HomeMy Public PortalAboutSelect Board Meeting Packet 02.26.241
Consent Agenda Cover Page
February 26, 2024
a.Approval of Meeting Minutes: February 5, February 7, and February 9, 2024
Draft meeting minutes from the Select Board meetings in February have been presented
for review and approval. The meetings on February 7 and February 9 were joint with the
Finance Committee, once approved they will be sent to the Chair for approval at an
upcoming meeting.
Administrative Recommendation:
We recommend the Select Board approve the meeting minutes as drafted.
b.Brewster Cultural Council Appointment: Anne Weirich
Anne Weirich submitted her application and followed the Select Board appointment
policy for the vacant member position on the Cultural Council. The Select Board liaison
and Cultural Council Chair have interviewed the applicant and recommend her
appointment. This is for a 3-year term that will end on June 30, 2027.
Administrative Recommendation:
We recommend the Select Board approve the appointment to the Cultural Council.
c.Application for Facility Use: Brewster Conservation Trust (Punkhorn Parklands) The
Brewster Conservation Trust has submitted an application to use the Punkhorn Parklands
to host a nature walk to learn about the growing habits of fungi. This nature walk will be
held on Thursday April 30, 2024, from 9:30am until 12:00pm and they expect up to 25
people to attend. Brewster Conservation Trust has submitted the required certificate of
insurance. The application was shared with various department heads for review, there
are no concerns with the application.
Administrative Recommendation:
We recommend the Select Board approve the facility use application.
d.Request to Declare Items as Surplus: Police Department
The Brewster Police Department is requesting permission to declare old communication
radios as surplus equipment to be disposed of by the County. If approved the County will
erase all information on the radios and dispose of them appropriately.
Administrative Recommendation:
We recommend the Select Board approve the surplus request.
e.Request to Install Fiber Optic Service Line at 1657 Main Street Cell Tower
Comcast Communications is requesting permission to install a new fiber optic service line
to the cell tower behind the Fire Station. The work will not take longer than a day to
complete and will be scheduled for February 28, 2024, between 9am and 3pm. The Fire,
Building and Department of Public Works have all been notified of this potential work
and have no concerns with the project.
2
Administrative Recommendation:
We recommend the Select Board approve this request for installation.
f.Intermunicipal Agreement with Falmouth to Purchase Oyster Seed
The Town of Falmouth oyster propagation methodology allows for more oysters to be
grown than are needed to support their fishery. The Barnstable County Cooperative
Extension requested Falmouth to develop an intergovernmental document to manage
the sale of shellfish.
Administrative Recommendation:
We recommend the Select Board approve the Intermunicipal Agreement.
g.Request for Certified Vote for Community Development Block Grant (CDBG) Housing
Rehabilitation Mortgages
The Barnstable County Registry of Deeds requires that the Town provide documentation
authorizing the sub-grantee, The Resources Inc. (TRI), to record mortgages on behalf of
the Town for participants of the Community Development Block Grant housing
rehabilitation program. The request also includes authorization for TRI to sign and
record mortgage modifications, subordinations, and discharges for loans.
Administrative Recommendation:
We recommend the Select Board approve the request and sign the documents.
Town of Brewster
2198 Main Street
Brewster, MA 02631-1898
Phone: (508) 896-3701
www.brewster-ma.gov
Select Board 2.05.2024 www.brewster-ma.gov ` Page 1 of 8
Office of:
Select Board
Town Manager
MINUTES OF THE JOINT MEETING W/ SELECT BOARD & FINANCE COMMITTEE REGULAR SESSION
DATE: February 5, 2024
TIME: 5:30 PM
PLACE: 2198 Main Street, Room A
Participants: Chair Chatelain, Selectperson Chaffee, Selectperson Hoffmann, Selectperson Whitney,
Selectperson Bingham, Town Manager Peter Lombardi, Assistant Town Manager Donna Kalinick, State
Senator Julian Cyr, State Representative Chris Flannagan, Finance Director Mimi Bernardo, Finance
Committee members: Chair Pete Dahl, Frank Bridges, Alex Hopper, Bill Meehan, Patrick Buckley, Robert
Tobias
Remote Participation: Finance Committee Members: Bob Young and Andrew Evans, Brewster Conservation
Trust Members: Amy Henderson and Tino Kamarck,
Absent: Finance Committee Member Bill Henchy
Call to Order and Declaration of a Quorum (Select Board)
Chair Chatelain called the meeting to order at 5:30pm and declared a quorum with all members present in
person.
Chair Chatelain noted that the Board will be entering executive session to consider the purchase, exchange,
lease, or value of real property if the chair declares that an open meeting may have a detrimental effect on
the negotiating position of the public body- 3057 Main Street & 400 W.H. Besse Cartway
Selectperson Hoffmann moved to enter executive session. Selectperson Bingham seconded the motion. A
roll call vote was taken. Selectperson Bingham-yes, Selectperson Hoffmann-yes, Selectperson Chaffee-yes,
Selectperson Whitney-yes, Chair Chatelain-yes. The vote was 5-Yes, 0-No.
The Select Board returned to open session at 5:50pm.
Meeting Participation Statement and Recording Statement
Chair Chatelain read both the meeting participation and recording statements.
Consent Agenda
a.Approval of Meeting Minutes: January 22 and January 23, 2024
b.Department of Public Works Cemetery Plot Resale Request Correction
Selectperson Hoffmann moved to approve the consent agenda of February 5, 2024. Selectperson Chaffee
seconded the motion. A roll call vote was taken. Selectperson Bingham-yes, Selectperson Hoffmann-yes,
Selectperson Chaffee-yes, Selectperson Whitney-yes, Chair Chatelain-yes. The vote was 5-Yes, 0-No.
Matters Not Reasonably Anticipated by the Chair
None
Town of Brewster
2198 Main Street
Brewster, MA 02631-1898
Phone: (508) 896-3701
www.brewster-ma.gov
Select Board 2.05.2024 www.brewster-ma.gov ` Page 2 of 8
Office of:
Select Board
Town Manager
Next Meetings
February 7, February 9, February 12, and February 26, 2024
Town Manager’s Report
None
Legislative Update- Senator Julian Cyr & State Representative Chris Flanagan
State Representative Chris Flanagan shared that the Commonwealth is generating revenue, but not hitting
the benchmarks the way they had hoped. Adding that as we go into FY25, the Governor’s budget is a great
baseline for towns to use to look to account for state aid with hopes that the House will approve the budget
and send to the Senate in May. Mr. Flanagan knows that state aid to municipalities is important, particularly
around schools as offering high quality education comes at a cost and certainly is a good investment.
