Fire Protec*on Handbook20 classifies buildings and occupancies by their relaAve risk
and provides recommendaAons on the minimum ERF that will be needed to handle fire incidents
in them. These include:
High-hazard Occupancies: Schools, hospitals, nursing homes, high-rise buildings, and other high
life safety-hazard or large fire-potenAal occupancies. The Brewster Fire Department has a very
limited number of these occupancies in its response district.
OperaAonal Response: at least 4 pumpers, 2 ladder trucks (or combinaAon apparatus
with equivalent capabiliAes), 2 chief officers and other specialized apparatus as may be
needed to cope with the combusAble involved; not less than 24 firefighters and 2 chief
officers plus a safety officer and a rapid intervenAon team.
Medium-hazard Occupancies: Apartments, offices, and mercanAle and industrial occupancies,
not normally requiring extensive rescue by firefighAng forces. The Brewster Fire Department also
has a limited (although slightly growing) number of occupancies of these types.
OperaAonal Response: At least 3 pumpers, 1 ladder truck (or combinaAon apparatus with
equivalent capabiliAes such as a quint), 1 chief officer, and other specialized apparatus as
19 It is important to note that compliance with NFPA 1710 has not been mandated in the Commonwealth of Massachuse#s or
by the federal government. It is considered a “best pracDce” that fire departments strive to achieve.
20 Cote, Grant, Hall & Solomon, eds., Fire Protec;on Handbook (Quincy, MA: NFPA 2008), 12-3
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may be needed or available; not less than 16 firefighters and 1 chief officer plus a safety
officer and a rapid intervenAon team.
Low-hazard Occupancies: One-, two-, or three-family dwellings and sca>ered small business and
industrial occupancies.
OperaAons Response Capability: At least 2 pumpers, 1 ladder truck (or combinaAon
apparatus with equivalent capabiliAes such as a quint), 1 chief officer, and other
specialized apparatus as may be needed or available; not less than 12 firefighters and 1
chief officer, plus a safety officer, and a rapid intervenAon team.
The Standard for the Organization and Deployment of Fire Suppression Operations, Emergency
Medical Operations, and Special Operations to the Public by Career Fire Departments (NFPA 1710,
2020 edition), establishes the minimum criteria for a career fire department to effectively and
safely respond to an emergency incident. Municipalities should base their fire department
staffing decisions based on such factors as local risks and hazards, response times, incident
frequency, and mutual aid availability. Of course, financial considerations do affect the ability of
a community to comply with NFPA 1710. However, the Brewster Fire Department should
continue to include compliance with NFPA 1710 in its long-range strategic planning and goal
setting.
At the Ame of this assessment the Brewster Fire Department responded with one engine staffed
with three personnel, and one ladder with two members to reported structure fires, provided all
on duty members are immediately available. The Chief and Deputy Chief also respond. In
addiAon, Harwich and Dennis respond with engines, Orleans responds a ladder, and off duty
Brewster personnel are recalled. This will provide an iniAal response between 16 and 19
personnel depending on whether mutual aid units respond with three or four personnel.
If sufficient off duty Brewster personnel (four) respond to staff an addiAonal engine, this response
matrix provides at least 20 personnel on the incident. However, off duty personnel responding
from home back to the staAon to staff apparatus and then responding will cause at least some
extension of response Ames to get all units and personnel on the incident scene. If the incident
is determined to be a working fire, addiAonal resources are also dispatched including Eastham
for an engine, and Chatham for an ambulance. The Harwich and Orleans Chiefs also respond to
assist with incident management.
NFPA 1710 suggests that the following personnel are needed to safely miAgate a structure fire
involving several rooms in a 2,000-square foot dwelling (Figure IV-15). Obviously, this number
dramaAcally increases based on the extent of involvement, size of the structure, presence of
hazardous materials, and use of the occupancy. As an example, a significant fire within a garden
style apartment complex or an open-air strip mall commercial requires a minimum of 27/28
personnel based on the potenAal hazards that could be encountered.
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CRITICAL TASK NEEDED
PERSONNEL
Incident Commander 1
Amack engine driver/operator 1
Two handlines with two personnel each 4
Support/back-up firefighter for each handline 2
Search & rescue team 2
VenWlaWon team 2
Ladder company driver/operator 1
Rapid intervenWon team (RIT) 2
EFFECTIVE RESPONSE FORCE 14/15
FIGURE IV-15: NFPA 1710 MINIMUM STRUCTURE FIRE STAFFING NEEDS
Personnel needs for a fire involving several rooms in a 2,000-square foot, one-family, residen3al occupancy. These
are the proverbial “bread and buKer” structural fire incidents that fire departments respond to, and are by far, the
most common type of structure fire, accoun3ng for around 70% of those types of incidents.
Figure IV-16 illustrates in a different way the criAcal tasks and resource deployment required on
low and moderate-hazard incidents such as residenAal and small commercial structure fires.
Although some people advocate that these types of incidents can be handled with fewer
personnel, unless it is a small fire, there is the possibility there will not be sufficient personnel
available to perform all the criAcal tasks necessitaAng that some be delayed. UlAmately,
determining the acceptable level of risk they are willing to assume for the ciAzens they represent
will be a key decision that the Brewster Select Board will need to make.
Town of Brewster, MA – Fire Department Staffing Analysis Page 68
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November 2023
FIGURE IV-16: LOW TO MODERATE RISK RESPONSE-INTERIOR FIRE ATTACK
Typical minimum staffing needs career or primarily career fire departments for a fire involving several rooms
in a 2,000-square foot, one-family residen3al occupancy. These are the proverbial “bread and buKer”
structural fire incidents that fire departments respond to, and are by far, the most common type of structure
fire, accoun3ng for around 70% of those types of incidents. The full first alarm assignment should arrive on
scene within eight minutes of dispatch.
Image credit: IAFF 266
The ability to get a sufficient number of personnel, along with appropriate apparatus, to the
scene of a typical residenAal structure fire is criAcal to operaAonal success and firefighter safety.
Accomplishing this within the eight-minute Ame frame (to have 16 – 17 personnel on scene) as
specified in NFPA 1710 is an important operaAonal benchmark. The Brewster Fire Department
should make achieving this goal its highest priority. Based on conversaAons with the
department’s senior officers they understand this and would like to achieve this goal.
The 2020 ediAon of NFPA 1710 recommends a minimum of 27/28 personnel on the iniAal
response for fires involving moderate hazard garden-style apartments and strip shopping centers
(Figure IV-17).
Town of Brewster, MA – Fire Department Staffing Analysis Page 69
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November 2023
CRITICAL TASK NEEDED
PERSONNEL
Incident Command 2
2 – Independent Water Supply Lines/Pump Operators 2
Fire Amack via Three Handlines 6
Support Firefighter for each Handline 3
2 – Search and Rescue Teams 4
2 – Ground Ladders and VenWlaWon Teams 4
Aerial Operator (if Aerial is Used) 1
Rapid IntervenWon Team (1 Officer/3 Firefighters) 4
EMS/Medical 2
EFFECTIVE RESPONSE FORCE 27/28
FIGURE IV-17: STRUCTURE FIRE – MODERATE RISK
Beyond the NFPA standard(s) which as standards, do not carry the weight of regulaAon or law, is
the OccupaAonal Safety and Health AdministraAon (OSHA) Respiratory ProtecAon Standard, CFR
1910.134, which carries the weight and force of regulaAon, thus making compliance mandatory.
One key provision of the Respiratory ProtecAon Standard that is directly applicable to fire
department staffing is known as the “Two-In/Two-Out” rule. In brief, this regulaAon specifies
that anyAme firefighters operate in an environment/atmosphere that is “immediately dangerous
to life and health” (IDLH), whenever two members enter the IDLH area together/as a team, they
must maintain visual or voice communicaAon with two addiAonal firefighters who must remain
outside of the IDLH atmosphere, prepared to render immediate emergency assistance to those
inside (Figure IV-18). The OSHA rule does provide an excepAon however, which states that the
rule does not apply in emergency rescue situaAons where a person is visible and in need of
immediate rescue, or there is credible and reasonable informaAon that potenAally viable vicAms
are sAll in need of rescue. It is important to note that the potenAal for an IDLH to exist is not just
limited to structure fires. They can exist on natural gas leaks, carbon monoxide incidents,
confined space emergencies, chemical spills, and even automaAc fire alarm acAvaAons where
there is an actual fire in progress.
To comply with the “Two-In/Two-Out” rule, a team of four firefighters must be assembled before
an interior fire a>ack can be made when the fire has progressed beyond the incipient stage,
except in an imminent life-threatening situaAon when immediate acAon could prevent the loss
of life or serious injury, before the team of four firefighters are assembled. The serious concern
of the MRI project team is that the OSHA “Two-In/Two-Out” rule permits an excepAon for life
Town of Brewster, MA – Fire Department Staffing Analysis Page 70
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hazard or rescue situaAons. The reality is that in one of the most serious life hazard fire situaAons
that can be encountered, trapped civilians, a firefighter may need to place himself/herself in
extreme danger by entering the structure alone.
FIGURE IV-18 OSHA TWO-IN/TWO-OUT
Image Credit: IAFF 266
When looking at Brewster Fire Department staffing, it is very important to note that if the
department experiences simultaneous or overlapping calls or calls that require two ambulances
this will usually exhaust all on duty resources and leave no fire protecAon capabiliAes with the
town itself. While Brewster does not have many fires, no one can predict when one may occur.
DepleAng all fire protecAon resources to cover ambulance calls does not appear to be a good risk
assessment and management pracAce. With no viable on call force leq, and few off duty
personnel responding back to recalls, this is a policy or pracAce the Brewster Fire Department
should consider revising.
Based on the criteria established in NFPA 1710 and detailed above, the MRI study team
recommends that the following aspirational benchmarks be established by the Town:
Ø For structure fires, each engine company and ladder company should be staffed with no
less than three (3), and preferably four (4) personnel, including an officer (lieutenant or
higher rank). It should be noted that NFPA 1710 does not require all personnel to be
transported to the scene on the same apparatus. As such, a three-person engine company
Town of Brewster, MA – Fire Department Staffing Analysis Page 71
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November 2023
can be supplemented by personnel who arrive in the ambulance (provided that they are
committed to engine company duties).
Ø Minimum response to a single-family dwelling fire should include a total of 17 firefighting
personnel (including an incident commander [Chief or Deputy Chief] and company
officers). This complement of personnel should continue to be accomplished through the
use of automatic or mutual aid.
To the extent possible, the fire department should base its strategic planning, goal setting,
standard operating procedures and guidelines, safety and health policies, training, and
deployment of apparatus and equipment on the guidance found in NFPA 1710 as well as other
NFPA standards such as Standard on Fire Department Occupational Safety, Health, and Wellness
Program (NFPA 1500, 2021 edition) and Guide for Structural Firefighting (NFPA 1700, 2021
edition). The implementation of these best practices will result in a measurable improvement in
the delivery of services to the citizens of Brewster, will enhance firefighter safety, and will
mitigate risk to the community.
The current staffing levels of the Brewster Fire Department are deficient in the following
respects:
Ø The minimum staffing level of five (5) personnel means that the engine is, at best, staffed
with an officer and two (2) firefighters, which is below the practice recommended in NFPA
1710. The ladder is staffed with just two firefighters and no officer.
o If just one ambulance is out on a call, usually only one engine, now inadequately
staffed with just two (2) personnel may be available.
o If two ambulances are on a call, there may be no fire suppression capability at all
left to cover the Town.
Ø During nighttime and weekends, there is no incident commander on duty, since the
Captain is assigned to the engine. This means that overall, all incident command is delayed
until the arrival of an off-duty fire chief officer or a mutual aid chief officer. Critical
decisions that must be made to ensure effective tactics and fire ground safety cannot be
made because the Captain is committed to interior firefighting efforts. It is not realistic to
have the Captain involved in evolutions such as forcible entry, hose line advancement,
and/or search and rescue while expecting him/her to lead the overall strategic direction
of the incident.
o The Captain (shift commander) does have the flexibility to respond where his/her
command capabilities are most needed, which is a practice that should be
continued. In addition, there are numerous administrative functions that a shift
commander is responsible for.
Town of Brewster, MA – Fire Department Staffing Analysis Page 72
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November 2023
The Town previously received a Staffing for Adequate Fire and Emergency Response (SAFER)
grant in 2016 for two (2) firefighter/ paramedic positions. SAFER grants are highly sought after
and highly competitive, and cover all or most of new firefighters’ salaries and benefits over a
defined time period, typically three to five years. Once the grant expires, the Town is fully
financially responsible for the additional personnel which is always a factor that must be given
careful consideration. Brewster would like to apply for a future grant dependent upon the
recommendations contained within this report.
One concern that was expressed to the MRI Study team was that when there are simultaneous
calls, and the second one is a motor vehicle crash, the ambulance may iniAally respond alone
except on Route 6 where a line box response brings either an engine or an ambulance from a
conAguous community. In this situaAon the engine responds with call back personnel, or mutual
aid is requested from a neighboring community. Current industry pracAce in the fire and
emergency services is for a minimum of one engine to respond with the ambulance to every
motor vehicle accident, parAcularly on higher speed, more limited access roads and highways.
While the addiAonal personnel can help the ambulance crew by performing hazard evaluaAon
and abatement, as well as paAent care (Figure IV-19) an addiAonal important consideraAon is to
provide a blocking vehicle to protect the ambulance and personnel operaAng on the incident
scene from being struck by an ina>enAve motorist.
Highway safety is a major concern not only for motorists, but also for the fire, EMS, and police
personnel who respond to unplanned traffic incidents. As the number of responders being struck
on the highways and being seriously injured or killed has increased significantly over the past
decade, the need for the use of blocking vehicles to help keep them safe has become a much
more important necessary and important part of the emergency response system (Figure IV-20).
CRITICAL TASK NEEDED PERSONNEL
Incident Command 1
Hazard evaluaaon/Abatement 2
Paaent Evaluaaon/Care 2-3
EFFECTIVE RESPONSE FORCE 5-6
FIGURE IV-19: CRITICAL TASKING – MOTOR VEHICLE CRASH
Town of Brewster, MA – Fire Department Staffing Analysis Page 73
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November 2023
FIGURE IV-20: FIRE APPARATUS SERVING AS A BLOCKING VEHICLE ON A ROADWAY INCIDENT
Based upon the increasing incident volume, and the planned growth within the town, the MRI
team believes that career staffing within the organizaAon will probably need to be bolstered
through an incremental and fiscally realisAc process, starAng in 2024. The specifics of these
increases are detailed later in the Recommenda*ons secAon of this chapter and Chapter VII,
Summary and Looking to the Future.
COMPARATIVE ANALYSIS
The process of benchmarking, also known as comparaAve analysis, is an effecAve way of making
general comparisons between similar communiAes and idenAfying trends and pa>erns, but there
are limitaAons as to how the data should be used. The data gathered through this process
provides a perspecAve on organizaAonal norms and best pracAces. Ideally, a community would
uAlize this informaAon to idenAfy needed change and through paced acAon, work incrementally
toward implementaAon.
The information in the next table provides very basic staffing comparisons, including
administrative staff for communities that surround Brewster. There are similarities between each
of these departments, but it should be noted that there are also differences in how each
community delivers fire and EMS services. Each municipality and its fire department provide
emergency and other public services based on the expressed desires of that community and its
citizens. What may be effective in one community may not be in a neighboring town or city. The
ability of the fire department to provide the services desired by the community it serves is based
on its perceived risk and available funding and resources.
Town of Brewster, MA – Fire Department Staffing Analysis Page 74
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November 2023
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Brewster 10,318 3,236 23 2.23 5 1 Fire Prevenaon
Officer
Chatham 6,600 3,240 32 4.85 7 2
Fire Prevenaon
Officer
EMS Coordinator
Orleans 6,307 2,683 36 3.8 8 2
Fire Prevenaon
Officer
EMS Coordinator
Eastham 5,752 2,236 24 4.17 5 2 2 Firefighters
Wellfleet 3,500 1,311 22 5.71 5 1 Captain – Fire
Prevenaon
Harwich 13,441 4,850 40 2.68 9 2
Fire Prevenaon
Officer
EMS Coordinator
*Includes Chief Officers
** Does not include Chief Officers
FIGURE IV-21: FIRE DEPARTMENT REGIONAL STAFFING COMPARISON
AUTOMATIC/MUTUAL AID AND REGIONAL OPERATIONS
Mutual aid is an essenAal component of almost every fire department’s operaAons. With the
excepAon of the largest ciAes, no municipal fire department can, or should, be expected to have
adequate resources to respond to miAgate large scale complex incidents safely, effecAvely and
efficiently. Mutual aid is shared between communiAes when their day-to-day operaAonal fire
rescue and EMS capabiliAes have been exceeded and ensure that the ciAzens of the community
are protected, even when local resources are overwhelmed. Fire department mutual aid is
provided without financial charge.
AutomaAc Aid is assistance that is dispatched automaAcally by agreement between two or more
communiAes or fire districts to all first alarm structural fires. The automaAc aid will depend upon
the locaAon in the community and the type of equipment that each department can share as well
Town of Brewster, MA – Fire Department Staffing Analysis Page 75
Prepared by Municipal Resources, Inc.
November 2023
as staff. It is predetermined by each community’s fire department so that on the iniAal
noAficaAon through 9-1-1 the neighboring department is also noAfied and responds as long as
they are able to. If they are unable to respond because they are not available due to an incident
in their own community, Brewster would rely on the regional mutual aid agreements and go
further out to other fire departments.