The Municipal Empowerment Act filed by the Governor expands the tools that municipalities currently have
to generate revenue. Mr. Flanagan stated that we need to be partners in terms of making sure that state
revolving funds qualifies Brewster for our own water quality measures. Adding that it is important for
municipalities to have technical assistance and resources in developing mitigation and adaptation efforts
around coastal resiliency. Mr. Flanagan shared that he helped file a Home Rule petition regarding the
conservation restriction for Wing Island, it has passed the House and is currently in the Senate, the last step
before it gets enacted.
Senator Cyr noted that last session a historic billion-dollar tax relief package was approved, which included a
tripling of the Title V septic tax credit from $6K to $18K and clarifies that eligible sewer connections and
upgrades to be compliant in nitrogen sensitive areas. Also, in the tax package the senior citizen circuit
breaker refund doubled to help seniors with property taxes. Senator Cyr shared other information included
in the tax relief package to help municipalities.
Senator Cyr referenced the Cape Cod and Islands Water Protection Fund that to date has funded $82M for
projects across the region and continues to think creatively on ways to bring more recourses into the fund.
One of the larger issues is housing, in which two topics are being reviewed. A $4.1B housing bond bill has
been filed that looks at a local option transfer fee on real estate at a certain threshold, which could be a
transformational sum of money if it passes. Another is the idea of a seasonal community designation, which
includes year-round deed restrictions and programs for workforce housing. This could give municipalities
the ability to own and have housing for their workers. Senator Cyr welcomes feedback from the Town,
Frank Bridges commented that there is a unique situation on the cape with a rapidly declining school
population and increases in expenses each year, it costs about $30K to educate a student and doesn’t see
how we can continue with our tax base. Senator Cyr responded that in 2018 the Student Opportunity Act
was passed which to date has funneled over $1B into additional resources for K-12 education across
Massachusetts. The formula is set up to benefit communities that have lower income, and where Brewster
really takes a hit is with the value of our property. Senator Cyr commented that it is unlikely that the State
would come up with a formula that would benefit communities that have more assets, and the
Town of Brewster
2198 Main Street
Brewster, MA 02631-1898
Phone: (508) 896-3701
www.brewster-ma.gov
Select Board 2.05.2024 www.brewster-ma.gov ` Page 3 of 8
Office of:
Select Board
Town Manager
consolidation of schools may have to be considered. Mr. Bridges responded that we should be looking at
income and not just real estate values. Senator Cyr noted that this is why housing is so essential, our ability
to sustain vibrant year-round communities is only going to get more difficult.
Senator Cyr and State Representative Chris Flanagan will continue to provide more information and
encourages the Town to send ideas on tools that would be helpful for our community.
Call to Order and Declaration of a Quorum (Finance Committee)
Chair Dahl called the meeting to order at 6:29pm and declared a quorum in person with two members
remote.
Update from Brewster Conservation Trust Regarding Partnership with the Town on the former Sea Camps
Pond Property
Tino Kamarck, President of Brewster Conservation Trust (BCT), reported that the Board has voted to
endorse and accept the plan that has been proposed by the Pond Property Planning Committee (PPPC) of
the former Sea Camps. Mr. Kamarck shared that they are particularly excited about the proposed 56 acres
to be preserved in perpetuity, this is the biggest single accession of undisturbed open space since the
Punkhorn properties were acquired by the Town in the 90s. Brewster Conservation Trust is grateful and
appreciative of the work of the PPPC which is a great example of civic engagement. They are also looking
forward to the partnership with the Town and Mass Audubon. Mr. Kamarck shared that along with this
endorsement is BCT’s commitment to provide funding and is confident that they will be able to provide to
the Town at least $1M.
Chair Chatelain thanked Mr. Kamarck for their generosity and for their partnership in many projects in the
past. The Town looks forward to continuing to work with BCT on the future of the parcels.
Public Announcements and Comment
Selectperson Hoffmann announced that she will be retiring from the Select Board and shared three
suggestions for happiness; look with amazement and wonderment upon the world, the encouragement of
our young people, and the love of your family and the companionship of friends. Selectperson Hoffmann
thanked the volunteers, administration, and departments for all their hard work and dedication. She has
been an elected official in the Town of Brewster for 9 years and it is with a sense of happiness, amazement,
gratitude, encouragement, and appreciation that she has decided after her term is completed in May that
she will be retiring from her service on the Select Board.
Chair Chatelain shared on behalf of the Board the pleasure it has been working with Ms. Hoffmann for many
years and that she will be missed.
Select Board Announcements and Liaison Reports
Selectperson Chaffee shared that the Recycling Commission and the Brewster Ladies Library will be hosting
their third Fix-It Clinic on Saturday February 24, from 1pm to 3pm at the library. Registration is available on
the library’s website.
Town of Brewster
2198 Main Street
Brewster, MA 02631-1898
Phone: (508) 896-3701
www.brewster-ma.gov
Select Board 2.05.2024 www.brewster-ma.gov ` Page 4 of 8
Office of:
Select Board
Town Manager
Town Manager’s Report
No report
FY25 Budget Overview Presentation and Discussion (Joint with Finance Committee)
Mr. Lombardi shared that the 5-year Financial Forecast was provided in early December for the general
fund, and in mid-December the 5-year financial forecast was provided for the Golf Department. The budget
guidance was shared with department heads and the schools, which for departments was to provide level
services with limited targeted enhancements. They were asked to provide detailed information and
justification for any budget changes of more than $1,000. Mr. Lombardi noted that there are still some
significant variables that need to be resolved.
The Finance team (Peter Lombardi, Mimi Bernardo, and Donna Kalinick) presented the FY25 Budget
Overview:
Revenue Projections- the revenue for the general fund is about $47M made up of:
o 2.5% increase over last year’s levy (new growth), $250K based on Assessor’s analysis.
o Cape Cod Environmental Protection tax fund
o Offset for an allowance for abatements.
o Local receipts at $6.5M including traditional lodging, short-term rentals, and motor vehicle
excise revenues.
Investment income increased by $135K to $150K based on $286K FY23 actuals and
FY24 YTD actuals.
Short-Term Rental Revenues increase to $1.05M from $1M.
o Cherry sheet estimated receipts at $2.6M (using the House 2 State Budget). Largest piece of
the receipts are the Chapter 70 funds at just under $1.4M.
o Transfers In from other funds:
Ambulance Fund Receipts
Indirect costs from the Water Enterprise Fund (decreasing) and Golf Enterprise Fund
(increasing)
Cable Francise Fund
Cell Tower Lease Revolving Fund
Betterment Receipt Reserve Accounts
Solar Revenues – receive about $20K/year that fund a part-time Energy Manager
Marijuana Revenues- need to be online for a full fiscal year before the Town can
budget for revenues, will be in FY26.
Expense Drivers: School Budgets
o Nauset Regional
Projected for FY25 a 3% operating increase.
Currently proposed at 8% operating increase, for the Middle School and the High
School.
Town of Brewster
2198 Main Street
Brewster, MA 02631-1898
Phone: (508) 896-3701
www.brewster-ma.gov
Select Board 2.05.2024 www.brewster-ma.gov ` Page 5 of 8
Office of:
Select Board
Town Manager
Enrollment for the region has decreased 3.6% for our assessment for FY25. Significant
for Brewster as we make up just under 50% of the regional assessment. Based on
this, we now project we can accommodate a 4.5% increase.
The health insurance numbers are estimates, will have the actuals on Feb 7th (a big
factor in our budgets and the school budgets).
Anything over a 4.5% increase would require an override.
o Brewster Elementary Schools
Projected a 3% operating increase; currently there is a proposed 12.5% increase for
Stony Brook and 11.7% increase for Eddy School.
Due to the enrolment shift, believe we could accommodate a 4.5% increase.
Anything over a 4.5% increase would require an override.
o Cape Cod Tech
Projected a 2.5% operating increase, Brewster enrollment decreased by 3.5% relative
to the total student population (6 students).
Currently proposed an operation increase of 4.4%, because of our decrease, the
number will be lower.
$30K debt decrease (20-year level principal debt, goes through 2039)
o Health Insurance
Projected 4% rate increase, however in the budget we have a proposed 5% increase
based on current staffing.
Actual premium increase will be determined on Feb 7, 2024.
o Pension
Projected 11% increase.
Currently proposed 2.7% increase based on experience- may increase slightly.
Expense Drivers: Town
o Personnel- we have contracts settled through FY26; the budget reflects FY25 actual
contracts. Projects a 2.5% COLA and a 3% step increase for most employees. Includes agreed
upon adjustments that reflect the compensation and classification recommendations for
Police and Fire.
o General Expenses (exclusive of Health Insurance & Pension)- projected a 3% increase,
however within the increases we did have larger increases particular for utilities. Actual
Town expenses including health insurance, pension and utilities are currently at 3.6%.
o Town Total Operating Expenses are at 4.9%, includes proposed targeted staffing increases. If
you were to take these away it would be a 4.5% increase without the targeted staffing
increases.
Mr. Lombardi commented that we have done our best to hold ourselves to the same standards to which we
are holding the schools. On the right side of an enrollment shift, which gave us extra capacity. The baseline
funding levels for our elementary schools and the region for FY25 are $1M higher than what we had within
the levy last year.
Town of Brewster
2198 Main Street
Brewster, MA 02631-1898
Phone: (508) 896-3701
www.brewster-ma.gov
Select Board 2.05.2024 www.brewster-ma.gov ` Page 6 of 8
Office of:
Select Board
Town Manager
Budget Initiatives have been focused on the Sea Camps over the past couple of years, a priority has
been both to provide public access and programming on the properties. Last year the major
initiative was to open the Community Pool.
o Community Pool- fully funding all expenses for the pool within the pool revolving fund,
including personnel. For those positions that have been covered by American Rescue Plan Act
at least a portion of them will be incorporated into the tail end of FY25 budget. Planning on
opening an hour earlier each morning and extending the season by one week. Based on the
fee structure, we effectively covered the costs of our operation, around $110K in revenues
and expenses, recognizing there were several one-time costs for the first year. Pool fees
recommended to remain the same as 2023.
o Select Board goal that has been on their Strategic Plan is to look to make targeted
enhancements in staffing in different departments and being thoughtful and strategic about
it.
Recreation – new 19-hour week Recreation Program Specialist, funded half in the
General Fund and half from Recreation Revolving Fund ($15K impact on the General
Fund)
Facilities- new 40-hour week, 32-week/year Sea Camps Maintenance Worker ($32K)
Public Works- new full-time laborer position ($64K) & $10K stipend for Town Engineer
services (DPW Director)
Human Resources- increased hours of part-time HR Generalist by 3.5 hours to
22.5/week ($5K)
Administration- $10K stipend for Procurement Officer services (Assistant Town
Manager)
o Childcare Subsidy Pilot Program (Strategic Plan Goal CC-3)
The Select Board approved in January a pilot program to begin in September, subject
to Town Meeting vote. The program will provide funding to children ages 3-4 and
families will receive a $3000 subsidy per family.
Funded out of the overlay with no tax impact on residents. Looking for an
appropriation of $250K, believe the funding is sustainable for at least 3 years. Be able
to help approximately 75 children and hire an administrator for the program.
No restriction on income with this program.
Mr. Lombardi provided an FY25 Budget Summary:
Estimated FY25 General Fund Revenue totals a little under $58.2M
Operating appropriations assuming 4.5% operating increases for the region and our elementary
schools, we come just over $51K in available levy capacity and $58.14M in expenses.
If the schools were to bring their budgets in at where they are today (Nauset Regional at 8% and
Elementary schools at 12%) we would be looking at school operating override(s) of about $1.1M.
Generally, the Town has done well with health insurance, the reason why we have seen savings is due to
employee turnover, which is not sustainable or reliable. In building the budget we are incredibly specific on
Town of Brewster
2198 Main Street
Brewster, MA 02631-1898
Phone: (508) 896-3701
www.brewster-ma.gov
Select Board 2.05.2024 www.brewster-ma.gov ` Page 7 of 8
Office of:
Select Board
Town Manager
how we arrive at the numbers and account from some change of plan. Mr. Lombardi shared what comes
next:
The budget directive to the schools is in support of a 3% increase. The possibility of cutting $1.1M on
the Town side of the budget would be dramatic in terms of impacts to staff and services. We should
know more in about a month, we will communicate where the Town is in the process and share that
there would likely be an override if they come in even at 5+%.
Continuing to purse Regional School Agreement and explore the feasibility of regionalizing
elementary schools, the application is to be submitted this week.
Mr. Lombardi noted that the goal is to provide more information so people can understand and so that it is
accessible. The departmental pages will include a mission statement, their FY24 accomplishments, FY25
goals and initiatives and budget highlights with supplementary materials. Ms. Kalinick noted that the school
department links will not be live as we only have preliminary information at this time.