As a hallmark of fire department operaAons throughout Massachuse>s (and in most other areas
of the country as well) the Brewster Fire Department engages in robust mutual aid relaAonships
with all its surrounding communiAes and departments. These departments respond together
regularly to a wide range of incidents. The departments operate seamlessly together, even with
regard to chief/command level officers responding to and assisAng with managing incidents,
regardless of which community it is occurring in. In most cases they respond immediately, or
simultaneously upon the report of any structure fire. Doing so quickly increases the number of
firefighAng personnel who are available. This is the case in Brewster as units from Dennis,
Harwich, and Orleans respond automaAcally to reported structure fires. NFPA 1710 also
recommends that the appropriate number of personnel (17) arrive on scene within eight minutes
(480 seconds) travel Ame.
The use of extensive automaAc aid is an excepAonal pracAce uAlized in many locaAons that has
served to increase the service level to all parAcipaAng communiAes while reducing the cost of
individual fire services. In many cases this pracAce is viewed as a means for “mutual survival” by
chief officers. The MRI project team views it as a mechanism to not only enhance operaAonal
safety, but a major factor in future operaAonal success.
Like many communiAes in Massachuse>s, Brewster uAlizes a Metro Card mutual aid response
system to determine responses to various types of incidents. These cards are revised on an
annual basis, as necessary. Mutual and automaAc is provided reciprocally throughout the
municipaliAes on Cape Cod.
Many organizaAonal assessments suggest that automaAc aid pracAces should be developed
further as they reflect an industry best pracAce. Moving forward, the Brewster Fire Department
should a>empt to enter into enhanced automaAc aid agreements with surrounding communiAes
to provide for the simultaneous dispatch of addiAonal resources to a>empt to be>er achieve the
recommended benchmarks – both personnel and Ame on locaAon – for each specific type of
structure fire. These revised response assignments should be based upon criAcal staffing needs
as idenAfied in this report.
Town of Brewster, MA – Fire Department Staffing Analysis Page 76
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November 2023
Overall, between 2018 and 2022, the Brewster Fire Department received automaAc or mutual
aid 618 Ames, an average of 124 Ames per year (Figure IV-22). Conversely, the department
provided automaAc/mutual aid 565 Ames, an average of 113 Ames per year. The most frequent
automaAc/mutual aid partners were the Dennis, Harwich, and Orleans Fire Departments which
makes sense as their districts are adjacent to the Town.
Fire and EMS mutual aid is an essenAal component of every community’s public safety
capabiliAes. The coordinaAon and sharing of services for large fires, mass casualty incidents,
unusual events that require specialized equipment and training, disasters, and simultaneous
emergency calls is an efficient and cost-effecAve way to manage and miAgate significant events.
Brewster provides and receives mutual aid on a rouAne basis.
The Brewster Fire Department parAcipates in the Massachuse>s Fire District 1 and Barnstable
County mutual aid networks. In addiAon to coordinaAng fire mutual aid services, District 1 has
established a number of specialized rescue and technical support teams. Trained personnel from
Brewster are members of the county technical rescue team, and the county dive team. The
County coordinates mutual aid responses to major incidents through its communicaAons control
point that is operated by the BCSO RECC. The control point has had no negaAve experience when
Brewster requests addiAonal resources.
Mutual Aid Provided to Brewster Total Per
Year
Brewster Mutual
Aid Provided Net Mutual Aid Dennis Harwich Orleans
2018 45 47 33 125 112 Brewster +13 Received
2019 31 72 47 150 122 Brewster +28 Received
2020 19 38 20 77 86 Brewster +9 Given
2021 33 62 31 126 115 Brewster +11 Received
2022 41 59 40 140 130 Brewster +10 Received
FIGURE IV-22: MUTUAL AID RECEIVED BY BREWSTER
Town of Brewster, MA – Fire Department Staffing Analysis Page 77
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November 2023
FIGURE IV-23: MASSACHUSETTS FIRE DISTRICT 1 MAP.
Brewster Fire is well respected among its peer mutual aid communiAes. The MRI study team
reached out to the following fire and EMS agencies for feedback concerning mutual aid
operaAons: Dennis Fire Department, Harwich Fire Department, and Orleans Fire Department.
Brewster fulfills its mutual aid responsibiliAes and is a full player in the mutual aid district.
Without excepAon, mutual aid communiAes contacted feel confident they are gerng
competent, professional service when Brewster responds to support their community. Brewster
also calls for EMS or fire mutual aid from area communiAes when needed.
Mutual aid should be a shared responsibility, that is, each community must give and receive
emergency assistance but not depend on mutual aid for day-to-day incidents.
Town of Brewster, MA – Fire Department Staffing Analysis Page 78
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November 2023
INSURANCE SERVICES OFFICE (ISO)
The Insurance Services Office’s (ISO) Public ProtecAon ClassificaAon (PPC) program evaluates
communiAes according to a uniform set of criteria defined in the Fire Suppression RaAng
Schedule (FSRS). This criterion incorporates naAonally recognized standards developed by the
NaAonal Fire ProtecAon AssociaAon (NFPA) and the American Water Works AssociaAon (AWWA).
Using the FSRS, ISO evaluates the fire suppression capabiliAes of a community and assigns a PPC
classificaAon; a number raAng from 1 to 10. Class 1 represents exemplary fire protecAon (by ISO’s
standards), and Class 10 indicates that the area or community’s fire suppression program does
not meet minimum recognized criteria or standards. In most cases, this means there is no
recognized fire department or formal fire protecAon. Any building more than five road miles from
a fire staAon or outside the boundary of a fire protecAon area is rated 10. Generally, areas of a
community that are more than 1,000 feet from a fire hydrant, but within five road miles from a
fire staAon, are rated Class 9.
The FSRS allocates credit for fire protecAon by evaluaAng these three major categories (Figure
IV-24):
1. Fire Alarm and CommunicaWon System: This aspect of the evaluaAon examines a
community’s faciliAes and support for handling and dispatching fire alarms. This includes
telephone lines and systems, staffing, dispatching systems, and equipment. This
component equates to 10% (10 points) of the evaluaAon.
2. Fire Department: This component of the evaluaAon, which accounts for 50% of the total
classificaAon (50 points), focuses on the Fire Department and its operaAons. Areas that
are examined include the number of engine and ladder/service companies, distribuAon
of fire staAons and fire companies, equipment carried on the apparatus, pumping
capacity, tesAng of hose, pumps and ladders, reserve apparatus, department and on-duty
staffing, and training.
3. Water Supply System: The third component of the evaluaAon is an analysis of the
community’s water supply system for fire protecAon. Chief among the areas that are
examined include fire hydrant size, type, flow, and installaAon. In addiAon, the condiAon
and frequency of inspecAon of the hydrants is evaluated. Finally, the overall capabiliAes
of the water supply system are assessed in comparison to the needed fire flow for target
hazards in the community. Forty percent of the final raAng (40 points) is based on the
water supply system.
A relaAvely new addiAon to the FSRS, the Community Risk ReducAon secAon offers a maximum
of 5.5 points, resulAng in 105.5 total points now available in the FSRS. The inclusion of this secAon
Town of Brewster, MA – Fire Department Staffing Analysis Page 79
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November 2023
for “extra points” allows recogniAon for those communiAes that employ effecAve fire prevenAon
pracAces, without unduly affecAng those who have not yet adopted such measures.
The addiAon of the Community Risk ReducAon secAon gives incenAves to those communiAes
who strive proacAvely to reduce fire severity through a structured program of fire prevenAon
acAviAes. The areas of community risk reducAon evaluated in this secAon include:
Ø Fire prevenAon
Ø Fire safety educaAon
Ø Fire invesAgaAon
FIGURE IV-24: FOUR KEY PARTS OF ISO PPC EVALUATION PROCESS
Source: ISO
Every city, town, or area that provides fire protecAon services is subject to being graded to
establish a PPC. Individual buildings, both residenAal and commercial, are subject to the
community's PPC. When calculaAng property insurance premiums, insurance companies using
the PPC apply a factor that reflects a parAcular community's PPC. Some individual faciliAes within
a community may also be individually assessed and assigned a specific raAng.
Although there may be validity to the argument that this raAng is no longer uAlized by all
insurance companies that issue policies to commercial faciliAes within Brewster, ISO is sAll
recognized as a comparaAve benchmark of public fire protecAon. Moreover, within the past
several years, ISO has significantly revised its FSRS, and as a result, the PPC to reflect new
Town of Brewster, MA – Fire Department Staffing Analysis Page 80
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November 2023
innovaAons and technology, and the evolving standards and industry best pracAces within the
fire service. Among these changes are:
Ø Greater reference to naAonally accepted consensus standards; NFPA and AWWA.
Ø Increased recogniAon of automaAc fire sprinklers.
Ø Greater reliance on technology-based soluAons (e.g., GIS, thermal imaging
cameras).
Ø Increased emphasis on fire training acAviAes.
Ø New reference to naAonal standard safety requirements.
Ø New reference to accreditaAon; focus on master/strategic planning.
According to ISO, the PPC helps measure the effecAveness of fire protecAon and provides an
important advisory evaluaAon to both insurers and communiAes. It is applied naAonwide, and
more than ever incorporates accepted naAonal consensus standards. The PPC is used in
markeAng, underwriAng, and pricing of both homeowners and commercial lines of fire/property
insurance. Broadly speaking, the cost of insurance premiums is generally lower with be>er
protecAon which translates into lower losses; the cost is higher in areas that have lower levels of
protecAon which oqen translates into higher losses. Many insurers sAll rely on this informaAon,
at least parAally, to set their fire insurance rates.
According to ISO, many communiAes receive split classificaAons which were revised in 2014 to
reflect the risk of loss, more precisely. An example of the split classificaAon is 4/4X. The first
number refers to the classificaAon of properAes within 5 road miles of a fire staAon and within
1,000 feet of a creditable water supply. The second number applies to properAes within 5 road
miles of a fire staAon, but beyond 1,000 feet of a creditable water supply. ISO generally assigns
Class 10 to properAes beyond 5 road miles. The X classificaAon replaced the former 9 porAons of
a split classificaAon, respecAvely. For example, a community formerly graded as a split 4/9 will
change to a split 4/4X.
Based on the most recent November 2019 ISO evaluaAon (which was effecAve 3/1/2020), the
Brewster Fire Department was awarded 83.11 points out of a possible 105.5 for a raAng of Class
2/2X. This placed the Department in the top 5% of fire departments across the country. This
is an excellent raAng that reflects the overall quality of the department and the systems that have
been put into place. The Brewster Fire Department should be commended for this
accomplishment. Figure IV-25, below, provides a graphical representaAon of the raAng
distribuAon across the United States while Figure IV-26 shows the same informaAon for
Massachuse>s.
Town of Brewster, MA – Fire Department Staffing Analysis Page 81
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November 2023
FIGURE IV-25: INSURANCE SERVICE OFFICE RATING DISTRIBUTION CHART - COUNTRYWIDE
Source: ISO
FIGURE IV-26: INSURANCE SERVICE OFFICE RATING DISTRIBUTION CHART - MASSACHUSETTS
Source: ISO
Town of Brewster, MA – Fire Department Staffing Analysis Page 82
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November 2023
Looking deeper into the raAngs, the Brewster Fire Department is currently rated with 35.77 out
of a possible 50 points; Emergency CommunicaAons (E-911, dispatch and communicaAons) – 9.78
points out of a possible 10 points; and Water Supply is rated at a 38.00 out 40 points (Figure IV-
27). This means that the most improvement is possible within the areas of the fire department.
For the 2019 evaluaAon the areas where Brewster was the weakest and consequently lost the
most points was for company personnel, and deployment analysis. Based upon the ISO
evaluaAon if the Town of Brewster adopts future staffing recommendaAons for the Brewster Fire
Department contained within this report, the department should receive addiAonal credit for
both Deployment Analysis and Company Personnel.
The Community Risk ReducAon secAon of the FSRS offers a maximum of 5.5 points, resulAng in
105.5 total points available in the FSRS. The inclusion of this secAon for “extra points” allows
recogniAon for those communiAes that employ effecAve fire prevenAon pracAces, without
unduly affecAng those who have not yet adopted such measures. In 2019, the Brewster Fire
Department received 4.25 points for community risk reducAon. This suggests that as indicated in
other areas of this report, the Brewster Fire Department has a well-developed and well managed
fire prevenAon funcAon.
FSRS Feature Credit Granted
to Brewster
Credit
Available
Emergency Communicaaons
• Credit for Emergency Reporang
• Credit for Tele-communicators
• Credit for Dispatch Circuits
3.00
4.00
2.78
3
4
3
Communicaaons Total 9.78 10
Fire Department
• Credit for Engine companies
• Credit for Reserve Pumpers
• Credit for Pump Capacity
• Credit for Ladder Service
• Credit for Reserve Ladder, Service Trucks
• Credit for Deployment Analysis
• Credit for Company Personnel
• Credit for Training
• Credit for Operaaonal Consideraaons
6.00
0.50
3.00
3.85
0.00
3.36
9.15
7.91
2.0
6
0.5
3
4
0.5
10
15
9
2.0
Fire Department Total 35.77 50
Water Supply
Town of Brewster, MA – Fire Department Staffing Analysis Page 83
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FSRS Feature Credit Granted
to Brewster
Credit
Available
Emergency Communicaaons
• Credit for Supply System
• Credits for Hydrants
• Credit for Inspecaon and Flow Tesang
30.00
3.00
5.00
30
3
7
Water Supply Total 38.00 40
Divergence -4.69 ---
Community Risk Reducaon 4.25 5.50
Total FSRS Credit 83.11 105.5
FIGURE IV-27: BREWSTER FIRE DEPARTMENT ISO FSRS ANALYSIS – 2019
RECRUITMENT, TRAINING & PROFESSIONAL DEVELOPMENT
It is essenAal for modern fire departments to maintain state-of-the-art recruitment, training, and
professional development iniAaAves. The Brewster Fire Department has a reputaAon for having
a posiAve and professional work environment; however, the department has struggled with
recruitment and retenAon as the department is slower than many other Cape departments, the
Town has few fires, and the pay scale has significantly lagged behind other area fire departments.
The Town is aware of the la>er issues and is taking steps to incrementally increase pay to make
Brewster’s compensaAon package more compeAAve, and thus a more desirable place to work.
As a non-civil service agency, the fire department can conduct its own recruiAng, background
checks, psychological profile, and pre-employment physical examinaAon. Because of difficulAes
with recruiAng personnel who are already firefighter/paramedics, and the Ame commitment for
firefighters to earn paramedic cerAficaAon (2,000 +/- hours), the department a>empts to recruit
personnel who are already cerAfied paramedics but not firefighters. The theory is that it is less
Ame consuming to send these personnel to the firefighAng academy than vice versa. This is an
innovaAve approach that may be beneficial to the Department’s recruitment and retenAon.
Captains are promoted based on the results of an independent third party wri>en examinaAon
based upon a reading list designated by the Fire Chief. This is followed by an assessment center
examinaAon uAlizing independent, outside evaluators along with a review of their educaAon and
personnel record.
In order to be eligible for promoAon to captain, a firefighter must have served as a Brewster
firefighter for at least two (2) years. There are no other pre-requisites at the current Ame.
Town of Brewster, MA – Fire Department Staffing Analysis Page 84
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The coordinaAon of fire training is assigned to a Captain in addiAon to their normal shiq
responsibiliAes. They prepare a monthly training calendar that is followed by each shiq officer
daily. This calendar covers all required ISO training, along with an array of other firefighAng
topics. Although not a formal lesson plan, the training calendar summarizes what should be done
and establishes the training objecAves that are to be met. Daily training acAviAes are frequently
interrupted by emergency calls, which makes it difficult at Ames for officers to complete the
required training regimen each month.
The fire department has the advantage of having its own training facility including a smoke room
located in the staAon. As a result, Brewster firefighters can conduct more extensive drills and
exercises than most fire departments of similar size. Mutual aid departments can use the facility
on request.
Each Firefighter receives 36 hours of training Ame annually (July to June). This Ame is for
parAcipaAon in any department offered training outside the normally required daily training.
These funds are included in the overAme budget and are available for any offered or approved
third party training. The department received an AFG grant in the amount of $152,674 for
overAme and related expenses for Fire Instructor and Fire Officer training that was offered in
2021 and 2022 and was made available to other fire departments in the mutual aid system. The
department also provides Ame off for a>ending regional and naAonal conferences, seminars, and
advanced training programs such as those offered by the Massachuse>s FirefighAng Academy or
the NaAonal Fire Academy. In addiAon, the department brings in third-party experts to conduct
hands-on training in Brewster. In 2023, the department hosted training on man in machine,
forcible entry, and live fire training opportuniAes. Dive and technical rescue personnel also train
monthly.
As this report was being finalized in August 2023, the BFD was awarded a 2022 AFG grant for
$91,579.79. The grant will cover instructor costs, and overAme/coverage overAme for all
department personnel to receive 61.5 hours of NFPA/ISO compliant driver training, and pump
and aerial operator training provided by the Massachuse>s Fire Academy.
The Department’s EMS Coordinator offers high-quality EMS training and conAnuing educaAon to
the Department’s personnel. This ensures that EMS personnel maintain their skills and acquire
the necessary training hours for their biennial re-cerAficaAon.
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FIRE PREVENTION AND COMMUNITY RISK REDUCTION
The core service that a fire department provides to the public it serves begins with fire
prevenAon. As with training in the previous secAon, fire prevenAon acAviAes – also referred to
today as Community Risk ReducAon or CRR acAviAes - likewise are one of the most important
missions that the modern-day fire and rescue service is involved in. A comprehensive fire
protecAon system needs to include, at a minimum, the key funcAons of fire prevenAon, code
enforcement, inspecAons, and public educaAon. PrevenAng fires before they occur and limiAng
the impact of those that do should be priority missions of every fire rescue organizaAon.