Questions from the Finance Committee:
Member Meehan inquired about the 7% increase in Golf indirects and the open position for a Golf Business
Manager. Mr. Lombardi that each line on both the expense and revenue side is reviewed, there have been
decreased assumptions about procurement time in FY25, if not for this the personnel increases would have
been more as they are generally 5+%. The position remains vacant, when filled there will be a learning curve
to get the new employee acclimated. This is something that the Golf Commission is paying attention to and
will be revisited next year. Member Meehan stated that he is supportive of the stipend for the procurement
officer.
Member Young inquired about the Special Education Stabilization Fund. Mr. Lombardi shared that this fund
is meant to serve as an equivalent to the Finance Committees reserve fund for mid-year unanticipated
expenses that can’t otherwise be covered by the school department. There is currently a balance of just
under $40K and can’t be used as a funding source to support operating expenses.
Member Bridges observed that in reviewing the budget-to-budget comparison between 2023 and 2024 (a
three-budget cycle), our taxes are up $3.5M or about 9.5%, our educational expenses are up $6M or 27%
without debt, operating budget is up 10%, employee benefits up just under 10% and school debt is five
times what it was. We are getting up to 65% of our expense budget is in categorizes of educational school
debt as a percentage of the budget. Mr. Bridges commented that we need to figure out how to turn it
around or our override will be higher than last year, something the Town needs to be creative about.
Selectperson Bingham commented that this has been something that has bothered her for a long time,
residents are just voting for the schools, but also to raise their taxes. Agrees that we need to educate the
community about this.
Member Hopper asked how the $10K stipends work? Mr. Lombardi noted that they are included as wage
considerations in the department operating budgets. They will appear once in the FY25 budget and will
Town of Brewster
2198 Main Street
Brewster, MA 02631-1898
Phone: (508) 896-3701
www.brewster-ma.gov
Select Board 2.05.2024 www.brewster-ma.gov ` Page 8 of 8
Office of:
Select Board
Town Manager
remain in the budgets in future years. Adding that residents are voting on each individual budget each year,
not a one-time payment, within the operating budget.
Chair Dahl commented that there is a struggle in being supportive of overrides as residents need to know
what would happen if the Town had to pull $1M from the budget to keep subsidizing the schools. He asked
if a plan is in place if the override fails? Mr. Lombardi noted that this would depend on how the votes go, if
Brewster is the only town that votes against the budgets or if other towns take a similar position. He
believes it is incumbent on the schools to communicate to our residents what would happen if their
overrides would fail as opposed to putting the Town in a position to go through an exercise that has cultural
implications for our departments. Chair Dahl stated that the warrant should include whether the town will
approve the alternative method or statute method in determining what our contributions should be.
Finance Committee Adjournment
Finance Committee member Meehan moved to adjourn at 8:03pm. Member Hopper seconded the motion.
A roll call vote was taken. Member Evans-yes, Member Young- yes, Member Tobias- yes, Member Meehan-
yes, Member Buckley-yes, Member Hopper-yes, Member Bridges-yes, Chair Dahl-yes. The vote was 8-yes, 0-
no,
Questions from the Media
None
Select Board Adjournment
Selectperson Bingham moved to adjourn at 8:04pm. Selectperson Chaffee seconded the motion. A roll call
vote was taken. Selectperson Hoffmann-yes, Selectperson Chaffee-yes, Selectperson Bingham-yes,
Selectperson Whitney-yes, Chair Chatelain-yes. The vote was 5-Yes, 0-No.
Respectfully submitted by Erika Mawn,
Executive Assistant
Approved: __________________ Signed: _________________________________________
Date Selectperson Hoffmann, Clerk of the Select Board
Approved by Finance Committee on: ______________________
Accompanying Documents in Packet: Agenda, Consent agenda items, FY25 Budget Overview, Nauset Public Schools FY25 Budget
Worksheets, Cape Cod Tech FY25 Budget information.
Town of Brewster
2198 Main Street
Brewster, MA 02631-1898
Phone: (508) 896-3701
www.brewster-ma.gov
BoS 02.07.2024 www.brewster-ma.gov Page 1 of 2
Office of:
Select Board
Town Manager
MINUTES OF THE JOINT MEETING WITH SELECT BOARD & FINANCE COMMITTEE REGULAR SESSION
DATE: February 07, 2024
TIME: 7:45 AM
PLACE: 2198 Main Street, Rooms A & B
PARTICIPANTS: Chair Chatelain, Selectperson Chaffee, Selectperson Hoffmann, Selectperson Bingham,
Selectperson Whitney, Town Manager Peter Lombardi, Assistant Town Manager Donna Kalinick, Finance
Director Mimi Bernardo, Finance Committee members: Chair Pete Dahl, Frank Bridges, Bill Meehan, Patrick
Buckley, Robert Tobias
REMOTE PARTICIPANTS: Finance Committee member: Robert Young and Andrew Evans
ABSENT: Finance Committee Members: Bill Henchy and Alex Hopper
Chair Chatelain stated that the Select Board would be entering executive session for the purchase or
exchange of real property.
Selectperson Hoffmann moved to enter executive session. Selectperson Chaffee seconded the motion. A roll
call vote was taken. Selectperson Bingham-yes, Selectperson Hoffman-yes, Selectperson Chaffee-yes,
Selectperson Whitney-yes, Chair Chatelain-yes. The vote was 5-Yes, 0-No.
The Board returned to open session at 8:30am.
Call to Order & Declaration of a Quorum, Meeting Participation Statement and Recording Statement
Chair Chatelain called the Select Board meeting to order at 8:10am and declared a quorum with all members
present and in person. Chair Chatelaine read the meeting participation and recording statements.
Public Announcements and Comment:
None
Next Meetings:
February 9 (Joint with Finance Committee), February 12 & February 26, 2024
Call to Order & Declaration of a Quorum
Finance Committee Chair Dahl called the meeting to order, declared a quorum present and announced the
remote members.
FY25 Budget Presentations
The Select Board and the Finance Committee reviewed and discussed department budgets with the
respective department heads as follows:
Police Department- Chief Eldredge
Town Clerk- Colette Williams
Facilities/Maintenance Department- Tom Thatcher
Town of Brewster
2198 Main Street
Brewster, MA 02631-1898
Phone: (508) 896-3701
www.brewster-ma.gov
BoS 02.07.2024 www.brewster-ma.gov Page 2 of 2
Office of:
Select Board
Town Manager
Fire Department- Chief Moran
Health Department – Amy von Hone
Department of Public Works – Griffin Ryder
Natural Resources Department – Chris Miller
Planning Department - Jon Idman
Brewster Ladies Library- Brittany Taylor
Adjournment
Finance Committee member Meehan moved to adjourn at 12:10pm. Member Bridges second. A roll call vote
was taken. Member Young- yes, Member Evans-yes, Member Bridges-yes, Member Meehan- yes, Member
Buckley-yes, Member Tobias-yes, Chair Dahl-yes. The Finance Committee Board vote was 7-Yes, 0-No
Selectperson Hoffmann moved to adjourn at 12:11pm. Selectperson Bingham second. A roll call vote was
taken. Selectperson Bingham-yes, Selectperson Hoffman-yes, Selectperson Chaffee-yes, Selectperson
Whitney-yes, Chair Chatelain-yes. The vote was 5-Yes, 0-No.