EducaAng the public about fire safety and teaching them appropriate behaviors on how to react
should they be confronted with a fire is also an important life safety responsibility of the fire
department.
Fire suppression and response, although necessary to protect property, have minor impact on
prevenAng fires. Rather, it is public fire educaAon, fire prevenAon, and built-in fire protecAon
systems that are essenAal elements in protecAng ciAzens from death and injury due to fire,
smoke inhalaAon, and carbon monoxide poisoning. The fire prevenAon mission is of utmost
importance, as it is the only area of service delivery that dedicates 100 percent of its effort to the
reducAon of the incidence of fire.
Fire prevention should continue to be promoted as a key component of services provided by the Brewster
Fire Department and should be designated as a major aspect of its primary mission. Aggressive fire
prevention programs are the most efficient,
and cost-effective, way to reduce fire risks,
fire loss, and fire deaths and injuries in the
community. Fire prevenAon is a key
responsibility of every member of the
fire service, and fire prevenAon
acAviAes should, to the extent possible,
include all personnel.
Fire prevenAon should truly be
approached in a systemaAc manner and
various community stakeholders have a
vested interest and/or responsibility in
this endeavor. It has been esAmated
that 70% to 75% of all the requirements
found in building/construcAon and related
codes are related in some way to fire
protecAon and safety.
Figure IV-28: FIVE ES OF PREVENTION IN A
COMMUNITY RISK REDUCTION PROGRAM.
Image credit: www.beaherosaveahero.org
Town of Brewster, MA – Fire Department Staffing Analysis Page 86
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Understanding and addressing only one element will not lead to a successful program. All five
“E’s” must be integrated into every program for it to be effecAve21 (Figure IV-28). Strong fire
prevenAon codes have been shown to be extremely effecAve means to reduce risk in a
community. Fire alarm and sprinkler system mandates for not only commercial buildings but all
occupancies including single family dwellings dramaAcally reduces fire risk and increases life
safety. Code implementaAon that does not require these creates an increased risk. Strong code
provisions and enforcement have demonstrated a greater ability to decrease fire problems than
conAnuing to acquire more tradiAonal fire department resources.
The Brewster Fire Department does have an active fire prevention and community risk reduction
program in place. These include fire prevention and code enforcement functions, along with an
all-hazards risk reduction approach to public education. The bureau is responsible for fire safety
inspections, fire code compliance, fire protection system plans reviews, fire code permits, the
community risk reduction initiative, fire investigations, and public fire safety education. The Fire
Prevention Bureau coordinates its activities closely with the town’s Building Department and
participates in the review of new residential and commercial construction and all projects that
go before the Planning Board and the Zoning Board of Appeals.
These activities are carried out by the Department’s fire inspector, a position that was vacant at
the time of this study. At the time of this assessment the department was in the process of hiring
one of the two remaining call personnel to fill the vacancy. In the interim these duties were being
handled by the Chief or Deputy Chief.
Public education efforts focus on youth fire prevention education, juvenile fire setter
intervention, senior citizen fire and safety education, and overall community health and wellness.
The public education program presentations include the state sponsored SAFE and senior SAFE
programs, Home Forever Program, ALICE, Stop the Bleed, CPR/AED, Citizens Fire Academy, Fire
Extinguisher Training, and the traditional Fire Safety in Schools Programs.
Commendably, the fire department has expanded its fire prevention activities by embracing the
relatively new concept of community risk reduction (CRR). CRR is a process to identify and
prioritize local risks, followed by the integrated and strategic investment of resources to reduce
their occurrence and impact. A CRR program enables the town to identify risks and develop
preventive strategies to mitigate those risks. Risk reduction initiatives will help to contain the
impact of growth, demographic changes, and climate change (e.g., increase in magnitude and
frequency of severe weather events, etc.) on emergency response agencies. Code enforcement
and public fire safety education efforts are effective strategies to reduce serious fire events. As
21 h#p://www.beaherosaveahero.org/2013/10/community-risk-reducDon-crr-overview/ February 5, 2016
Town of Brewster, MA – Fire Department Staffing Analysis Page 87
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existing building stock is replaced, renovated, or updated, it can be brought into compliance with
modern building and fire codes, thus reducing risk.
The fire department is ideally positioned to lead the town’s CRR efforts because of its knowledge
of community risks (natural, manmade, and technological), its track record in fire prevention and
public education, and its role in emergency medical services. Guidance on the development and
implementation of a CRR program is found in Standard on Community Risk Assessment and
Community Risk Reduction Plan Development (NFPA 1300, 2020 edition). The CRR initiative will
complement and enhance other strategic planning initiatives, such as economic development,
hazard mitigation, emergency management, and capital improvement. The fire department
should be given a broad mandate to lead the town’s CRR initiative, which should include a wide
range of town departments and community stakeholder groups.
DIVERSITY AND CULTURAL AWARENESS
Diversity and cultural awareness are important consideraAons in communiAes that wish to
provide the highest level of equitable services to all of its ciAzens. Many fire departments
throughout the U.S. have learned the value of a diverse workforce and know that they can provide
a higher level of service when its members can self-idenAfy with the populaAon they serve.
Customer saAsfacAon and community acceptance and support generally increase with diversity.
In parAcular, the delivery of emergency medical care has been shown to improve, parAcularly
when barriers such as gender, language, and physical appearance are removed.
Most fire departments in the United States are predominantly white and male, and the Brewster
Fire Department is no excepAon. This is not a criAcism, but simply a recogniAon that the current
workforce could face significant challenges as it provides emergency services. However, with
three female firefighters which represent 13.0% of the department’s operaAons staffing, the
department is ahead of many other departments MRI has evaluated. The Town of Brewster and
Brewster Fire Department should be commended for this diversity.
ConAnuing to increase diversity within the workforce of the Brewster Fire Department and
ensuring equity in the delivery of fire department services should be a long-term goal of the town,
but the first steps should be iniAated immediately. For example, a vision for diversity should be
established; recruitment efforts should include enthusiasAc outreach to women and community-
based minority partners; all personnel, especially supervisors, should receive ongoing training
and awareness on diversity and equity; and policies and procedures should be updated to ensure
equity in the workplace. Numerous resources for strengthening fire service diversity are available
from organizaAons such as the InternaAonal AssociaAon of Fire Chiefs, InternaAonal AssociaAon
Town of Brewster, MA – Fire Department Staffing Analysis Page 88
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of Fire Fighters, InternaAonal AssociaAon of Women in Fire & Emergency Service, and the U.S.
Fire AdministraAon.
ADMINISTRATIVE SERVICES
Fire department administraAve services and office management acAviAes are handled by an
administraAve assistant at fire headquarters. The primary responsibiliAes of the administraAve
assistant include, but are not limited to, the following:
Ø Payroll
Ø Billing and accounts payable
Ø AdministraAve support to the Fire Chief and Deputy Fire Chief
Ø Fire department and emergency management budget support
Ø AdministraAve support to fire prevenAon bureau (scheduling of inspecAons, permirng,
etc.)
Ø Grant support
Ø Answering public inquiries
The administraAve assistant performs her funcAons with a combinaAon of computerized and
manual funcAons. Financial transacAons are handled on the town’s Munis enterprise resource
planning system. Because the Munis system does not recognize the fire department's 42-hour
average workweek schedule, payroll must be calculated manually before being submi>ed to the
finance department.
Many of the procedures and acAviAes of the administraAve assistant are not documented and
backup support when she is on personal leave is limited to the Fire Chief and Deputy Chief.
BREWSTER INTERDEPARTMENTAL RELATIONS
Interviews with the Town Manager, Assistant Town Manager, several other department heads,
and the Chairman of the Select Board revealed that the fire department is highly respected within
the town government and the Fire Chief and Deputy Fire Chief are known for their cooperaAon,
collaboraAon, and support of their colleagues. The MRI study team was impressed with the high
level of professionalism, collaboraAon, and mutual respect that was exhibited by all department
heads.
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RECOMMENDATIONS
IV-1: The Brewster Fire Department should conAnue its pracAce of uAlizing part-Ame seasonal
personnel to maintain/enhance minimum shi] staffing parAcularly during the busy
vacaAon/tourist season.
IV-2: While the Fire PrevenAon Officer can be uAlized to assist with staffing the second or third
ambulance, when necessary, during simultaneous or overlapping incidents, he/she
should not normally be uAlized to maintain minimum shi] staffing as this takes him/her
away from his/her primary CRR responsibiliAes.
IV-3: As part of its ongoing staAsAcal analysis of operaAonal performance, the Brewster Fire
Department should track the number of call backs that are sounded each year and the
number of personnel who respond.
IV-4: The Chief and Deputy Fire Chief, in conjuncAon with the Town’s Human Resources
Director, should explore ways to address/improve the underlying organizaAonal culture
that can impact internal morale.
IV-5: The Town of Brewster should conAnue to work to incrementally improve the
compensaAon package for members of the Brewster Fire Department in an effort to
make it more compeAAve with other Cape Cod departments and assist with beLer
recruiAng and retaining personnel long-term.
IV-6: The Town of Brewster should conAnue to evaluate the organizaAonal structure of the
Brewster Fire Department in an ongoing maLer to ensure that it meets the needs of the
community it services, the expectaAons of the community, and the department itself.
IV-7: The Brewster Fire Department should work with the BCSO RECC leadership to identify
any potential ways to reduce call processing time (from receipt of the call to dispatch of
the incident) with the goal of attempting to achieve a 90th percentile time of not more
than 64 seconds as recommended in NFPA 1710. Reducing call processing time can assist
with leading to improved overall response times.
IV-8: The Brewster Fire Department should work with the BCSO RECC leadership to ensure
that incident turnout and travel times are recorded separately for each incident to allow
proper analysis of response data. In addition, the first unit on scene time for fire
incidents should be a fire truck not an ambulance or command/staff officer.
IV-9: After the above recommendation is implemented the Brewster Fire Department should
further analyze their response time data, and if necessary, work to identify potential
Town of Brewster, MA – Fire Department Staffing Analysis Page 90
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ways to reduce incident turnout time with the goal of attempting to achieve a 90th
percentile time of not more than 60 seconds for EMS incidents and 80 seconds for fire
incidents as recommended in NFPA 1710. Turnout time is the response time component
that the agencies have the most direct control over which can lead to reduced overall
response times.
IV-10: The Brewster Fire Department should enhance their data collection and analysis to
include 80th and 90th percentile turnout and travel times as recommended in NFPA 1710.
Having these more conservative times available will provide a more accurate response
assessment and allow for better long- range master planning.
IV-11: The Brewster Fire Department should enhance its existing pre-fire planning program
into a comprehensive one for all structures other than one (1) and two (2) family
dwellings. This includes every business, commercial and industrial occupancy (including
schools, churches, etc.) in the town. Pre-planning will improve the firefighters’
knowledge of the specific tactics needed to handle a fire or other emergency at a facility
and will alert them to on-site hazards and risks. Pre-fire/incident plans should be
reviewed regularly and tested by periodic table-top exercises and on-site drills.
IV-12: Appropriate pre-planning software – such as the AWARE module for Mobile CAD -
should be obtained and installed in apparatus mobile data terminals (MDTs) in all
apparatus and command/staff vehicles including ambulances.
IV-13: The Brewster Fire Department should continue to pursue the acquisition of mobile data
terminals (MDT’s) in all frontline apparatus and supply each unit with reliable mobile
internet connectivity such as the AT&T FirstNet network which includes mobile hot spots
or routers for in vehicle use throughout the district.
IV-14: The Brewster Fire Department should establish a formal “performance “improvement”
process for fire suppression operations. The process should include the adoption of
performance standards such as NFPA 1710, including on scene performance indicators
such as:
Ø On-scene to charged line at the front door of a structure fire: two minutes
or less, 90% of the time.
Ø Water from hydrant to supply engine: three minutes or less, 90% of the
time.
IV-15: The Brewster Fire Department should consider revising their EMS response procedures
as follows:
Ø When staffing is at five personnel:
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v Two personnel respond on the ambulance to Alpha and Bravo, or
Priority 3 calls. The three personnel remaining are now available for
fire duty, or can handle a second ambulance call, if necessary. If they
require additional assistance, they can request the engine to respond.
v Two personnel respond on the ambulance and three personnel
respond on the engine to Charlie, Delta, and Echo, or Priority 1 and 2
calls. If an additional person is needed on the ambulance they can be
sent to the hospital with the ambulance crew. The two additional
personnel can return to station with the engine and await the arrival
of off duty personnel. They can also handle a second ambulance call.
Ø When staffing is at four personnel:
v Two personnel respond on the ambulance to Alpha and Bravo, or
Priority 3 calls. If they require additional assistance, they can request
the engine to respond. The remaining two personnel are still available
for fire duty, or, can handle a second ambulance call.
v Two personnel respond on the ambulance to Charlie, Delta, and Echo,
or Priority 1 and 2 calls. The remaining two personnel respond with
the engine to assist. If an additional person is needed on the
ambulance they can be sent to the hospital with the ambulance crew.
The one remaining person can return to station with the engine and
await the arrival of off duty personnel. Off duty personnel reporting
back for duty would now provide fire response, or response to a
second ambulance call.
IV-16: The Brewster Fire Department should consider a procedure that Alpha level, or Priority
3 EMS calls are responded to without light or sirens. Consideration should also be given
to making hospital transport calls that are non-emergent and the patient is stable,
without lights and sirens. It is safer for responding personnel, general citizens, and the
patient, to reduce the number of times that red lights and sirens are utilized.
IV-17: The Brewster Fire Department should work internally to ensure all EMS related incidents
are properly classified as either advanced life support (ALS) or basic life support (BLS)
criterion, based upon the actual situation found on scene.
IV-18: The Town of Brewster and Brewster Fire Department should consider designating the
position of EMS coordinator as a full time, Captain (or Captain equivalent) position
which is tested for as part of a promotional process. This position should continue to
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have the requirement that the person holding it must be a currently certified paramedic
and hold that certification for the duration of their time in the position.
IV-19: The Town of Brewster and Brewster Fire Department should actively explore the
feasibility of implementing some type of community based mobile integrated health
care (Community Paramedicine) in an attempt to provide better service to the
community, and possibly increase their EMS revenue.
IV-20: The Brewster Fire Department should strive to have a minimum of 16/17 firefighting
personnel on the scene of every single-family residential structure fire within 8 minutes
of the time that units are responding. For fires in multi-family residential buildings and
commercial occupancies, a minimum of 27/28 personnel should be on scene within 8
minutes of the time that units are responding in order to be able to establish a full
effective response force. Even if additional permanent staffing is added to the BFD as
recommended in this report the use of automatic aid and mutual aid will need to
continue and should be enhanced, based upon the type of occupancy a reported fire is
in. This should be the department’s highest priority.
IV-21: The Town of Brewster and Brewster Fire Department should incrementally hire
additional firefighters to enhance daily on duty staffing to an eventual level of seven (7)
personnel assigned to each shift.
IV-22: The Town of Brewster should authorize the Brewster Fire Department to apply annually
over the next several application periods for a federal Staffing for Adequate Fire and
Emergency Response (SAFER) grant to fund the incremental hiring of a total of nine (9)
additional personnel (two per shift plus a full-time EMS Officer) over the next several
fiscal years citing an increasing call volume, a high percentage of senior citizens, loss of
the department’s call force, and a desire to improve overall operational effectiveness,
efficiency, and safety.
IV-23: Even if the application for the SAFER grant is not successful, the Town of Brewster should
still provide funding to incrementally increase Brewster Fire Department staffing over
the next several fiscal years. A suggested timeline would be:
Ø FY 2025 – Hire four (4) additional personnel to increase shift staffing to six (6)
personnel with a minimum of five (5) on duty (off season only).
Ø FY 2026 – Hire one (1) additional person to allow for the creation of the full-time
EMS officer position and the possible implementation of a MICU/CIP program.
Promote four (4) firefighters to the rank of Lieutenant.
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Ø 2028 – Hire four (4) additional personnel to increase shift staffing to seven (7)
personnel with a minimum of six (6) on duty (off season only).
IV-24: As recommended above, in FY 2026, the Town of Brewster should consider creation of
the position of Lieutenant on each shift in the Brewster Fire Department to allow for a
continued appropriate span of control as recommended under the Incident
Management System (IMS). The position of Lieutenant will also ensure that all persons
serving in the capacity of an officer and/or shift commander has an adequate level of
training and experience to fulfill the myriad additional duties and responsibilities of
officer positions competently and confidently.
IV-25: In FY 2029 and/or 2030, after the above recommended staffing increases are
implemented the Town of Brewster and Brewster Fire Department should evaluate the
impact of the enhanced staffing levels and its impact on both fire and EMS operations.
The purpose of this evaluation will be to determine if seven (7) personnel per shift is
adequate, or if additional staffing may still be indicated.
IV-26: At all staffing levels, the Brewster Fire Department should continue to utilize part-time
personnel to supplement staffing level and maintain maximum shift staffing during
peak season between Memorial Day and the end of September.
IV-27: Even if the Town of Brewster is unsuccessful at its first SAFER application, the Town and
Brewster Fire Department should apply again in subsequent years to seek funding for
the recommended increase in personnel to provide enhanced operations to the Town.
IV-28: The Brewster Fire Department should implement an operational procedure to have an
engine respond immediately (even if it must be requested from mutual aid) with the
ambulance on every motor vehicle crash to provide a blocking vehicle to protect the
ambulance and personnel operating on the incident scene from being struck by an
inattentive motorist. The need for the use of blocking vehicles to help keep emergency
responders safe during highway and roadway incidents has become a much more
important necessary and significant part of the emergency response system.
IV-29: The Brewster Fire Department should consider the implementaAon of a company-level
inspecAon program, integrated with a pre-fire/incident planning program as part of its
comprehensive community risk reducAon program.
IV-30: The Brewster Fire Department should consider the implementaAon of a voluntary home
survey/inspecAon program with an all-hazards focus. This type of program can be
parAcularly beneficial in a community with a high percentage (35.1%) of senior ciAzens.
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CHAPTER V
FIRE DEPARTMENT FINANCIAL OPERATIONS
Financial operations in the Brewster Fire Department are not limited to developing and
implementing an annual budget. Revenue from ambulance transports provide a significant offset
to fire department expenditures but requires oversight of a complex third-party billing system.
In addition to ambulance billing revenue, the department receives supplemental Medicaid
funding through the MassHealth Ambulance Certified Public Expenditure (CPE) program. The fire
department has been highly successful in applying for and receiving grants for equipment and
personnel from both federal and state government sources. Fees for various permits that are
issued by the fire department provide a modest revenue source.
ANNUAL BUDGET
The town website provides a transparent view of all department budgets and total expenditures
for the previous three (3) fiscal years. The budget narrative includes each department’s mission
statement, previous fiscal year accomplishments, current fiscal year goals and initiatives, and
budget highlights. Citizens can easily refer to the “Budget Increase Rationale Forms” in order to
understand the reasons for a specific request for increased funding.
The BFD strategic plan (2022-2026) calls for the coordination of departmental budget planning
with an annual review of the strategic plan. A three (3) year look-back forms the basis for the
proposed fiscal year operating and capital budgets, and department members provide input on
major capital acquisitions.
As with any career fire department, the majority of the BFD budget is dedicated to wages and
salaries. In the FY 2023 budget, wages and salaries account for 79% of the total budget. Until FY
2023, overtime expenditures have been proportionately stable, accounting for 14% of salaries
and wages in FY 2020 and FY 2021, and 13% of salaries and wages in FY 2022. The FY 2023
overtime budget has been increased by $120,000 to $424,700, or 17% of overall wages and
salaries (note: $20,000 of the overtime increase was transferred from the part-time wage
account). The department has justified this increase with the following rationale:
Ø Reduced call firefighter staff.
Ø Need to provide mandatory five (5) man minimum staffing levels [i.e., filling shift
vacancies caused by vacations, sick leave, injury, resignations/retirements, etc.].22
Ø Contractual COLA and step increases that impact overtime rates.
Ø Contractual increase in firefighter elective training time (from 24 to 36 hours).
22 Bracketed [] language added by MRI study team.
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Ø Cost of regional housing preventing members from living within the required 15 miles
living radius requiring additional on duty staff.
Ø Lack of year-round rental opportunities preventing members from living within the
requirement 15 mile living radius requiring additional on-duty staff.
Ø Reduced numbers of staff available for off-duty callback.
In spite of the increase in overtime wages, the BFD FY 2023 budget reflected just a 0.65% increase
over the FY 2022 budget, which is remarkable given the increased labor costs and inflationary
increases in equipment and supplies. The MRI study team is concerned that future “level funding”
initiatives will result in on-going cuts to discretionary expenditures such as training, equipment,
and fire prevention that will result in decreased departmental readiness and skill levels.
CAPITAL PLANNING
Long-range capital planning ensures that apparatus and major equipment is replaced on a timely
basis based on usage and condition and in accordance with best practices and nationally
recognized standards, such as NFPA 1901, Standard for Automotive Fire Apparatus. Fire
department capital planning efforts are coordinated with the town’s capital planning to ensure
that capital budgets are stabilized to avoid large swings from year-to-year. The BFD strategic plan
(2022-2026) calls for the department to maintain a comprehensive plan for replacing ambulance,
fire service, and support vehicles and equipment.
Fire department capital planning is especially important due to the extended time for delivery of
fire apparatus and ambulances, which is currently two (2) to three (3) years. Delivery time frames
should be built into the capital acquisition schedule, and higher than inflation cost increases
should be anticipated.
AMBULANCE BILLING & REVENUE
The Brewster Fire Department provides both basic life support (BLS) and advanced life support
(ALS) emergency medical services. BLS can be provided by personnel who are certified as
emergency medical technicians-basic (EMT-B), while ALS can only be provided by paramedics. All
Brewster firefighters are certified as EMTs or as paramedics.
Billing rates are aligned with the framework established by the Centers for Medicare and
Medicaid Services (CMS) (Figure V-1). The rates were last revised by the town in 2019 and are
comparable to the rates charged by neighboring communities.
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FIGURE V-1: BREWSTER AMBULANCE BILLING RATES
The billing categories are defined by CMS regulations found in 42 CFR Ch. IV §414.601 Subpart H:
Advanced life support (ALS) intervention means a procedure that is, in accordance with State and local laws,
required to be furnished by ALS personnel.
Advanced life support, level 1 (ALS1) means transportation by ground ambulance vehicle, medically necessary
supplies and services and either an ALS assessment by ALS personnel or the provision of at least one ALS
intervention.
Advanced life support, level 2 (ALS2) means either transportation by ground ambulance vehicle, medically
necessary supplies and services, and the administration of at least three medications by intravenous push/bolus
or by continuous infusion, excluding crystalloid, hypotonic, isotonic, and hypertonic solutions (Dextrose, Normal
Saline, Ringer's Lactate); or transportation, medically necessary supplies and services, and the provision of at least
one of the following ALS procedures:
(1) Manual defibrillation/cardioversion.
(2) Endotracheal intubation.
(3) Central venous line.
(4) Cardiac pacing.
Type of Charge HCPCS* Amount Charged
ALS Non-Emergency Basic Rate A0426 $ 1,950.00
ALS1 Emergency Basic Rate A0427 $ 1,950.00
ALS2 Emergency Basic Rate A0433 $ 3,037.99
BLS Emergency Basic Rate A0429 $ 1,205.00
BLS Non-Emergency Basic Rate A0428 $ 1,205.00
Mileage A0425 $ 32.00
Non-Covered Mileage A0888 $ 32.00
Specialty Care A0434 $ 3,462.00
*Healthcare Common Procedures Coding System
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(5) Chest decompression.
(6) Surgical airway.
(7) Intraosseous line.
Basic life support (BLS) means transportation by ground ambulance vehicle and medically necessary supplies and
services, plus the provision of BLS ambulance services. The ambulance must be staffed by at least two people who
meet the requirements of state and local laws where the services are being furnished. Also, at least one of the staff
members must be certified, at a minimum, as an emergency medical technician-basic (EMT-Basic) by the State or
local authority where the services are furnished and be legally authorized to operate all lifesaving and life-sustaining
equipment on board the vehicle.
Specialty care transport (SCT) means interfacility transportation of a critically injured or ill beneficiary by a ground
ambulance vehicle, including medically necessary supplies and services, at a level of service beyond the scope of the
EMT-Paramedic. SCT is necessary when a beneficiary's condition requires ongoing care that must be furnished by
one or more health professionals in an appropriate specialty area, for example, nursing, emergency medicine,
respiratory care, cardiovascular care, or a paramedic with additional training.
The town bills for ambulance transport services in accordance with the above rate schedule.
However, Medicare, Medicaid, and private insurance companies establish allowable rates, i.e.,
the amount that they actually pay, that are significantly lower than the town’s rate schedule.
The town has established an ambulance fee waiver policy that establishes the criteria for “writing
off” billed amounts based on hardship or other conditions as approved by the Select Board.
Because of the complexities of CMS and state regulations, the wide range of procedures,
established by private insurance companies, and the confidentiality requirements of the Health
Insurance Portability and Accountability Act (HIPAA), the town has contracted with a third-party
billing service that specializes in ambulance billing. The current contractor, COMSTAR Ambulance
Billing Service, is paid 2.5% of the amount it collects, which is competitive with similar ambulance
billing companies.
The MRI study team reviewed ambulance transport revenues for the past three (3) years.
Collection rates improved significantly between FY 2021 and FY 2022. Payments continue to be
received for FY 2023, but the most recent revenue numbers indicate that the collection rates are
on track to be at least equal to or better than FY 2022. Uninsured individuals account for the
greatest amount of uncollected (or written-off) revenue, while the highest proportion of revenue
(97.28% over three years) comes from Medicare, Medicaid, and private insurers. The average
collection rate based on allowable rates over the past three (3) years is 75.52%.
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PAYMENT TYPE TRANSPORTS CHARGES ALLOWABLE COLLECTED %
COLLECTED
FY
2021
Insurance 1234 $2,766,320.13 $832,077.78 $751,867.30 90.36%
Veterans
Administration
2 $4,924.00 $4,924.00 $- 0 0.00%
Self-Pay 136 $315,060.96 $305,987.26 $16,498.39 5.39%
Total FY 2021 1372 $3,086,305.09 $1,142,989.04 $768,365.69 67.22%
FY
2022
Insurance 1432 $3,215,136.46 $957,423.36 $914,549.42 95.52%
Veterans
Administration
3 $5,736.00 $5,736.00 $5,736.00 100.00%
Self-Pay 74 $164,564.95 $153,970.63 $23,906.98 15.53%
Total FY 2022 1509 $3,385,437.41 $1,117,129.99 $944,192.40 84.52%
FY
2023
Insurance 1448 $3,330,617.82 $1,076,397.50 $901,006.13 83.71%
Veterans
Administration
4 $10,008.00 $10,008.00 $5,180.00 51.76%
Self-Pay 68 $154,608.98 $148,035.38 $20,392.78 13.78%
Total FY 2023 1520 $3,495,234.80 $1,234,440.88 $926,578.91 75.06%
3-YR AVERAGE
TOTAL 1467 $3,322,325.77 $1,164,853.30 $879,712.33 75.52%
FIGURE V-2: AMBULANCE TRANSPORT REVENUES
The average total charge per ambulance transport has remained relatively stable over the past
three (3) years with a modest increase in FY 2023. The average allowable charge per transport
has decreased slightly since FY 2021. FY 2022 saw the highest average collected revenue of the
past three years.
FISCAL YEAR AVERAGE CHARGE AVERAGE ALLOWABLE AVERAGE COLLECTED
2021 $2,249.49 $833.08 $560.03
2022 $2,243.50 $740.31 $625.71
2023 $2,299.50 $812.13 $609.59
3-YR Average $2,264.16 $795.18 $598.44
FIGURE V-3: AVERAGE AMBULANCE CHARGES & COLLECTIONS, FY 2021-2023
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Each year, the fire department applies for and receives supplemental Medicaid funding through
the MassHealth CPE for Public Ambulance program. This year, the town received $136,529.00
which was deposited in the ambulance revenue account.
Ambulance transport revenues are robust and offset a significant portion of the fire department
annual budget. However, EMS services throughout the United States are facing significant
challenges to their financial stability. These challenges include:
Ø Reduction in allowable amounts paid by private insurance companies.
Ø Delays in payments by private insurance companies.
Ø Medicare/Medicaid allowable costs do not keep pace with inflation or operational cost
increases.
Ø Significant increases in the cost of EMS supplies and equipment.
Ø Significant increases in the cost of new ambulances and ambulance refurbishment.
The fire department and the Town are not immune to these challenges, which in future years
could result in reductions in revenue and increases in operational costs that outpace current
expectations.
The BFD strategic plan (2022-2026) includes an action plan for ambulance reimbursements, with
a focus on staying competitive with ambulance billing rates and fostering a strong relationship
with the third-party ambulance billing party.
PERMITS:
BFD issues permits for several types of inspections or hazardous processes that require fire
department oversight. A fee of $40 is charged for oil tank inspections, certificates of compliance
for smoke and carbon monoxide alarms (required at the time of real estate transfer), and fire
alarm installation final inspection. A fee of $10 is charged for open burning permits. A total of
$19,320 was collected for permit fees in FY 2023.
GRANTS:
BFD has been aggressive and forward-thinking in seeking and receiving grants for equipment and
personnel. Since 2010, the town has received a total of $2,021,879.71 in grants. The BFD should
be commended for these efforts and their success at obtaining these very competitive grants.
The primary source of the grant funds has been the Assistance to Firefighters (AFG) grant
program that is administered by the Federal Emergency Management Agency (FEMA). The goal
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of the AFG program is to fund critically needed resources to equip and train emergency
personnel, enhance efficiencies, and support community resilience. With AFG funds, BFD has
obtained communications equipment, personal protective equipment (PPE), personal escape
devices and training, self-contained breathing apparatus (SCBA), cardiac monitors, electrically
powered ambulance stretchers/loading devices, extrication equipment, a fire safety education
trailer. Most impressively, the department received $152,674.00 for fire instructor and fire
officer training that was made available to other fire departments in the mutual aid system.
As this report was being finalized in August 2023, the BFD was awarded a 2022 AFG grant for
$91,579.79. The grant will cover instructor costs, and overtime/coverage overtime for all
department personnel to receive 61.5 hours of NFPA/ISO compliant driver training, and pump
and aerial operator training provided by the Massachusetts Fire Academy.
In 2016, BFD was successful in receiving a FEMA Staffing for Adequate Fire and Emergency
Responses (SAFER) grant, which supported funding two (2) firefighter/paramedic positions for
three (3) years. Future SAFER grants could provide the initial funding for expanding fire and EMS
staffing in Brewster.
BFD has also received grant funding from state sources that included a SCBA mask fit
decontamination machine, portable radios, mobile communication equipment, rescue saws, and
radio software.
The BFD strategic plan (2022-2026) calls for continued efforts to pursue federal and state grant
funding, investigate untapped grant funding sources, and utilize the expertise of the town’s
project manager.
While obtaining grants for essential equipment, training, and staffing is highly commendable, the
department and the town should always be prepared to fund these activities with the town
budget. There is no guarantee that grant funds will be available in the future at the state or
federal level, and there is no guarantee that the town will be a successful applicant.
SOURCES OF ADDITIONAL FUNDING:
The BFD strategic plan (2022-2026) has identified several potential sources of revenue that could
be explored by the town:
Ø Retail marijuana tax directed to offset public safety costs.
Ø Short-term rental tax.
Ø Establishment of a community paramedicine program.
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In assessing the feasibility of alternative revenue sources, consideration should be given to the
cost of administering the collection of revenue, both in terms of direct costs as well as
administrative time that detracts from the primary mission of the fire department.
Community paramedicine calls for the use of fire department paramedics to provide in-home
follow-up care to patients as an alternative to traveling to a medical facility or doctor’s office.
Patients may need medical attention post-surgery or due to a chronic condition, and a fire
department community paramedicine program is a cost-effective and easily scheduled
alternative to treatment in an out-patient facility or live-in nursing home. Community
paramedicine pilot programs can be initiated under the auspices of a local hospital and are an
effective use of paramedic resources when not responding to emergencies.
RECOMMENDATIONS
V-1: The Town of Brewster should continue to closely monitor the use of overtime and
identify strategies to contain overtime costs. Such strategies could include the
following:
Ø Calculate the “break-even” point where the establishment of additional
firefighter-paramedic positions would make it possible to allow time-off without
creating overtime replacements.
Ø Continue to monitor the appropriate use of sick time. Excessive use of sick time,
or identifiable patterns of sick time usage can be indicators of employee
performance or health issues that require intervention and support.
Ø Continue the use of seasonal personnel during peak vacation/tourist seasons
which equates to increased response volumes.
Ø Management of an occupational safety and health program that includes
aggressive enforcement of standard operating procedures (SOPs), training,
updated PPE, documentation of occupational injuries and illnesses (including
incidents involving department-owned motor vehicles), and investigation of job-
related injuries and motor vehicle incidents that includes a lessons-learned after-
action report.
V-2: The Town of Brewster and Brewster Fire Department should update their ambulance
fee schedule (last updated in 2019) based on increases in service delivery costs and
consistent with rates charged by EMS services in the region.
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V-3: The Town of Brewster and Brewster Fire Department should continue to seek
competitive bids from qualified third-party ambulance billing companies every three (3)
to five (5) years. This will ensure that the town is receiving the highest possible level of
service at the best possible price. Consideration should be given to establishing a group
bid with neighboring communities, which increases the potential for further contract
cost reductions.
V-4: The Brewster Fire Department should consider requiring additional permits as
authorized by the Massachusetts Comprehensive Fire Safety Code (MGL Chapter
148:527 CMR Board of Fire Prevention Regulations). The department should determine
what permits should be required based on risk and common practices in the community.
V-5: The Town of Brewster should consider increasing fire department permit fees based on
a review of fee schedules that have been adopted by neighboring communities.
V-6: The Town of Brewster and Brewster Fire Department should continue to aggressively
pursue grants from federal, state, and private sources for apparatus, staffing,
equipment, training, fire prevention and community risk reduction programs, and EMS
services to the community. Specifically, the town should apply for a FEMA SAFER grant
to fund the additional firefighter-paramedic positions identified in several
recommendations including Recommendation IV-22 of this report.
V-7: The Town of Brewster and Brewster Fire Department should explore addiAonal
potenAal ways to generate revenue to offset the fire department’s operaAng costs.
ConsideraAon could be given to billing insurance companies for response to motor
vehicle accidents; registraAon fees for fire alarm systems; the aggressive pursuit of non-
residents who have been billed for ambulance transportaAon; and the implementaAon
of a fee for ambulance responses that do not result in a transport.
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CHAPTER VI
SUMMARY OF RECOMMENDATIONS
This chapter contains a lisAng of the 39 recommendaAons related to the various chapters in this
report. Please refer to the body of the report for addiAonal explanaAon and jusAficaAon for each
recommendaAon.
CHAPTER III - BREWSTER COMMUNITY RISK AND HAZARD PROFILE
III-1: The Brewster Fire Department should make it a priority to complete a comprehensive
fire and rescue community risk assessment. This assessment should be done in
conjuncAon with a fire and EMS calls for service demand analysis, including the
development of a wide-ranging pre-incident planning program for target and high
hazard locaAons in the Town, and take into consideraAon the fire department’s
operaAonal capabiliAes and preparedness.