Respectfully submitted by Erika Mawn,
Executive Assistant
Approved: __________________ Signed: _________________________________________
Date Selectperson Hoffmann, Clerk of the Select Board
Approved by the Finance Committee on: __________________
As Brewster officials continue to work through the Fiscal Year 2025 budget development process, an
overview of Town Management’s budget recommendations was presented to the Select Board and Finance
Committee at their joint meeting on Monday February 5th.
The Town’s FY25 Operating Budget is available in an online format. Click here to access the FY25 budget
materials. Residents can view detailed reports and charts on each department. Each page also includes the
current year accomplishments, goals for next year, and proposed budget changes.
Town of Brewster
2198 Main Street
Brewster, MA 02631-1898
Phone: (508) 896-3701
www.brewster-ma.gov
BoS 02.09.2024 www.brewster-ma.gov Page 1 of 3
Office of:
Select Board
Town Manager
MINUTES OF THE JOINT MEETING WITH SELECT BOARD & FINANCE COMMITTEE REGULAR SESSION
DATE: February 09, 2024
TIME: 8:30 AM
PLACE: 2198 Main Street, Rooms A & B
PARTICIPANTS: Chair Chatelain, Selectperson Chaffee, Selectperson Hoffmann, Selectperson Bingham,
Selectperson Whitney, Town Manager Peter Lombardi, Assistant Town Manager Donna Kalinick, Finance
Director Mimi Bernardo Finance Director Mimi Bernardo, Finance Committee members: Chair Pete Dahl,
Frank Bridges, Bill Meehan, Patrick Buckley, Robert Tobias, Department Heads: Paul Anderson, Jay Packet,
Elton Cutler, Mike Gradone, Susan Broderick, Kathy Lambert, James Gallagher, Lisa Vitale
REMOTE PARTICIPANTS: Finance Committee member: Robert Young
ABSENT: Finance Committee Members: Bill Henchy, Alex Hopper, and Andrew Evans
Call to Order & Declaration of a Quorum, Meeting Participation Statement and Recording Statement
Chair Chatelain called the meeting to order at 8:30am and declared a quorum with all member present and
in person. Finance Committee Chair Dahl called the meeting to order at 8:31am and announced members
present. Chair Chatelain read the meeting participation and recording statements.
Public Announcements and Comment
None
Review and Vote on Grant Application for Elementary School Regionalization Feasibility Study- Select
Board FY24-25 Strategic Plan Goal G-1
Mr. Lombardi reviewed that the four towns in the district had discussed and agreed to submitting a State
Community Compact Grant for their efficiency and regionalization program. This originated with
conversations with the Superintendent and Town Managers earlier this fall. Over the past couple of months
Town Managers have communicated with the Select Boards and Elementary School committees in each of
the four towns. The Nauset Regional School Committee was also approached to include the middle school
within the scope. The grant application is ready to be submitted today and will be used to look at the
facilities, enrollment, budget drivers, staffing levels, student to teacher ratios and capital investments. Mr.
Lombardi noted that this is being framed as a pre-feasibility study to gather data so that we are positioned to
be able to make decisions individually and collectively. The administration recognizes that there will
potentially be school overrides again this year, not only in Brewster but in other towns as well. By submitting
the grant, we are seeking up to $200K to hire a consultant to help with this work. If we are awarded the
grant, the project will take a little over a year to complete. Mr. Lombardi expects the results of the code
compliance study to be completed before then and be incorporated into the findings of the report.
Selectperson Hoffmann commented that in the Elementary School budget there are a lot of increases
especially in related services (OT, PT, Speech and Language services) and right now these resources cannot
be shared from one town to another. Mr. Lombardi responded that this is stressed in the grant application,
noting that this is also potential opportunities to gain efficiencies across the elementary school districts.
Town of Brewster
2198 Main Street
Brewster, MA 02631-1898
Phone: (508) 896-3701
www.brewster-ma.gov
BoS 02.09.2024 www.brewster-ma.gov Page 2 of 3
Office of:
Select Board
Town Manager
Chair Dahl commented this is timely as the per pupil expenditures at the elementary schools on the outer
cape are the most expensive districts in the Commonwealth all because of enrollment. Schools are trying to
provide the same services, administrative and building support whether there are 50 or 250 people, we need
to find another way to do it.
Selectperson Hoffmann moved to approve the grant application as submitted. Selectperson Chaffee
seconded the motion. A roll call vote was taken. Selectperson Bingham-yes, Selectperson Hoffmann- yes,
Selectperson Chaffee-yes, Selectperson Whitney-yes, Chair Whitney-yes. The Board vote was 5-Yes, 0-No.
FY25 Budget Presentations
The Select Board and the Finance Committee reviewed and discussed department budgets with the
respective department heads as follows:
Water Department – Paul Anderson
Golf Department – Jay Packett
Council on Aging – Elton Cutler
Recreation Department – Mike Gradone
Human Resources – Susan Broderick
Finance Department: IT (Kathy Lambert), Assessors (Jim Gallagher), Finance (Mimi Bernardo),
Treasurer/Collector (Lisa Vitale), Benefits & Debt
Building Department – Peter Lombardi
Administration, Town Hall Operations & All Others
Adjournment
Finance Committee member Tobias moved to adjourn at 2:01pm. Member Buckley seconded. A roll call vote
was taken. Member Young-yes, Member Bridges-yes, Member Meehan-yes, Member Buckley- yes, Member
Tobias-yes, Chair Dahl-yes, The Finance Committee Board vote was 6-Yes, 0-No
Selectperson Chaffee moved to adjourn at 2:01pm. Selectperson Whitney seconded the motion. A roll call
vote was taken. Selectperson Bingham-yes, Selectperson Hoffmann- yes, Selectperson Chaffee-yes,
Selectperson Whitney-yes, Chair Chatelain-yes. The Board vote was 5-Yes, 0-No.