III-2: The Brewster Fire Department should develop a compelling public educaAon program
that includes discussing the benefits of installing residenAal fire sprinklers in new one-
and two-family dwellings. Although MassachuseLs’s construcAon codes do not allow
residenAal fire sprinkler systems to be mandated, there is no prohibiAon for property
owners to install them if they determine that it is in their best interest.
CHAPTER IV - BREWSTER FIRE DEPARTMENT ORGANIZATION, MANAGEMENT, AND
OPERATIONS
IV-1: The Brewster Fire Department should conAnue its pracAce of uAlizing part-Ame seasonal
personnel to maintain/enhance minimum shi] staffing parAcularly during the busy
vacaAon/tourist season.
IV-2: While the Fire PrevenAon Officer can be uAlized to assist with staffing the second or third
ambulance, when necessary, during simultaneous or overlapping incidents, he/she
should not normally be uAlized to maintain minimum shi] staffing as this takes him/her
away from his/her primary CRR responsibiliAes.
IV-3: As part of its ongoing staAsAcal analysis of operaAonal performance, the Brewster Fire
Department should track the number of call backs that are sounded each year and the
number of personnel who respond.
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IV-4: The Chief and Deputy Fire Chief, in conjuncAon with the Town’s Human resources
Director, should explore ways to address/improve the underlying organizaAonal culture
that can impact internal morale.
IV-5: The Town of Brewster should conAnue to work to incrementally improve the
compensaAon package for members of the Brewster Fire Department in an effort to
make it more compeAAve with other Cape Cod departments and assist with beLer
recruiAng and retaining personnel long-term.
IV-6: The Town of Brewster should conAnue to evaluate the organizaAonal structure of the
Brewster Fire Department in an ongoing maLer to ensure that it meets the needs of the
community it services, the expectaAons of the community, and the department itself.
IV-7: The Brewster Fire Department should work with the BCSO RECC leadership to identify
any potential ways to reduce call processing time (from receipt of the call to dispatch of
the incident) with the goal of attempting to achieve a 90th percentile time of not more
than 64 seconds as recommended in NFPA 1710. Reducing call processing time can assist
with leading to improved overall response times.
IV-8: The Brewster Fire Department should work with the BCSO RECC leadership to ensure
that incident turnout and travel times are recorded separately for each incident to allow
proper analysis of response data. In addition, the first unit on scene time for fire
incidents should be a fire truck not an ambulance or command/staff officer.
IV-9: After the above recommendation is implemented the Brewster Fire Department should
further analyze their response time data, and if necessary, work to identify potential
ways to reduce incident turnout time with the goal of attempting to achieve a 90th
percentile time of not more than 60 seconds for EMS incidents and 80 seconds for fire
incidents as recommended in NFPA 1710. Turnout time is the response time component
that the agencies have the most direct control over, which can lead to reduced overall
response times.
IV-10: The Brewster Fire Department should enhance their data collection and analysis to
include 80th and 90th percentile turnout and travel times as recommended in NFPA 1710.
Having these more conservative times available will provide a more accurate response
assessment and allow for better long- range master planning.
IV-11: The Brewster Fire Department should enhance its existing pre-fire planning program
into a comprehensive one for all structures other than one (1) and two (2) family
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dwellings. This includes every business, commercial and industrial occupancy (including
schools, churches, etc.) in the town. Pre-planning will improve the firefighters’
knowledge of the specific tactics needed to handle a fire or other emergency at a facility
and will alert them to on-site hazards and risks. Pre-fire/incident plans should be
reviewed regularly and tested by periodic table-top exercises and on-site drills.
IV-12: Appropriate pre-planning software – such as the AWARE module for Mobile CAD -
should be obtained and installed in apparatus mobile data terminals (MDTs) in all
apparatus and command/staff vehicles including ambulances.
IV-13: The Brewster Fire Department should continue to pursue the acquisition of mobile data
terminals (MDT’s) in all frontline apparatus and supply each unit with reliable mobile
internet connectivity such as the AT&T FirstNet network which includes mobile hot spots
or routers for in vehicle use throughout the district.
IV-14: The Brewster Fire Department should establish a formal “performance “improvement”
process for fire suppression operations. The process should include the adoption of
performance standards such as NFPA 1710, including on scene performance indicators
such as:
Ø On-scene to charged line at the front door of a structure fire: two minutes
or less, 90% of the time.
Ø Water from hydrant to supply engine: three minutes or less, 90% of the
time.
IV-15: The Brewster Fire Department should consider revising their EMS response procedures
as follows:
Ø When staffing is at five personnel:
v Two personnel respond on the ambulance to Alpha and Bravo, or
Priority 3 calls. The three personnel remaining are now available for
fire duty, or can handle a second ambulance call, if necessary. If they
require additional assistance, they can request the engine to respond.
v Two personnel respond on the ambulance and three personnel
respond on the engine to Charlie, Delta, and Echo, or Priority 1 and 2
calls. If an additional person is needed on the ambulance they can be
sent to the hospital with the ambulance crew. The two additional
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personnel can return to station with the engine and await the arrival
of off duty personnel. They can also handle a second ambulance call.
Ø When staffing is at four personnel:
v Two personnel respond on the ambulance to Alpha and Bravo, or
Priority 3 calls. If they require additional assistance, they can request
the engine to respond. The remaining two personnel are still available
for fire duty, or, can handle a second ambulance call.
v Two personnel respond on the ambulance to Charlie, Delta, and Echo,
or Priority 1 and 2 calls. The remaining two personnel respond with
the engine to assist. If an additional person is needed on the
ambulance they can be sent to the hospital with the ambulance crew.
The one remaining person can return to station with the engine and
await the arrival of off duty personnel. Off duty personnel reporting
back for duty would now provide fire response, or response to a
second ambulance call.
IV-16: The Brewster Fire Department should consider a procedure that Alpha level, or Priority
3 EMS calls are responded to without light or sirens. Consideration should also be given
to making hospital transport calls that are non-emergent and the patient is stable,
without lights and sirens. It is safer for responding personnel, general citizens, and the
patient, to reduce the number of times that red lights and sirens are utilized.
IV-17: The Brewster Fire Department should work internally to ensure all EMS related incidents
are properly classified as either advanced life support (ALS) or basic life support (BLS)
criterion, based upon the actual situation found on scene.
IV-18: The Town of Brewster and Brewster Fire Department should consider designating the
position of EMS coordinator as a full time, Captain (or Captain equivalent) position
which is tested for as part of a promotional process. This position should continue to
have the requirement that the person holding it must be a currently certified paramedic
and hold that certification for the duration of their time in the position.
IV-19: The Town of Brewster and Brewster Fire Department should actively explore the
feasibility of implementing some type of community based mobile integrated health
care (Community Paramedicine) in an attempt to provide better service to the
community, and possibly increase their EMS revenue.
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IV-20: The Brewster Fire Department should strive to have a minimum of 16/17 firefighting
personnel on the scene of every single-family residential structure fire within 8 minutes
of the time that units are responding. For fires in multi-family residential buildings and
commercial occupancies, a minimum of 27/28 personnel should be on scene within 8
minutes of the time that units are responding in order to be able to establish a full
effective response force. Even if additional permanent staffing is added to the BFD as
recommended in this report the use of automatic aid and mutual aid will need to
continue and should be enhanced, based upon the type of occupancy a reported fire is
in. This should be the department’s highest priority.
IV-21: The Town of Brewster and Brewster Fire Department should incrementally hire
additional firefighters to enhance daily on duty staffing to an eventual level of seven (7)
personnel assigned to each shift.
IV-22: The Town of Brewster should authorize the Brewster Fire Department to apply annually
over the next several application periods for a federal Staffing for Adequate Fire and
Emergency Response (SAFER) grant to fund the incremental hiring of a total of nine (9)
additional personnel (two per shift plus a full-time EMS Officer) over the next several
fiscal years, citing an increasing call volume, a high percentage of senior citizens, loss of
the department’s call force, and a desire to improve overall operational effectiveness,
efficiency, and safety.
IV-23: Even if the application for the SAFER grant is not successful, the Town of Brewster should
still provide funding to incrementally increase Brewster Fire Department staffing over
the next several fiscal years. A suggested timeline would be:
Ø FY 2025 – Hire four (4) additional personnel to increase shift staffing to six (6)
personnel with a minimum of five (5) on duty (off season only).
Ø FY 2026 – Hire one (1) additional person to allow for the creation of the full-time
EMS officer position and the possible implementation of a MICU/CIP program.
Promote four (4) firefighters to the rank of Lieutenant.
Ø 2028 – Hire four (4) additional personnel to increase shift staffing to seven (7)
personnel with a minimum of six (6) on duty (off season only).
IV-24: As recommended above, in FY 2026, the Town of Brewster should consider creation of
the position of Lieutenant on each shift in the Brewster Fire Department to allow for a
continued appropriate span of control as recommended under the Incident
Management System (IMS). The position of Lieutenant will also ensure that all persons
serving in the capacity of an officer and/or shift commander has an adequate level of
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training and experience to fulfill the myriad additional duties and responsibilities of
officer positions competently and confidently.
IV-25: In FY 2029 and/or 2030, after the above recommended staffing increases are
implemented the Town of Brewster and Brewster Fire Department should evaluate the
impact of the enhanced staffing levels and its impact on both fire and EMS operations.
The purpose of this evaluation will be to determine if seven (7) personnel per shift is
adequate, or if additional staffing may still be indicated.
IV-26: At all staffing levels, the Brewster Fire Department should continue to utilize part-time
personnel to supplement staffing level and maintain maximum shift staffing during
peak season between Memorial Day and the end of September.
IV-27: Even if the Town of Brewster is unsuccessful at its first SAFER application, the Town and
Brewster Fire Department should apply again in subsequent years to seek funding for
the recommended increase in personnel to provide enhanced operations to the Town.
IV-28: The Brewster Fire Department should implement an operational procedure to have an
engine respond immediately (even if it must be requested from mutual aid) with the
ambulance on every motor vehicle crash to provide a blocking vehicle to protect the
ambulance and personnel operating on the incident scene from being struck by an
inattentive motorist. The need for the use of blocking vehicles to help keep emergency
responders safe during highway and roadway incidents has become a much more
important necessary and significant part of the emergency response system.
IV-29: The Brewster Fire Department should consider the implementaAon of a company-level
inspecAon program, integrated with a pre-fire/incident planning program as part of its
comprehensive community risk reducAon program.
IV-30: The Brewster Fire Department should consider the implementaAon of a voluntary home
survey/inspecAon program with an all-hazards focus. This type of program can be
parAcularly beneficial in a community with a high percentage (35.1%) of senior ciAzens.
CHAPTER V - FIRE DEPARTMENT FINANCIAL OPERATIONS
V-1: The Town of Brewster should continue to closely monitor the use of overtime and
identify strategies to contain overtime costs. Such strategies could include the
following:
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Ø Calculate the “break-even” point where the establishment of additional
firefighter-paramedic positions would make it possible to allow time-off without
creating overtime replacements.
Ø Continue to monitor the appropriate use of sick time. Excessive use of sick time,
or identifiable patterns of sick time usage can be indicators of employee
performance or health issues that require intervention and support.
Ø Continue the use of seasonal personnel during peak vacation/tourist seasons
which equates to increased response volumes.
Ø Management of an occupational safety and health program that includes
aggressive enforcement of standard operating procedures (SOPs), training,
updated PPE, documentation of occupational injuries and illnesses (including
incidents involving department-owned motor vehicles), and investigation of job-
related injuries and motor vehicle incidents that includes a lessons-learned after-
action report.
V-2: The Town of Brewster and Brewster Fire Department should update their ambulance
fee schedule (last updated in 2019) based on increases in service delivery costs and
consistent with rates charged by EMS services in the region.
V-3: The Town of Brewster and Brewster Fire Department should continue to seek
competitive bids from qualified third-party ambulance billing companies every three (3)
to five (5) years. This will ensure that the town is receiving the highest possible level of
service at the best possible price. Consideration should be given to establishing a group
bid with neighboring communities, which increases the potential for further contract
cost reductions.
V-4: The Brewster Fire Department should consider requiring additional permits as
authorized by the Massachusetts Comprehensive Fire Safety Code (MGL Chapter
148:527 CMR Board of Fire Prevention Regulations). The department should determine
what permits should be required based on risk and common practices in the community.
V-5: The Town of Brewster should consider increasing fire department permit fees based on
a review of fee schedules that have been adopted by neighboring communities.
V-6: The Town of Brewster and Brewster Fire Department should continue to aggressively
pursue grants from federal, state, and private sources for apparatus, staffing,
equipment, training, fire prevention and community risk reduction programs, and EMS
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November 2023
services to the community. Specifically, the town should apply for a FEMA SAFER grant
to fund the additional firefighter-paramedic positions identified in several
recommendations including Recommendation IV-22 of this report.
V-7: The Town of Brewster and Brewster Fire Department should explore addiAonal
potenAal ways to generate revenue to offset the fire department’s operaAng costs.
ConsideraAon could be given to billing insurance companies for response to motor
vehicle accidents; registraAon fees for fire alarm systems; the aggressive pursuit of non-
residents who have been billed for ambulance transportaAon; and the implementaAon
of a fee for ambulance responses that do not result in a transport.
Town of Brewster, MA – Fire Department Staffing Analysis Page 111
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November 2023
CHAPTER VII
SUMMARY AND LOOKING TO THE FUTURE
CURRENT STATE OF THE FIRE AND EMS DELIVERY SYSTEM
The mission performed by the fire department is one of the fundamental funcAons of
government: to ensure the safety and protecAon of its residents and visitors. The expectaAons
for the quality and quanAty of fire and EMS services must come from its residents and other
taxpayers. There is no “right” amount of fire protecAon and EMS delivery. It is a constantly
changing level based on the expressed needs of the community. Each community determines the
composiAon of fire services that residents receive by balancing the level of risk against the cost
to provide these criAcal services. It is the responsibility of elected officials – in this case the Board
of Selectmen - to translate community needs into reality through direcAon, oversight and the
budgetary process. It is their unenviable task to maximize fire, EMS, and other services within the
reality of the community’s ability and willingness to pay, parAcularly in today’s economic
environment.
During this assessment of the Brewster Fire Department, MRI observed a highly functional fire and EMS
organization that strives to provide a high level of service to the community and the region. The Brewster
Fire Department is confronted by multiple challenges; however, those same challenges are facing fire
service organizations across America. These challenges include:
Ø An increasing all-hazards focus.
Ø Decreased frequency of serious structure fires.
Ø Increased pressure to reduce resource consumption.
Ø Increasing technical expectations.
Ø An increasing focus on documentation, training, and certification of
personnel.
Ø A growing expectation to provide advanced level patient care.
Ø Increased call volume and simultaneous incidents.
Ø Lack of a call force to supplement the career staff.
Specific to the Brewster Fire Department, and the 2019 and 2020 response numbers notwithstanding,
it is clear that service demand is increasing and that the ability to match resources against the service
demand is straining the organization, particularly during the day. As the fire service as a whole has
entered into an all-hazards environment, the public has come to expect increased knowledge, skills and
abilities from their firefighters. In Brewster, this trend has increased both training and certification
requirements.
Town of Brewster, MA – Fire Department Staffing Analysis Page 112
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November 2023
The Brewster Fire Department appears to be an excellent organizaAon that provides a high-level
of service to the town it serves. However, due to increasing requests for service, a defunct on-
call force, and limited on-duty staffing, it is struggling to keep up with meeAng the growing needs
of the community. The department is led by Chief Robert Moran who has been the chief since
2010. Chief Moran is a passionate advocate and energeAc leader that is clearly honored to have
an excepAonal staff and serve his community. Under Chief Moran’s leadership the department is
trying to get to the proverbial “next level”.
The officer corps including Deputy Chief Varley and the Captains appear to work as a team to
provide criAcal, and it appears effecAve, leadership to the department. All members of the
department work as a team to produce a high quality, effecAve, and efficient response that serves
the Town well. Overall, the department works diligently to meet the needs of the community and
projects a “can do artude”. This posiAve artude translates into the organizaAon being very
highly regarded and respected within the community. This high-level of community support is
complemented by a most posiAve internal culture; however, there are some internal culture
issues that were previously discussed that do place some negaAve drag on the organizaAon. That
challenge notwithstanding, overall, it is apparent that the Brewster Fire Department is a well-
organized, and well-run organizaAon that strives to provide the best possible services with the
resources provided.
However, the numerous posiAve aspects of the department and its operaAons notwithstanding,
MRI’s evaluaAon has idenAfied several areas of risk that we believe the Town of Brewster will
need to address in the coming years. These include:
1. The potenAal for a diminished level of service based on a shortage of available resources,
primarily from a career staffing perspecAve and the annual requests for service conAnue
to increase, coupled with the absence of a viable call force to provide supplemental
staffing during fire incidents and Ames of high acAvity.
2. A need to conAnue the widespread use of automaAc aid at the Ame of dispatch to
reported structure fires to a>empt to assemble an effecAve response force within the
benchmark Ame frames.
3. PotenAally increasing response Ames based on a growing number of overlapping calls
(approaching 20% of annual responses).
STRATEGIC PLANNING (AKA LOOKING TO THE FUTURE)
Strategic planning is an organizaAon’s process of defining its direcAon, and making decisions
relaAve to the opAmizaAon of limited resources. A strategic plan also contains tools that can
Town of Brewster, MA – Fire Department Staffing Analysis Page 113
Prepared by Municipal Resources, Inc.
November 2023
guide the implementaAon of the strategy. Strategic planning became prominent in corporaAons
during the 1960s and remains an important aspect of organizaAonal planning. A 2006 Volunteer
Fireman’s Insurance Service (VFIS) report notes:
“No business is successful without some type of strategic planning – making sure that
the business will survive. The ESO is no different. Strategic Plans in business (and ESOs)
lay the groundwork for effecAve organizaAonal management and performance.”23
Strategy has many definiAons, but generally involves serng goals, determining acAons to achieve
the goals, and mobilizing resources to execute the acAons. A strategy describes how the ends
(goals) will be achieved by the means (resources). Strategy can be planned (intended) or can be
observed as a pa>ern of acAvity (emergent) as the organizaAon adapts to its environment or
competes. The strategy currently in place in the Brewster Fire Department is a progressive and
forward thinking one. The Brewster Fire Department has an excellent five-year strategic plan that
covers the period of 2022 through 2026. With this report, it is MRI’s goal to assist the Town of
Brewster and the Brewster Fire Department in moving forward in a planned or intended
strategic manner through support for the plan in place with enhancements through the
recommendaWons contained herein.
Fire and rescue operaAons and service delivery is dramaAcally improved in those departments
that commit resources to goal serng, master planning, risk assessment, and performance
measurement. The Brewster Fire Department should be commended for their commitment to
this process and the development of an excellent document to help them conWnue to move
forward.
Performance measures should be easily understood and easily calculated. Suggested
performance measures for the fire and rescue services oqen have a range depending on local
factors. The point of the performance measures is to idenAfy the community’s expectaAons in a
quanAfiable way, and to use the measurement of the fire and rescue’s performance against these
objecAves to idenAfy areas, which may need improvement, or require addiAonal resources.
MRI’S VIEW OF THE FUTURE
Looking ahead, the Town of Brewster will continue to experience some limited growth and
development, probably about 1% per year. The Town is committed to maintaining its rural Cape
Cod character so it is unlikely that any major developments will be approved, especially
commercial or industrial projects. While even limited development will have some impact on the
Brewster Fire Department, the exact amount is difficult to predict quantitatively and accurately.
23 h#p://www.msfa.org/content/recruit/file/CEO%20MANUAL%20ARIAL%20-%20disc.pdf
Town of Brewster, MA – Fire Department Staffing Analysis Page 114
Prepared by Municipal Resources, Inc.
November 2023
The five-year data review of Brewster Fire Department responses did not show any definitive
pattern; however, that is frequently seen right now with the COVID pandemic having significantly
skewed responses for 2020. Our long-term experience suggests it is likely that emergency
responses will increase several percent (3% to 5%) annually with the most significant increase in
requests for emergency services will be EMS related. As previously noted, people over the age of
65 are considered in a higher risk group both from the perspective of fire and medical
emergencies. An aging population group, along with the potential for the number of senior
citizens in the age 65 and over group – currently at 35.1% of the population - to increase with
new development, or with people who turn what was a vacation home into their permanent
retirement residence, also suggests that the number of responses will continue to increase.
As currently configured and staffed, the Brewster Fire Department is struggling to keep up with
demand. Just two simultaneous or overlapping end up utilizing all of the on-duty resources. This
often effectively leaves the Town without any fire protection capabilities available except from
mutual aid departments. In addition, the Town and the Department are facing the following
challenges related to the emergency response system.
Ø The loss of the call component of the Department over the past 10 years. This results in
the only emergency response personnel immediately available (not counting mutual aid)
being the on-duty personnel. There are no longer call personnel who respond to provide
coverage or assist with multiple incidents.
Ø Housing and rental costs in Brewster and surrounding communities, and to a larger extent
Cape Cod in general, are extremely high and thus unaffordable for most public safety
personnel especially those who are just starting out. This results in many firefighters living
on the other side of the Sagamore Bridge, more than 30 minutes from town and of limited
to no value in a call back situation.
Ø The department has struggled to retain personnel. Frequent vacancies and a constant
staffing deployment model has resulted in a high level of mandatory holdover and order-
in overAme which can have a significant impact on firefighter health and wellness, as well
as morale within the Department.
Ø As noted above, any future housing or land use development coupled with an aging
resident populaAon will most likely result in increased requests for services further
straining the system.
Based upon these factors, and as discussed throughout this report, MRI strongly believes that the
Town needs to incrementally increase Brewster Fire Department staffing over the next several
Town of Brewster, MA – Fire Department Staffing Analysis Page 115
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November 2023
years in order to arrive at what we believe is an enhanced and sustainable organizaAonal and
deployment model.
The key recommendations found in this report related to staffing are illustrated below. Please
refer to the body of the report for additional explanation and justification for each
recommendation.
Figure VII-1 illustrates the suggested Ameline for the Brewster Fire Department to increase
staffing to seven (7) personnel per shiq between FY 2024 and FY 2028. The Town and BFD should
apply annually for a SAFER grant. However, MRI strongly recommends that even if they are not
successful at obtaining a SAFER grant FY 2025 that the Town of Brewster and Brewster Fire
Department should conWnue to apply in each subsequent year unWl they reach recommended
staffing levels. If a later successful SAFER grant award is received this Ameline can then be
adjusted – and possibly accelerated - based upon that award.
Under this scenario, the number of paramedics will ulAmately be decided by the Town of
Brewster. MRI strongly recommends that the department have a sufficient number of
paramedics to opAmally have a minimum of three (3) on duty at all Ames. This would allow one
each for two ambulances and one on the engine giving it ALS capability as well.
* Considerafon to moving FY 2028 Phase 3 hires up to FY 2027 could be given through applicafon for a SAFER grant and/or if the Town’s fiscal factors,
needs, and priorifes permit.
* * FY 2029/2030 - Evaluate the impact of the enhanced staffing levels and its impact on both fire and EMS operafons. The purpose of this evaluafon will
be to determine if seven (7) personnel per shik is adequate, or if addifonal staffing may be indicated.
FIGURE VII-1: RECOMMENDED STAFFING INCREASE TIMELINE
Figure VII-2 shows the recommended BFD organizaAonal structure – illustrated by phase - based
upon a>empAng to achieve the staffing levels recommended in this report. The figure does not
show part-Ame/seasonal personnel. The Brewster Fire Department is encouraged to conAnue to
uAlize these personnel to maintain maximum shiq staffing levels during peak vacaAon/ tourist
season from Memorial Day through the end of September.
It is also our recommendaAon that shiq minimum staffing levels outside of peak season can be
one person below opAmal shiq staffing level. So, when shiq staffing is at six (6) minimum staffing
can be five (5); when it is seven (7) it can be six (6). This allows the first vacancy on the shiq
caused by any type of leave to not be filled with overAme. During peak season the maximum
staffing levels should be maintained through a combinaAon of overAme and the use of the part-
Ame seasonal personnel.
Town of Brewster, MA – Fire Department Staffing Analysis Page 118
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November 2023
FIGURE VII-2: PHASE 1 – FY 2025 THROUGH PHASE 3 – 2028 STAFFING ORGANIZATIONAL CHART
Fire Chief
Deputy Fire Chief
Group 1
Captain
Lieutenant
Firefighter
Firefighter
Firefighter
Firefighter
Firefighter
Group 2
Captain
Lieutenant
Firefighter
Firefighter
Firefighter
Firefighter
Firefighter
Group 3
Captain
Lieutenant
Firefighter
Firefighter
Firefighter
Firefighter
Firefighter
Group 4
Captain
Lieutenant
Firefighter
Firefighter
Firefighter
Firefighter
Firefighter
Fire Prevention
Officer EMS Officer
Administrative
Assistant
Phase 1 – FY 2025
Phase 2 – FY 2026
Phase 3 – FY 2028
Town of Brewster, MA – Fire Department Staffing Analysis Page 119
Prepared by Municipal Resources, Inc.
November 2023
Once a staffing level of seven (7) is achieved the Brewster Fire Department will be able to staff:
ü Two ambulances with two (2) personnel each.
o If a third ambulance is needed during the day, it can be staffed with administraAve
personnel if they are available.
ü One engine with three personnel.
ü For structure fire calls, alarm systems, etc., if all personnel are available then the engine
can respond with four (4) personnel and the ladder with three (3).
o If one ambulance is commi>ed on a call, while less than opAmal, the engine can
respond with three (3) and the ladder with two (2).
In FY 2029 and/or FY 2030 the BFD should evaluate the impact of the enhanced staffing levels
and its effect on both fire and EMS operaAons. The purpose of this evaluaAon will be to determine
if seven (7) personnel per shiq is adequate, or if addiAonal staffing may be indicated at that Ame.
If it is determined at that point that addiAonal staffing may be necessary, the following provides
a snapshot of what a staffing level of eight (8) personnel would look like.
ü Two ambulances with two (2) personnel each.
o If a third ambulance is needed during the day, it can be staffed with staff personnel
if they are available and/or a combinaAon of shiq and administraAve personnel.
ü One engine with four personnel.
ü For structure fire calls, alarm systems, etc., if all personnel are available then the engine
and ladder can both respond with four (4) personnel.
o If one ambulance is commi>ed on a call, the engine and ladder can both sAll
respond with three (3) personnel.
FIRE SERVICE ACCREDITATION
AccreditaAon is a comprehensive self-assessment and evaluaAon model that enables
organizaAons to examine past, current, and future service levels and internal performance and
compare them to industry best pracAces. This process leads to improved service delivery.24 The
Center for Public Safety Excellence’s (CPSE) accreditaAon program, administered by the
Commission on Fire AccreditaAon InternaAonal (CFAI) allows fire and emergency service agencies
to compare their performance to industry best pracAces in order to:
Ø Determine community risk and safety needs and develop community-
specific Standards of Cover.
Ø Evaluate the performance of the Department.
24 h#p://www.publicsafetyexcellence.org/agency-accreditaDon/about-accreditaDon-cfai.aspx
Town of Brewster, MA – Fire Department Staffing Analysis Page 120
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November 2023
Ø Establish a method for achieving conAnuous organizaAonal
improvement.25
ParAcularly for emergency services, local officials need criteria to assess professional
performance and efficiency. The CFAI accreditaAon process provides a well-defined,
internaAonally recognized benchmark system to measure the quality of fire and emergency
services.26
The Brewster Fire Department is operaAonally and administraAvely a well-managed and
operated, full-service emergency provider. Based upon that premise, at some point in the future
(perhaps aqer staffing levels are increased), the department, with support from the Town of
Brewster, should consider undertaking the accreditaAon process. Although Ame consuming and
labor intensive it would allow the department to be recognized for its excellence.
CONCLUSION
The Town of Brewster is well served by its fire department. The department provides a highly
proficient level of fire and EMS services and has readily adapted to the demands placed on it in
an ever-changing environment. Although service demands and capabiliAes were severely
stretched by the impact of the Covid pandemic, the department conAnued to provide superior
service. Unfortunately, staffing levels have not kept up with the increase in emergency calls, and
the Town is frequently leq with inadequate coverage for both fire and emergency medical
incidents. The on-duty staffing structure should be increased, and the Town should move toward
staffing two ambulances while not sacrificing conAnuous fire coverage. The fire department’s
community risk reducAon program (CRR) has the potenAal for strengthening the town’s resilience
against all types of threats, both natural and manmade, and for training the public to deal with
medical emergencies. Labor-management relaAons are mostly stable, and the department’s
training and quality assurance iniAaAves help to ensure that personnel operate safely and
effecAvely at fire scenes. Self-assessment and strategic planning iniAaAves will enable the fire
department to evaluate its performance in comparison to naAonal standards, best pracAces, and
other fire departments.
The report should be studied in its enArety to gain a complete picture of MRI’s recommendaAons
and the raAonale behind them. Town and fire department leaders may develop their own
prioriAes; modify the recommendaAons based on the ever-changing needs of the town and the
department; and coordinate soluAons based on Ame, personnel, and fiscal realiAes.
25 h#p://www.publicsafetyexcellence.org/agency-accreditaDon/about-accreditaDon-cfai.aspx
26 h#p://www.publicsafetyexcellence.org/agency-accreditaDon/about-accreditaDon-cfai.aspx
Town of Brewster, MA – Fire Department Staffing Analysis Page 121
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November 2023
The MRI project team must stress again the ciWzens of the Town of Brewster should feel
confident, and be proud of the fact, that the Brewster Fire Department is an extremely
professional and capable public safety organizaWon that is providing a criWcal service to the
community, day in and day out. The team conWnues to be impressed with the dedicaWon and
commitment of its members.
In order to address the 39 recommendaAons that have been idenAfied in this report, the Town
of Brewster and the Brewster Fire Department should:
1. Approach them strategically and systemaAcally.
2. Use them as a roadmap to guide change and improvement within the department
focused on service enhancement.
3. Refer to them when making recommendaAons, check them off as they are accomplished,
and most importantly, recognize the posiAve achievements publicly.
Town of Brewster, MA – Fire Department Staffing Analysis Page 122
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November 2023
CHAPTER VIII
PROJECT TEAM
The following members of our staff parAcipated in this project:
TEAM LEADER:
Peter J. Finley, Jr. most recently served as Chief of the Winslow Township Fire Department in
New Jersey, where he was responsible for the planning, establishment, and iniAal deployment of
the career component of the department. He previously served for 4 ½ years as the Chief of
Department for the City of Vineland, New Jersey Fire Department where he iniAated significant
changes within the department including updaAng and modernizing equipment, providing the
department’s first ever formal officer training, and significantly increasing the capabiliAes of the
regional hazardous materials response team. During his tenure the department received more
than one million dollars in various grants. He formerly commanded the Vineland Rescue Squad
gaining significant EMS operaAons and command experience, as well as compleAng an overhaul
of that organizaAon’s operaAons. Chief Finley serves as an Adjunct Professor in the Fire Science
Program at Camden County College.
Chief Finley received his Associate in Applied Science degree from AtlanAc Community College in
New Jersey, and earned his Bachelor of Science degree in Fire Science/AdministraAon from the
University of Maryland. He is a graduate of the NaAonal Fire Academy’s ExecuAve Fire Officer
Program, earning perfect scores on three of his four Applied Research Projects. He was awarded
an Outstanding Research Award for his 2002 paper Atled, “ResidenAal Fire Alarm Systems: The
VerificaAon and Response Dilemma”.
Chief Finley holds nearly two dozen state and naAonal cerAficaAons and is a member of a number
of fire service organizaAons, including achieving the presAgious Chief Fire Officer designaAon
from the Commission on Fire AccreditaAon InternaAonal. He is a member of a number of fire
service organizaAons and is currently serving as President of the New Jersey Career Fire Chiefs
AssociaAon where he has been involved in the development and administraAon of fire service
promoAonal examinaAons. From 2003–2005 he served on the Training and EducaAon Commi>ee
of the Governor’s Fire Service and Safety Task Force. He also previously served on the state
commi>ee that developed New Jersey’s first Firefighter I Instructor Manual.
Town of Brewster, MA – Fire Department Staffing Analysis Page 123
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November 2023
PROJECT TEAM
Donald P. Bliss reAred in July 2019 as vice president for field operaAons at the NaAonal Fire
ProtecAon AssociaAon, Quincy, MA where he oversaw NFPA’s internaAonal division and NFPA’s
regional operaAons in the U.S. and Canada. Prior to joining NFPA, Bliss was a senior project
manager and public safety consultant with Municipal Resources, Inc., a municipal management
consulAng firm based in Plymouth, NH. He also chaired various technical commi>ees at NFPA
and served on the NFPA board of directors and the Fire ProtecAon Research FoundaAon board
of trustees.
From 2003 to 2012, he served as the director of the NI2 Center for Infrastructure ExperAse, a not-
for-profit applied research group based in Portsmouth, NH dedicated to strengthening the
security and resiliency of the naAon’s built criAcal infrastructure and key resources.
Bliss served as the New Hampshire State Fire Marshal from 1992 unAl 2003. In the wake of the
tragic events of September 11, 2001, he took over responsibility for New Hampshire’s emergency
management and homeland security efforts. From 1983 to 1992, Bliss served as the fire chief in
Salem, New Hampshire. From 1989 to 1992, he served as both fire chief and the town’s
emergency management director. From 1980 to 1983, Bliss served as the director of the
University of ConnecAcut Fire Department and as fire marshal for the University of ConnecAcut
System. He began his career with the Durham-UNH Fire Department in 1970, rising from call
firefighter to fire marshal/deputy chief. During his Ame in Durham, he also volunteered as an
EMT with the Durham Ambulance Corps (now known as McGregor EMS) and served in various
leadership posiAons, including president.
Bliss has served as a subject ma>er expert on criAcal infrastructure protecAon with the Mobile
EducaAon Team of the Center for Homeland Defense Studies at the U.S. Naval Postgraduate
School and was an adjunct professor in the graduate public administraAon program at the
University of New Hampshire. He currently serves on the Federal Emergency Management
Agency (FEMA) NaAonal Advisory Council; the board of directors of McGregor EMS; and is a
DisAnguished Senior Fellow at Northeastern University’s Global Resilience InsAtute. In 2020, he
was named to the NaAonal Fire Heritage Center’s Hall of Legends, Legacies and Leaders.
Bliss received a Bachelor of Arts in poliAcal science from the University of New Hampshire in 1973
and a Master of Public AdministraAon degree, also from the University of New Hampshire, in
1979. He has completed numerous courses at the NaAonal Fire Academy in Emmitsburg,
Maryland.