Respectfully submitted by Erika Mawn,
Executive Assistant
Approved: __________________ Signed: _________________________________________
Date Selectperson Hoffmann, Clerk of the Select Board
Approved by the Finance Committee on: __________________
Town of Brewster
2198 Main Street
Brewster, MA 02631-1898
Phone: (508) 896-3701
www.brewster-ma.gov
BoS 02.09.2024 www.brewster-ma.gov Page 3 of 3
Office of:
Select Board
Town Manager
An overview of Town Management’s budget recommendations for Fiscal Year 2025 was presented to the
Select Board and Finance Committee at their joint meeting on Monday February 5th.
The Town’s FY25 Operating Budget is available in an online format. Click here to access the FY25 budget
materials. Residents can view detailed reports and charts on each department. Each page also includes
current year accomplishments, goals for next year, and proposed budget changes.
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.
Town of Brewster
2198 Main Street
Brewster, MA 02631
(508) 896-3701
www.brewster-ma.gov
Office of the:
Select Board
Town Manager
Memo
To: Brewster Select Board
From: Erika Mawn
Date: February22, 2024
Re: Items to Declare as Surplus
The Brewster Police Department is requesting permission from the Select Board to declare old
radios as surplus for disposal. The County Radio Team replaced the radios with new ones that
were purchased a few months ago. They are willing to take the old radios, erase any information
from them and dispose of them once approved.
2/6/2024
Select Board of Brewster, MA
Brewster Town Offices
2198 Main Street
Brewster, MA 02631
Dear Select Board,
This cover lefter is to request permission for Comcast Communicafions Inc. to pull a new fiber opfic
service line to the Cell Tower behind the Fire Stafion at 1657 Main St., Brewster, MA. The path of the
new fiber will be in the manhole system in the driveway. Comcast already occupies the manhole system
and one of the conduits inside. We will use the same conduit for the new fiber opfic cable. The complete
fiber path is on the diagram aftached.
The work performed will take no longer than a day to completed. Work hours would be 9am to 3pm, on
Wednesday, February 28, 2024.
The Fire Department, Building Department, and Department of Public Works have been nofified, and
have expressed no concerns with the project. A police detail has been requested in order to assist with
temporary disrupfions to traffic.
Please contact me with any quesfions you may have.
Sincerely,
Todd Ausfin
Contract Fiber Coordinator
Comcast Cable, Inc.
115 Epping Rd., Exter, NH
C-603-337-5501
Todd_Ausfin@cable.comcast.com
Intermunicipal Agreement
Shellfish Sales and Purchase
Terms and Conditions by and between the following:
Marine & Environmental Services Natural Resources
Town of Falmouth Town of Brewster
59 Town Hall Square 2198 Main Street
Falmouth, MA 02360 Brewster, MA 02631
THIS INTERMUNICIPAL AGREEMENT is made pursuant to General Laws Chapter 40 §4A, this __________
day of _________, 20_____ by and between the Town of Falmouth (“Falmouth”) and the Town of Brewster
(the “Town”), collectively the “Parties”.
The Intermunicipal Agreement (“Agreement”) Terms and Conditions and any agreed upon changes thereto
included in any Amendments shall take precedence over any additional or conflicting terms and conditions as
may be included in any other document attached hereto.
NOW THEREFORE, Falmouth and the Town do mutually agree as follows:
1. Employment of Falmouth. Falmouth hereby agrees to perform the services hereinafter set forth in the
Scope of Services and the Town agrees to pay for said services as set forth below.
2. Scope of Services. Falmouth shall perform the scope of services to the Town in the sale of intermediate
oyster seed.
A. Falmouth will provide pathology reports and growing area history for sold oyster seed.
B. All oysters sold will have been grown in classified Approved areas, per Massachusetts Division of Marine
Fisheries.
C. Falmouth will provide size data for sold oyster seed.
D. Falmouth bears no responsibility of mortality of oyster seed after delivery.
3. Amendments. Any amendment to this Agreement must be made and approved in writing by Falmouth and
the TOWN.
4. Time of Performance.
Start Date End Date
5. Notification of availability. Falmouth shall notify the Town of the availability of desired quantities of oyster
seed by __________ day of _________, 20_____.
6. Pickup of oyster seed. Oyster seed will be picked up by the Town by the 24th day of March, 2024.
7. Responsible Officials: The Falmouth Official and Department exercising managerial control for this
Contract shall be: Falmouth Marine & Environmental Services
8. Payment:
A. The Town shall compensate Falmouth for the services rendered at the rate of:
$ 0.17 per oyster
B. In no event shall Falmouth be reimbursed for time other than that spent providing the described
service(s).
C. Payment will be made to “Town of Falmouth - Shellfish Revolving Account” upon submittal and approval
of Falmouth’s Invoice(s).
Upon acceptance of Falmouth’s invoice, payment will be made within thirty (30) days. If an invoice is not
accepted by the Town within fifteen (15) days, it shall be returned to Falmouth with a written explanation for
the rejection. At the end of each fiscal year, Falmouth must submit any outstanding invoices for services
performed or delivered during the fiscal year (July 1-June 30) to the Town no later than July 31st of the year
when the services were performed. Falmouth shall submit invoices within sixty (60) days of completing the
work.
9. Termination or Suspension of Agreement for Cause. If through any sufficient cause, Falmouth shall fail to
fulfill or perform its duties and obligations under this Agreement, or if either party shall violate or breach any
of the provisions of this Agreement, either party shall thereupon have the right to terminate or suspend this
Agreement, by giving written notice to the other party of such termination or suspension and specifying the
effective date thereof. Such notice shall be given at least fifteen (15) calendar days before such effective
date.
10. Termination for Convenience of the Town. The Town shall have the right to discontinue the work of
Falmouth and cancel this Agreement by written notice to Falmouth of such termination and specifying the
effective date of such termination. In the event of such termination or suspension of this Contract, Falmouth
shall be entitled to just and equitable compensation for satisfactory work completed, for services performed
and for reimbursable expenses necessarily incurred in the performance of this Contract up to and including
the date of termination or suspension.
11. Indemnification. FALMOUTH and the Town agree that each shall be responsible for their own insurance
and that neither party is entitled to indemnification or defense from the other.
12. Employee liability. The Parties agrees that employees of Falmouth shall not be held personally or
contractually liable by or to the Town under any term or provision of this Contract because of any breach
thereof.
13. Choice of Law. This Contract shall be construed under and governed by the laws of the Commonwealth of
Massachusetts. The Town and the agents thereof, agree to bring any federal or state legal proceedings
arising under this Contract, in which Falmouth are a party, in a court of competent jurisdiction within the
Commonwealth of Massachusetts. This paragraph shall not be construed to limit any rights a party may have
to intervene in any action, wherever pending, in which the other is a party. All parties to this contract and
covenant agree that any disputes be litigated in the District or Superior courts in Barnstable County.
14. Force Majeure. Neither party shall be liable to the other nor be deemed to be in breach of this Contract
for failure or delay in rendering performance arising out of causes factually beyond its control and without its
fault or negligence. Such causes may include but are not limited to: acts of God or the public enemy, wars,
fires, floods, epidemics, strikes, or unusually severe weather. Dates or times of performance shall be
extended to the extent of delays excused by this section, provided that the party whose performance is
affected notifies the other promptly of the existence and nature of such delay.
15. Headings, Interpretation and Severability. The headings used herein are for reference and convenience
only and shall not be a factor in the interpretation of the Contract. If any provision of this Contract is declared
or found to be illegal, unenforceable, or void, then both parties shall be relieved of all obligations under that
provision. The remainder of the Contract shall be enforced to the fullest extent permitted by law.
16. Amendments. Falmouth may, from time to time, require changes in the Scope of Services to be
performed hereunder. Such changes, including any increase or decrease in the amount of Falmouth costs,
which are mutually agreed upon by Falmouth and the Town, shall be incorporated in written amendments to
this Contract.
17. Entire Agreement. The Parties understand and agree that this Contract and its attachments or
amendments (if any) constitute the entire understanding between the Parties and supersede all other verbal
and written agreements and negotiations by the Parties relating to the services under this Contract.
18. Notice. Unless otherwise specified, any notice hereunder shall be in writing addressed to the persons and
addresses indicated below (Name, postal address, phone, email address):
To Falmouth: ______________________________________________________________________ ______
__________________________________________________________________________________
To the Town: ____________________________________________________________________
____________________________________________________________________________________
IN WITNESS WHEREOF, Falmouth and the Town have executed this Agreement this date: _____________
FOR Falmouth FOR the Town :
Marine & Environmental Services
Town of Falmouth
Date
TO: Brewster Select Board
Peter Lombardi, Town Manager
Donna Kalinick, Assistant Town Manager
FROM: Cassie Boyd Marsh, Grant Administrator
DATE: February 22, 2024
RE: Request for Certified Board Vote for Housing Rehab Mortgages
The Town of Brewster’s regional Housing Rehab program, funded through the competitive CDBG grant,
requires that at 0% interest deferred payment forgivable loan be recorded at the Registry of Deeds. This
document, signed by the homeowner and the housing rehab subgrantee, The Resource, Inc. (TRI), is
recorded against the homeowner’s mortgage.
To record the loan at the Barnstable County Registry of Deeds, the registry is now requiring that we
provide documentation that the sub-grantee (TRI) is authorized by the Town to do so. This also relates to
loan modifications (if there is a change order), subordinations, and discharges when a loan is repaid if a
homeowner sells their property.
We are requesting that the Select Board move the following motion and have the vote certified by your
Town Clerk. Alternatively, the Select Board or Town Manager would be required to sign and record all
loan documents.
MOTION: Move to authorize The Resource, Inc. (TRI) to record mortgages on behalf of the Town of
Brewster for participants of the CDBG housing rehabilitation program, and further authorize TRI to sign &
record mortgage modifications, subordinations & discharges for said loans. Copies of all mortgages
recorded, amended or discharged under the Brewster CDBG program will be provided to the Town.
COMMONWEALTH OF MASSACHUSETTS
Barnstable County, ss.
Executed as a sealed instrument this day of , 2024
The Town of Brewster, by its Select Board:
Ned Chatelain, Chair Mary Chaffee, Vice-Chair
Kari Hoffman, Clerk Cynthia Bingham
David Whitney
COMMONWEALTH OF MASSACHUSETTS
Barnstable County, ss.
On this day of 2024, before me, the undersigned notary public, personally
appeared Ned Chatelain, Mary Chaffee, Kari Hoffman, Cynthia Bingham and David Whitney,
in their capacity as members of the Town of Brewster Select Board, and proved to me through
satisfactory evidence of identification, which was personally known to me, to be the persons
whose names are signed on this document, and acknowledged to me that they signed it
voluntarily for its stated purpose on behalf of the Town of Brewster.
Notary Public
My Commission Expires
John F. Meade
Register of Deeds
Massachusetts Land Court Dukes
County Registry of Deeds
3195 Main Street
P.O. Box 368
Barnstable, MA 02630
Dear Mr. Meade:
On (date) , at a duly posted meeting, the Brewster Select Board voted to
authorize The Resource, Inc. for Community and Economic Development (TRI) to
sign loan subordinations and discharges on behalf of the Town as part of the Town's
Housing Rehabilitation Program funded through a Community Development Block
Grant.
A certified vote is attached.
Sincerely,
Peter Lombardi
Town Manager
To: Brewster Select Board & Finance Committee
From: Suzanne Kenney, Chairperson, Health and Human Services Committee
Date: January 4, 2024
RE: Health and Human Services Committee Funding Recommendations FY’25
The Health and Human Services Committee respectively submits the funding recommendations
for 20 non-profit agencies that support Brewster citizens. The organizations offer a variety of
services and range in scope from assisting individuals with housing, health concerns, to a lunch
program for kids, food for our seniors, substance disorder support and this year we have three
new agencies that have made requests. They include Housing Assistance Corporation, Pause A
While, and Society of St. Vincent de Paul. Housing Assistance Corporation provides housing
support in the form or rental units, counseling, and stabilization services. Pause A While
provides a space for recovery meetings and support for individuals in Brewster and neighboring
communities. The Society of St. Vincent de Paul is a Catholic Lay organization offering
financial support around housing and food and collaborates with organizations we currently
fund. Overall in Calendar Year 2023 over 3,000 Brewster residence received services from these
non-profits.