Town of Brewster, MA – Fire Department Staffing Analysis Page 124
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November 2023
Brian P. Duggan, Director Fire Services Group, reAred from the Fire Department in
Northampton, Massachuse>s, where he insAtuted substanAal changes to modernize and
restructure the enAre department including equipment, faciliAes, personnel, and training. In
conjuncAon with his staff, Brian integrated Emergency Medical Services (EMS) into the
organizaAon and created a regional Advanced Life Support (ALS) Program that currently serves
18 communiAes within the Northampton Area. He formerly commanded the Northborough,
Massachuse>s, Fire Department, and has significant experience with the Massachuse>s
Department of Fire Services where over three decades, he held several key posiAons. Following
his reArement, Brian has conAnued his acAve fire service involvement by serving as both a
volunteer chief fire officer and through conAnuing to develop training and cerAficaAon programs
as a program Coordinator for the Massachuse>s Department of Fire Services.
Mr. Duggan developed and directed the Graduate and Undergraduate Fire Science Programs at
Anna Maria College in Paxton Massachuse>s from 1995 - 2003. Mr. Duggan has a Business
Management/Fire Science degree from Providence College and a Master’s Degree of Business
AdministraAon (MBA) from Nichols College in Dudley, Massachuse>s. He is also a graduate of
the NaAonal Fire Academy ExecuAve Fire Officer Program and the Senior ExecuAve Program for
State and Local Leaders at Harvard University. In December 2012, Mr. Duggan received a
Master’s Degree in Homeland Security through the Naval Post Graduate School based in
Monterey, California, where his thesis enAtled “Enhancing Decision-making during the First
Opera*onal Period of Surge Events” was selected as an outstanding thesis. He was one of the
first fire service professionals to be designated as a Chief Fire Officer by the Commission on Fire
AccreditaAon InternaAonal.
Brian led the Massachuse>s fire service through his affiliaAon as Chairman of the Fire Chief
AssociaAon of Massachuse>s Technology Commi>ee and as a Regional Director on the
Massachuse>s State Fire MobilizaAon Commi>ee. Mr. Duggan has authored several
publicaAons, inclusive of wriAng SecAon 7, Chapter 3, Fire Department InformaAon Systems, in
the Nineteenth and TwenAeth EdiAons of the NaAonal Fire ProtecAon AssociaAon’s Fire
ProtecAon Handbook. Chief Duggan has been affiliated with MRI as a subject ma>er advisor
since 2002 and he has served as Director of Fire Services since 2015. Currently, Mr. Duggan is
regarded as an expert specific to fire service response to photovoltaic and ba>ery energy storage
system (BESS) emergencies. He has developed several naAonwide training programs providing
first responders with new insight on these emerging challenges.
Archive d: Friday, January 19, 2024 8:36:48 AM
From: Babcock, Christopher
Se nt: Tuesday, January 16, 2024 4:16:57 PM
To: Kevin Varley
Cc: Robert Moran Peter Lombardi
Subje ct: RE: Brewster FD-SAFER Question
Importance : Normal
Se ns itivity: None
Hel l o Chi e f . We e xpect the SAFER program appl i cati on period to ope n the Monday fol lowi ng the Friday AFG appli cati on
pe ri od cl ose . The curre nt AFG appl i cati on cycl e i s sche dul e d for Jan. 29 – March 8, whi ch woul d provi de a March 11 SAFER
appli cati on ope ni ng. We are again ai mi ng to start awards i n the June /July ti me frame as l ong as everythi ng stays on track.
The re is nothi ng wrong wi th submi tti ng a SAFER appl i cati on whi l e also atte mpti ng to work for l ocal funding. I can’t say f or
sure at thi s mome nt, but bel ieve that the FY23 SAFER program wi ll be ve ry si mi l ar to FY22 in provi ding 100% f e de ral f undi ng
f or 3 ye ars for awarde d fire f i ghte r hi ri ng programs. We wil l know for sure when the NOFO i s re lease d. Based on the FY22
program if fundi ng was approve d and the positi ons we re not ye t f i l l e d, you could sti l l accept the award and use the SAFER
f unds to hire the personne l . The cri tical e leme nt he re is that hiri ng has not occurre d pri or to the award. I would e ncourage
you to become ve ry fami l i ar wi th the FY22 NOFO and guidance docume nts avai l able on the we bsi te to prepare your best
appli cati on i n the e ve nt you choose to move forward wi th i t. Be tter to be prepare d, than to try to scrambl e at the l ast minute .
Pl e ase do not he si tate to contact me i f you have any addi ti onal que sti ons.
Chri s Babcock
Fire Program Special ist | DHS/FEMA Re gion 1
Off i ce : | Mobil e : (202) 710-3748
chri stopher.babcock@fe ma.dhs.gov
Fe de ral Eme rgency Manageme nt Age ncy
fe ma.gov
WARNING: Thi s docume nt is FOR OFFICIAL USE ONLY (FOUO). It contains i nf ormati on that may be e xempt f rom publ i c
re l ease under the Fre e dom of Inf ormati on Act (5 U.S.C. 552). It is to be controll e d, store d, handl e d, transmi tte d, distri buted,
and di sposed of i n accordance with DHS poli cy re l ati ng to Sensiti ve But Uncl assi f i ed (SBU) i nformation and i s not to be
re l ease d to the publ i c, or other personne l, who do not have a val id “ne e d-to-know”, wi thout pri or approval of an authori ze d
DHS offici al .
From: Ke vin V arl e y <kvarl e y@bre wste r-ma.gov>
Sent: Tuesday, January 16, 2024 4:03 PM
To: Babcock, Chri stopher <chri stophe r.babcock@fema.dhs.gov>
Cc: Robe rt Moran <rmoran@brewster-ma.gov>; Pe ter Lombardi <plombardi @brewste r-ma.gov>
Subject: Brewste r FD-SAFER Que sti on
CAUTION: Thi s ema i l or i gi na ted fr om outs i de of DHS. DO NOT c l i ck l i nks or open a tta chments unl es s you rec ogni ze a nd/or tr us t the s ender.
Pl ea s e s el ec t the Phi s h Al ert Report button on the top r i ght of your s c reen to report thi s ema i l i f i t i s uns ol i ci ted or s us pi ci ous i n na ture.
Hi Chris ,
Chief Moran is out of the offic e this week. I am aware that he reached out to you with SAFER ques tions last week. I
have two quick ques tions that I am hoping you may be able to assist with.
A recently c ompleted s taffing s tudy s hows that the Brewster Fire Departm ent is in need of an additional nine pos itions
over the next few years . The hiring for thes e potential pos itions is broken out into s everal phases. W e are seeking a
funding source for the firs t four positions (Phas e I) whic h we hope to s tart in July 2024.
Due to budget c ons traints , an operational override would be required for the town to fund these pos itions . After a rec ent
convers ation with the Town Manager, we have c onc erns that this reques t is unlikely to be approved by the Town’s
Selec t Board and/or voters . W e are c ons idering the pos s ibility of applying for a SAFER grant to assis t with funding.
1. 1. The FY2022 SAFER NOFO lists anticipated award dates between 6/2/2023 and 9/30/2023. Do you anticipate
similar award dates for the FY2023 SAFER funds ?
2. 2. Is there any harm in simultaneously purs uing a SAFER grant and funding by the town? If we were fortunate
enough to obtain an operational override (unlikely) and to be awarded the SAFER grant, would we be able to use
the SAFER funding to support these pos itions for the firs t three years ?
Thank you for your help,
Kevin
Deputy Chi e f Ke vi n Varley
Bre wster Fi re De partme nt
1671 Mai n Street
Bre wster, MA 02631
508-896-7018
For Your Information (FYIs)
February 12, 2024
1.December 2023 Housing Coordinator Update
2.February 2024 Community Development Block Grant Report
3.Health and Human Services Grant Report from Sight Loss Service Inc.
4.Pension Reserves Investment Management Board December Report
5.Planning Board Case No. 2024-02; Associated Tree Work, Millstone Road Improvement
Project
6.Cape Cod Regional Transit Authority Free Fares for Persons 60+ or with Disabilities
7.Recommendation for Appointment to the Cultural Committee – Anne Weirich
Housing Coordinator Update December 2023
Jill Scalise
Ongoing Activities/ Projects
1.Community Outreach and Education (Housing Production Plan (HPP) Strategy #14 & 15)
Responded to email, phone & in person requests for information and assistance, 68 total requests for
housing information (43) or assistance (25). Open office hours Thursdays from 10-noon.
Email outreach & website postings for 212 Yankee Dr, also email to all staff about Jan. Housing session.
2.Brewster Affordable Housing Trust (BAHT) (HPP assorted strategies, Select Board (SB) Strategic Plan H-1)
Housing Program Assistant position- employment offer accepted. New hire will begin in January.
Trust approved Housing Trust priority goals for FY24-25, provided letter of support for CPC Housing
Coordinator application and worked on additional items throughout this report.
3.Spring Rock Village- comp permit for 45 affordable rental units off Millstone (SB H-4, HPP #12 & 16)
Discussion with Housing Assistance Corporation (HAC) & Preservation of Affordable Housing (POAH)
about Spring Rock’s increased project costs and proposed Project Change reducing number of buildings
from 12 to 7. Project Change was presented to Trust and submitted to Zoning Board of Appeals. Housing
Trust wrote a letter of support for project change and recommended the changes be deemed insubstantial.
4.Comprehensive Permit Projects (HPP Strategy #16):
Habitat for Humanity, Phoebe Way: Construction of 2 homes underway.
5.Preservation of Housing and Related Support of Brewster Residents (SB H-3, HPP Strategies #20, 21 & 22)
Community Development Block Grant (CDBG)- FY22/23 Housing Rehab contract executed with The
Resource, Inc. Public Hearing for FY24 Regional CDBG application scheduled for January 22, 2024.
Brewster Rental Assistance Program (BRAP). Quarterly report: Five participants left program, 3 receiving
ongoing subsidies. 8 households entered program, now at 15 household limit. BRAP payments made for
$19,320. An additional $23,816 provided to Brewster residents with other funds. Met with HAC regarding
BRAP. Received letter from HAC requesting an increase in number of households served by BRAP.
6.Subsidized Housing Inventory (SHI) (HPP Strategies #21 & 22)
212 Yankee Drive- Pearl Construction work almost complete. Site visit with The Resource Inc. HAC began
marketing began for sale. DPW did site clean-up. Guardian requested Barbie dolls, will schedule pick-up.
Serenity Apartments at Brewster (27 affordable units)- Elevation Financial will provide annual
recertification compliance in early January 2024.
11 Sean Circle- Waiting for final required work to be done prior to affordable resale.
Continue collaboratively addressing other affordable housing concerns and potential violations.
7.Collaboration and Education (HPP Strategies #7 &15)
CPC Regional Grants: Communicated with numerous parties, including legal counsel, regarding Brewster
CPC funds and the loan closing for Pennrose’s Orleans affordable housing project. Participated in lenders
pre-closing call for HAC 107 Main Street, Orleans, again representing the Town’s CPC grant funds.
Participated in HOME Consortium, Regional Housing Peer Group & Making the Case Call.
Continued library discussion about housing Town book theme emphasis.
Upcoming Events & Announcements:
212 Yankee Drive affordable home for sale for $237,900. Applications are due February 2nd. Zoom
information Session on January 10th.
Brewster Staff Housing Information Session scheduled for Friday January 19th at 11AM at Town Hall.
Personnel
Participated in Housing Trust & CPC meeting. Also worked with: Assessors, Building, Council on Aging,
CPC, Finance, Fire, Health, Housing Partnership, Human Resources, Library, Planning, Police, Public
Works, & Town Administration.
TO: Donna Kalinick, Jill Scalise, Town of Brewster
FROM: Cassie Boyd Marsh, Bailey Boyd Associates, Inc.
DATE: February 1, 2024
RE: Brewster CDBG Program Monthly Update
Administration:
The administration of the grant continues to go well for both the FY21 & FY22/23 grants.
We’re looking forward to closing out the FY21 grant at the end of this quarter. We are
also now fully immersed in grant application mode for the FY24 application, due March
25th. We’re grateful to the Town and Select Board for their support in submitting another
application.
Housing Rehabilitation:
The FY21 Housing Rehab program is wrapping up. 19 of the 20 projects are complete,
and the final home is under construction, due to wrap up in a few weeks. The full
allocation of housing rehab funding was allocated over this program year, and a truly
impressive breadth of improvements were made for homeowners across the three
participating towns. Units by town: Brewster: 6, Dennis: 9, Wellfleet: 5.
While the FY21 program wraps up, FY22/23 is now in full swing. There are 11
completed full applications in various stages of acceptance- working through income
qualification, doing site visits, etc. One project is out to bid and another septic project is
awaiting a septic design. Five of the 11 homes will require lead inspections, as they
were built before 1978. The results of those lead tests greatly impact the work we’re
able to perform at each home.
Childcare Subsidy Program:
The FY21 Childcare Subsidy Program ended on 12/31/23, having served a total of 37
children. The breakdown of children by the town of residence was: Brewster: 18,
Dennis: 18, Wellfleet:1.
With last year’s program complete, we’ve been seeing a surge of applications for the
FY22/23 program. Applications are arriving both from families who participated last year
& are thrilled to have access to new funds, as well as new families. We are always
happy to see new families apply, as a sure sign that word is continuing to spread
through the community. To date, 15 families have applied to the FY22/23 program and
14 have been approved, a total of 18 children. We’re looking forward to continuing to
assist families with their applications and start funding more children at their childcare
program. The breakdown so far of children by town is: Brewster: 13, Dennis: 5
Town of Brewster
Bill For Services
Semi -Annual July 1, 2023 - December 31, 2023
Program:
Adaptive Aids
Home Independence Visits
Education and Awareness
Information & Referral
Outreach
Activities
Self Help Support Groups
Cost for Services:
BILLED AMOUNT:
Contact:
Fed. I.D. #:04-2998072
Sight Loss Services, Inc.
900 Route 134, Unit 3-25
South Dennis, MA 02660
#Units Rate
32 $32.76
0 $122.46
81 $22.97
21 $26.31
30 $30.12
0 $70.19
33 $44.34
Total Cost:
$1,048.32
$0.00
$1,860.57
$552.51
$903.60
$0.00
$1,463.22
$5,828.22
$1,000.00
Your beginning net asset value for the period was:
Your change in investment value for the period was:
Your exchanges from (to) the Cash Fund for the period were:
Your ending net asset value for the period was:
Net Change in Investment Value represents the net change through investment activities as follows:
Gross Investment Income:
Less Management Fees:
Net Investment Income:
Net Fund Unrealized Gains/Losses:
Net Fund Realized Gains/Losses:
Net Change in Investment Value as Above:
State Retirees Benefits Trust Fund
Month To Date Fiscal Year To Date Calendar Year To Date
53 State Street, Suite 600
Boston, Massachusetts 02109
Deborah B. Goldberg, Treasurer and Receiver General, Chair
Michael G. Trotsky, CFA, Executive Director and Chief Investment Officer
Pension Reserves Investment Management Board
If you have any questions regarding your statement, please contact the Client Services team at clientservice@mapension.com.
A detailed statement of your account is attached to this summary sheet.
Town of Brewster
60,000.00
4,140,115.18
122,007.56
3,790,975.25
180,000.00
4,140,115.18
169,139.93
3,268,481.19
480,000.00
4,140,115.18
391,633.99
8,937.73
(2,342.67)
13,273.12
6,595.06
122,007.56
102,139.38
49,301.64
(10,264.08)
28,027.25
39,037.56
169,139.93
102,075.12
99,310.83
(19,502.17)
48,391.02
79,808.66
391,633.99
263,434.31
$4,140,115.18
3,958,107.62
December 01, 2023 to December 31, 2023
As of December 31, 2023 the net asset value of your investment in the SRBT Fund was:
Your beginning net asset value for the period was:
Your investment income for the period was:
Your ending net asset value for the period was:
Cash Investment
Month To Date Fiscal Year To Date Calendar Year To Date
53 State Street, Suite 600
Boston, Massachusetts 02109
Deborah B. Goldberg, Treasurer and Receiver General, Chair
Michael G. Trotsky, CFA, Executive Director and Chief Investment Officer
Pension Reserves Investment Management Board
If you have any questions regarding your statement, please contact the Client Services team at clientservice@mapension.com.
A detailed statement of your account is attached to this summary sheet.
Town of Brewster
0.00 0.00
$0.00
0.00
December 01, 2023 to December 31, 2023
Your total contributions for the period were:
Your total redemptions for the period were:
Your total exchanges for the period were:
Your state appropriations for the period were:
0.00 0.000.00
180,000.00 480,000.0060,000.00
0.00 0.000.00
(180,000.00)(480,000.00)(60,000.00)
0.00 0.000.00
0.00 0.000.00
As of December 31, 2023 the net asset value of your investment in the Cash Fund was:
Investment Detail
53 State Street, Suite 600
Boston, Massachusetts 02109
Deborah B. Goldberg, Treasurer and Receiver General, Chair
Michael G. Trotsky, CFA, Executive Director and Chief Investment Officer
Pension Reserves Investment Management Board
Town of Brewster
12/31/2023
Investments Units Of Participation Cost Price Market Value Unrealized Gain/Loss
PHTF90200002
Commonwealth Of Massachusetts
15,178.328 HCST OPEB MASTER TRUST 3,872,926.24 272.7649 4,140,115.18 267,188.94
Total Investment:3,872,926.24 4,140,115.18 267,188.94
Statement of Change In Net Assets
53 State Street, Suite 600
Boston, Massachusetts 02109
Deborah B. Goldberg, Treasurer and Receiver General, Chair
Michael G. Trotsky, CFA, Executive Director and Chief Investment Officer
Pension Reserves Investment Management Board
Town of Brewster
12/31/2023
NET ASSETS - BEGINNING OF PERIOD 3,958,107.62 3,790,975.25 3,268,481.19
Current Period
12/1/2023 12/31/2023
Fiscal Year
7/1/2023 12/31/2023
Year To Date
1/1/2023 12/31/2023
Commonwealth Of Massachusetts
PHTF90200002
DISBURSEMENTS:
CASH FUND EXCHANGES
60,000.00 180,000.00 480,000.00
RECEIPTS:
CONTRIBUTIONS:
PARTICIPANTS 60,000.00 180,000.00 480,000.00
INVESTMENT INCOME:
UNREALIZED GAIN/LOSS-INVESTMENT 102,139.38 102,075.12 263,434.31
MASTER TRUST ALLOCATED EXPENSES
-961.01 -1,994.24 -3,450.13
MASTER TRUST CHANGE IN REALIZED G/L
13,273.12 28,027.25 48,391.02
MASTER TRUST INVESTMENT INCOME
8,937.73 49,301.64 99,310.83
MT ALL INVESTMENT MANAGER FEES
-1,381.66 -8,269.84 -16,052.04
UNIT EXCHANGES
60,000.00 180,000.00 480,000.00
Total Receipts 242,007.56
Total Disbursements:60,000.00
Net Assets - End of Period:4,140,115.18
529,139.93
180,000.00
4,140,115.18
1,351,633.99
480,000.00
4,140,115.18
STATEMENT EXPLANATION
Below you will find a description of each item posted to your statement.
CAPITAL ACCOUNT
Summary of Account Activity: A summary statement produced for your investment in the State Retiree Benefits Trust Fund (SRBTF) includes both month-to-
date and fiscal year-to-date information. This statement is also furnished to the Public Employee Retirement Administration
Commission (PERAC).
Your beginning net asset value for the period: The total balance of your investment as of the opening date of the statement period.
Your change in investment value for the period: The total increase or decrease in your investment includes net investment income, realized gains or losses, and unrealized gains
or losses.
Your total exchanges from (to) cash fund: Movement of funds occurring on the first business day of each month between your Cash Fund and Capital Account (SRBTF).
Your ending net asset value for the period: The total balance of your investment as of the closing date of the statement period.
Gross investment income: Represents your allocable share of the SRBTF’s income associated with securities and other investments (i.e. real estate), except
for realized and unrealized gains or losses. It is principally interest, dividends, real estate income, and private equity income.
Management fees: Represents your allocable share of the SRBTF’s expenses related to PRIM’s investment advisors, consultants, custodian and
operations expenses.
Net investment income: Represents your allocable share of the SRBTF’s gross investment income, less Management Fees.
Net fund unrealized gains/losses: Represents your allocable share of the SRBTF’s increase or decrease in value, attributed to a change in value of securities or
other investments held in the PRIT Fund, relative to original cost. These gains or losses are “unrealized” because the investments
have not yet been sold.
Net fund realized gains/losses: Represents your allocable share of the SRBTF’s increase or decrease in value attributed to the PRIT Fund’s sale of securities or
other investments (i.e. real estate property). Whether you “realize” a gain or loss depends upon the price at which the investment
was sold in relation to its original purchase price.
CASH FUND
Your beginning net asset value for the period: The total balance of your investment as of the opening date of the statement period.
Your investment income for the period: Interest earned for the period.
Your total contributions for the period: Sum of all funds (i.e. wires and/or checks) sent into your SRBTF account during the statement period. Cash contributed any
day during the month except the first business day will remain in your Cash Fund until the first business day of the following
month, when it will then be exchanged into the General Allocation Account (SRBTF).
Your total redemptions for the period: Sum of all funds sent by wire from the PRIT Fund’s custodian bank to your government entity during the statement period. A
redemption made be made at any time throughout the month as long as your Cash Fund balance equals or exceeds the amount
you wish to redeem.
Your ending net asset value for the period: The total balance of your investment as of the closing date of the statement period.
If you have any questions regarding your statement, please contact the Client Services team at clientservice@mapension.com.
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January 25, 2024
Mr. Peter Lombardi
Town Manager
Town Hall, 2198 Main Street
Brewster, Massachusetts 02631
Town Of Brewster
Planning Board
2198 Main Street
Brewster, Massachusetts 02631-1898
(508) 896-3701 ext. 1133
Re: Planning Board Case No. 2024-02
Joint Public Hearing under GL C. 87, Sec. 3 & C. 40, Sec 15C
Brewster Planning Board and Brewster Tree Warden
Associated Tree Work, Millstone Road Improvements Project
Dear Peter:
Please be advised that, at a duly -noticed joint public hearing held last night, Wednesday, January 24, 2024, the
Planning Board voted unanimously, five members in favor, none opposed, to allow the above -referenced work, as
proposed by the Town of Brewster c/o the Department of Public Works, to proceed without objection, subject to the
following conditions, that the Town:
1) Continue the public outreach, planning and decision -making process for the tree work as described in the
memorandum from Griffin Ryder, DPW Director, dated January 4, 2024, contained in the application
package;
2) Submit revised plans to the Board seasonably to reflect changes in the tree work as the Project advances; and
3) Undertake the work in consideration of the bird nesting season to the maximum extent practicable.
The Board was impressed with and appreciated the clarity of the application and presentation. Further, the Board
commends the Town for its "community -centered" approach to Project design and planning, including for the
associated tree work.
Sincerely,
Alex Wentworth
Vice Chair
Brewster Planning Board
cc: File
Griffin Ryder, DPW Director
Josh Sargent, Brewster Tree Warden
Colette Williams, Brewster Town Clerk
TO: ALL MEDIA
FROM: CAPE COD REGIONAL TRANSIT AUTHORITY
CONTACT: TOM CAHIR AT 508-775-8504
DATE: JANUARY 26, 2024
RELEASE: IMMEDIATELY
CCRTA ANNOUNCES FREE FARES FOR PERSONS 60+ OR WITH DISABILITIES
Program made possible by MassDOT through “Fair Share” revenue distribution
HYANNIS, MA – The Cape Cod Regional Transit Authority (CCRTA) is announcing free fares for
people over the age of 60 and people with disabilities on all fixed bus routes beginning on Thursday,
February 1st. The CCRTA runs fixed bus routes in all fifteen Cape Cod towns.
This program was made possible through a $506,758 grant awarded by MassDOT for the development
of an “Older Adults and Persons with a Disability Fixed Route Free Fare Program.”
“We are extremely pleased to have been awarded this grant to take care of our most vulnerable
population, adults over the age of sixty and persons with a disability. This program would not have been
possible without the grant from MassDOT created as a part of the ‘Fair Share’ revenue distribution
program,” said CCRTA Administrator Thomas Cahir.
Initially, older adults and persons with disabilities will be able to participate in the fixed route free fare
program using their Charlie Card picture I.D., previously issued through the CCRTA’s certification
process. Over time, the Charlie Card will be replaced by the CCRTA developed “Go Card” for use on
the CCRTA’s fixed route system to travel for free.
The Cape Cod Regional Transit Authority (CCRTA), is one of 15 Regional Transit Authorities within the Commonwealth of
Massachusetts and has been providing public transportation services since 1976 to residents and visitors as well as consumers
of state agencies and human service organizations for all 15 Cape Cod communities. Cape Cod (Barnstable County) towns
include Barnstable, Bourne, Brewster, Chatham, Dennis, Eastham, Falmouth, Harwich, Mashpee, Orleans, Provincetown,
Sandwich, Truro, Wellfleet and Yarmouth. For additional information, please visit capecodrta.org.
# # #
With a special announcement for our
friends over 60 and people with disabilities
Sagamore
Recreation Are
C.+saC tartal
Starting February first, all eligible passengers will enjoy FREE fares on all
our fixed bus routes throughout the Cape! If you are 60 or over or have a
disability you must have the new Go Card or current reduced fare Charlie
Card to get this special fare. Cape Cod RTA fixed route buses are accessible
and our friendly drivers await you.
(800) 352-7155 " CapeCodRTA.org
FINAL Select Bd Appt Policy; version Oct. 28
Appendix C
SELECT BOARD COMMITTEE APPLICATION SCREENING FORM
Applicant Name Requested Committee
1. TOWN CLERK REVIEW
a. Applicant is a registered Brewster voter: Yes No
b. Date confirmed
2. SELECT BOARD LIAISON RECOMMENDATION TO SELECT BOARD
a. Select Board Liaison Applicant Interview:
i. Interviewer name (Select Board Liaison):
ii. Interview date:
b. Select Board Liaison Consultation with Committee Chair:
iii. Committee Chair name:
iv. Consultation date:
v. Did Committee Chair also interview applicant? Yes No
c. Was at least 1 Brewster reference contacted: Yes No N/A
d. Select Board Liaison Recommendation:
i. Recommend appointment.
ii. Recommend appointment to other committee that is a better fit for
applicant qualifications.
iii. Recommend holding application for future opening.
iv. Not recommended.
3. SELECT BOARD ACTION
a. At a Select Board meeting held , the Applicant was appointed to
for a term ending year term.
4. NOTIFICATION OF APPOINTEE AND TOWN CLERK
a. Date notification of appointment sent to appointee and Town Clerk:
FINAL Select Bd Appt Policy; version Oct. 28
Appendix B
Town of Brewster
SELECT BOARD COMMITTEE APPOINTMENT APPLICATION
APPLICANT DIRECTIONS:
Thank you for your interest in serving Brewster. The Town aims to match applicants
with committee service best aligned to your skills and interests as well as the
committee’s needs.
The Town may consider the information in this application, any supplemental
information, and any other publicly available information. An appointment to any
committee, board or commission is at the discretion of the Select Board.
Please complete this form online, or on paper, and submit a résumé if desired to
Erika Mawn, Town Administrator’s Executive Assistant:
o Email: EMawn@Brewster-MA.gov
o Mail: Erika Mawn, 2198 Main St., Brewster, MA 02631, or
o In person: Town Administrator’s Office or drop-box outside Town Hall.
After your application materials are received, you’ll be contacted regarding next
steps. Vacancies will be filled by applicants deemed best qualified to serve in a
particular capacity, which discretion lies solely with the appointing authority.
Submitting this form does not guarantee appointment.
1. Applicant name:
2. Address:
3. Phone Numbers: Home: Cell:
4. Email:
5. This is an application for: Full member status Alternate status
6. Are you a full-time Brewster resident? Yes No
7. Years you’ve lived in Brewster:
8. Are you registered to vote in Brewster? Yes No
9. Committees you are interested in serving on in order of preference:
a.
b.
c.
NOTE: You may attach a résumé or CV instead of completing items 10-14.
FINAL Select Bd Appt Policy; version Oct. 28
10. EDUCATION. List schools attended, degrees/diplomas/certificates received,
and date of completion.
Name of School
Degree/Diplomas
Certificates
Date of
Completion
11. OCCUPATION: ______________________________________________________
Active Retired Not currently working
12. EMPLOYMENT EXPERIENCE. List employers, job titles and dates of
employment for at least previous 3 years.
Name of Employer Job Title Dates of
Employment
13. GOVERNMENT POSITIONS. List any Town of Brewster or other government
volunteer, elected, or appointed positions you now hold or have held.
14. COMMUNITY ACTIVITIES. List all civic, non-profit, or other organizations that
you belong to or have belonged to in the previous 5 years:
a. Organizations and dates:
15. GOALS: Please explain why you’d like to serve on a particular committee.
16. EXPERIENCE & SKILLS: Please list any experience, achievements, skills, or
interests you have that would assist you to serve effectively on the committee
you wish to serve on.
17. TOWN EMPLOYMENT: Are you or any member of your immediate family
employed by or receiving financial consideration from the Town of Brewster?
Yes No
18. CONFLICTS OF INTEREST. Do any of your activities or relationships present
the possibility or probability of a conflict of interest if you are appointed?(Does
not automatically disqualify but may need to be disclosed) Yes No
19. LOCAL REFERENCES: Please provide the names and contact information for
references (Brewster residents preferred):
20. ADDITIONAL INFORMATION. Please add any additional information you’d like.
a. Name:
Address:
Phone:
Email:
Relationship to you:
b. Name:
Address:
Phone:
Email:
Relationship to you:
FINAL Select Bd Appt Policy; version Oct. 28
20. SIGNATURE. By signing below, you state that you understand and agree.
My completion of this form does not guarantee my appointment and my
application will be kept on file for two (2) years.
If appointed to a position, I will be considered a Municipal Employee under
MGL Ch. 268A and will be subject to:
Massachusetts Conflict of Interest Law, MGL Ch. 268A;
Massachusetts Financial Disclosure Law, MGL Ch. 268B;
Massachusetts Open Meeting Law, MGL Ch. 30A, Sections 18-25, and the
implementing regulations, 940 CMR 29.00;
Massachusetts Public Records Law, MGL Ch. 66, and the implementing
regulations, 950 CMR 32.00;
Massachusetts Campaign Finance Law, MGL Ch. 55; and
Brewster Charter, when in force, and Town bylaws, and all other applicable
federal, state, and local laws or regulations.
If appointed, I must be sworn in by the Town Clerk before serving, and I will
complete State Conflict of Interest training after appointment, as well as
any other certifications required by law.
When submitted, I understand that this form becomes a public document.
Signature: Date:
Anne L. Weirich
Brewster, MA 02631
cell
Formal Education
l998 Masters of Divinity, Princeton Theological Seminary (PTS)
l980 B.A., Anthropology, Illinois State University, Normal, Illinois
Work History:
2019 - present - supply preaching, weddings
October 6, 2019 - Honorably Retired
October 2013 - October 6 2019 - Pastor, Head of Staff, College Drive Presbyterian Church,
New Concord, OH, 145 members, village/university
July - September 2013 - Sabbatical - Cuba, New Zealand
October 2011 - July 2013
Interim Head of Staff - First Presbyterian Church, Lansing, MI, 400 members, urban/
suburban
September 2006 - September 2011
Associate Pastor for Mission and Pastoral Care and Transitional Head of Staff -
Westminster Presbyterian Church, Grand Rapids, MI, 1300 members, urban
December 2001 - July 2006
Associate Pastor and Transitional Head of Staff - Claremont Presbyterian Church,
Claremont, CA, 500 members, suburban/college
September 1998 - October 2001
Associate Pastor - for Youth and Pastoral Care First Congregational Church of Harwich
UCC, Harwich, MA, 400 members, village
May l993 - August l995
Food Pantry Director/Community Ministries - Westminster Presbyterian Church,
Grand Rapids, Michigan, 1600 members, urban
March 1991 - November l993
General Manager - Eastown Food Cooperative, Grand Rapids, Michigan
September 1991 - August l992
Provided home care for terminally ill parent
September 1989 - August l991
Self-employed, Los Angeles, California
May l983 - June l989
Branch Manager/Assistant Vice-president, Mid America Title Company,
Arlington Heights, Illinois
August 1980 - April 1983
Administrative Assistant, Family Cancer Support Network, Evanston, Illinois
Other Service:
April 2022 - present - Brewster Pond Property Commission - alternate
August 2020 - present - President of Pilgrims of I’billin Board - Educational Institution
June 2020 - present - Brewster Ladies Library Association Board- Secretary
June 2019 - PCUSA Ecumenical delegate to the RCA General Synod, Holland, MI
June 2018 - October 2019 - Council member, Synod of the Covenant, Trustee
June 2017 - PCUSA delegate to the World Communion of Reformed Churches General Council
meeting - Leipzig, Germany
October 2017 - October 2019 - Convener - Ecumenical Addiction Coalition of New Concord,OH
October 2017 - October 2019- New Concord Area Arts and Recreation Department Board, New
Concord, OH.
December 2016 - October 2019 - Convener -Ecumenical Interconnections Coalition of New
Concord, OH
January 2015 - December 2018 - Board Member and Secretary - Evergreen Senior Housing
Board, New Concord, OH
October 2013 - October 2019
Member of the New Concord Ministerial Association and the
Presbytery Clergy Parish of New Concord and Cambridge
February 2014 - present - GACEIR - Executive Committee 2016-7 and 2020 - 21
General Assembly Committee on Ecumenical and Interfaith Relations
April 2014 - delegate to CANAAC - regional group for WCRC, Jamaica
January 2006 -November 2012 - Member of the Presbytery of Lake MI Leadership Team
Presbytery worship coordinator, member Staff Design Team
June 2010 - February 2011 - Moderator of an ecumenical board supporting the creation of a
Native American community center in Grand Rapids, MI.
April 2009 - June 2010 - Member of the local (Grand Rapids) and national planning committee
for the Uniting General Council of the World Communion of Reformed Churches.
June 2008 - Delegate to General Assembly, San Jose, CA
February 2006 - Synod work group with Cliff Kirkpatrick - a conference on the challenge
from the World Alliance of Reformed Churches, Los Angeles, CA
October 2005 - Synod work group for a Presbyterian Women’s celebration of women’s
ordination with Jana Childers and Jane O’Dell, Claremont, CA
March 2002 - August 2006
Co-Moderator - Administration & Finance Committee, San Gabriel Presbytery
Member of Presbytery Council, Vice-President of San Gabriel Presbytery Corporation
Jan. 2002 - December 2004
Worship Committee, San Gabriel Presbytery
August 2004
World Alliance of Reformed Churches General Council, Accra, Ghana - guest/observer
July 2003
Presbyterian Women’s Triennial Conference, Louisville - PW Synod Reflector
October 1998 - October 2001
Chair, Stewardship and Mission Committee, Presbytery of Southern New England
Member of Presbytery Council
Mission: Mexican border, 1992,3, 2007, 8, 10. Scotland, 2000. PDA - Katrina 2006, 7, 8.
Cuba 2009, 10, 11, 13. Detroit, 2008, 9. Israel/Palestine 2007, 8, 9, 10, 11, 13, 14, 15, 16, 17,
18, 19, 20, 21, 22. Habitat 2011 and many community ministries.