AGENCY FY’25
Recommend
FY’25
Request
FY’24
Award
Aids Support Group of Cape Cod $5,000 $7,500 $5,000
Alzheimer’s Family Support $11,550 $12,000 $11,000
Cape Abilities $7,000 $7,000 $7,000
Cape Cod Children’s Place $11,000 $11,000 $10,500
Food 4 Kids Church of the Holy Spirit $3,675 $5,750 $3,500
Consumer Assistance Council $630 $1,175 $600
Duffy Health Center $500 $1,500 $1,500
Elder Services $9,576 $10,500 $9,100
Family Pantry of Cape Cod $5,250 $6,000 $5,000
Homeless Prevention Council $15,750 $18,000 $15,000
Housing Assistance Corporation $5,000 $10,000 0
Independence House $12,000 $12,360 $12,000
Lower Cape Outreach Council $12,600 $15,000 $12,000
Nauset Together We Can $1,500 $3,000 $1,500
Nauset Youth Alliance $16,000 $16,000 $16,000
Outer Cape Health Services $15,750 $18,000 $15,000
Pause A While $3,000 $12,000 0
Sight Loss Services $2,000 $2,000 $2,000
Society of St. Vincent de Paul $2,050 $15,000 0
South Coastal Counties Legal Services $4,350 $4,350 $4,350
Total $144,181 $188,135 $131,050
With the addition of three new agencies requesting funds, and previous agencies requesting
increases the Committee faced the challenge of meeting the 10% allotted increase of
$13,107 more than last year for the sum of $144,181 for FY’25. As a result, the Health and
Human Services Committee recommends a 2.34% for existing agencies requesting
increases with the remaining $10,050 used to support the new organizations.
Following is but one highlight from each agency that applied for funding:
Aids Support Group of Cape Cod, in FY2023, provided services for medical case management
and related support specifically harm reduction services to 45 unduplicated Brewster residents.
Recommended Funding: $5,000
Alzheimer’s Family Support, in FY2023, served 210 Brewster residents with support groups,
ongoing phone support, counseling, care consultation, memory screenings, education, outreach
and social and cultural events with a conservatively estimated total cost of direct services at
$81,120 per year. Recommended Funding: $11,550
Cape Abilities, in FY2023, served 23 Brewster residents with vocational training, supported
employment, day habilitation, life skills, community-based day supports, residential services,
adult family care and shared living. Recommended Funding: $7,000
Cape Cod Children’s Place, in FY2023, served 95 unduplicated Brewster parents and children
with family support visits, play groups, and parenting education classes (634 Units of Service).
Recommended Funding: $11,000
Food 4 Kids – Church of the Holy Spirit, in Summer 2023, provides lunch and snacks to
children and teens in summer months for a total combined meal of 8,944 at a cost of $38,347.
Recommended Funding: $3,675
Consumer Assistance Council, in FY2023, served as consumer advocate for 29 Brewster cases
(266 units of service) including dealing with time-share contracts, internet scams and promised
Mass Save refunds. Recommended Funding: $630
Duffy Health Center, through their In From The Streets Program in FY2023 served 1 Brewster
clients by providing 1 nights of emergency safe shelter with a conservatively estimated total cost
of $295. Recommended Funding: $500
Elder Services, in FY2023, provided 10,523 Meals on Wheels to 95 Brewster residents, 20%
increase over previous year. Recommended Funding: $9,576
Family Pantry of Cape Cod, in FY2023, provided food, clothing, healthy-eating education and
a mobile pantry to 623 Brewster households, for an estimated total cost of $67,841.
Recommended Funding: $5,250
Homeless Prevention Council, in FY2023, provided case managers for homeless assistance and
personalized services to promote stability for 282 Brewster families with a conservatively
estimated total cost of $75,130. Recommended Funding: $15,750
Independence House, in FY2023, provided an array of services including counseling, advocacy
and basic needs to 237 Brewster children and adult survivors through various programs including
crisis intervention, counseling and advocacy, the Child Witness to Violence Program and Child
Sexual Assault Services, housing stabilization, education, and emergency shelter with an
estimated total value of $209,544. Recommended Funding: $12,000
Lower Cape Outreach Council, in FY2023, served 268 Brewster households through cash
assistance, food, clothing, Thanksgiving baskets and holiday toys with an estimated total cost of
$131,875. Recommended Funding: $12,600
Nauset Together We Can, in FY2023, served 15 Brewster middle schoolers providing free
Youth After School Program which provides a safe, healthy, social environment for students to
do homework, play and relax with adult supervision and mentoring. Recommended Funding:
$1,500
Nauset Youth Alliance, in the School Year 2023, served 137 Brewster children by providing
after-school care and summer programming serving 78% of Brewster’s elementary students.
Recommended Funding: $16,000
Outer Cape Health Services, in CY2022, 1926 Brewster residents received 5,778 billable visits
and 422 unbillable encounters (including uninsured patients and interactions with phone callers,
web users, lab staff, pharmacy staff etc.). Recommended Funding: $15,750
Sight Loss Services, in CY2020, provided 544 units of service (support groups, education,
referrals, home independence, adaptive aids and advocacy) to 104 Brewster residents with an
estimated total cost of $14,726. Recommended Funding: $2,000
South Coastal Counties Legal Services, in CY22, provided free legal services to 45 low-
income and/or elderly Brewster residents with an estimated total cost of $4,350. Recommended
Funding: $4,350
3 New Agencies Requesting Funding
Housing Assistance Corporation mission is to provide affordable housing opportunities. In
FY2023 provided 225 Brewster residents with rental assistance including vouchers and shallow
subsidies along with counseling and energy audits. Recommended Funding: $5,000
Pause A While, Inc. mission is to encourage the recovery from drugs and alcohol abuse by
providing a permanent place for a variety of 12-step recovery meetings. There are no paid staff
and funds are requested for operational needs. Recommended Funding: $3,000
Society of St. Vincent de Paul mission is to grow in holiness and build a more just world
through personal relationships and service to people in need. They provided $34,835 in housing
assistance to 116 Brewster residents. Recommended Funding: $2,050
The members of the HHS Committee recognize the financial challenge many of the
organizations faced in the last year due to inflationary issues, the cost of food and housing and
the difficulty of recruiting staff to name a few. Despite these challenges the Committee remains
impressed over the work and diligence of the organization’s commitment to Brewster residents.
The Committee was also faced with budgetary concerns in meeting funding requests but feel we
deliberated fairly and within the Town budget of an overall 10% from last year. We hope you
will approve our recommendation.
HHS Grant Re comme n da tio n His tory
FY25 FY25 FY24 FY23 FY22 FY21 FY20 FY19 FY18
Totals:$151,135 $134,131 $131,070 $121,950 $124,900 $121,620 $114,133.50 $110,720.00 $105,940.00
New Agency
Total Sum N ew and H istoric $188,135 $144,181
Agency Request Recommend Recommend Recommend R ecommend RecommendRecommendRecommendRecommend
Ai ds Support Group of CC $7,500 $5,000 $5,000 $5,000 $4,000 $3,000 $2,500 $2,500 $2,500
Al zheimer's Famil y Support C enter $12,000 $11,550 $11,000 $11,000 $10,000 $10,000 $10,000 $9,000 $9,000
Cape Abil ities $7,000 $7,000 $7,000 $7,000 $7,000 $7,000 $7,000 $7,000 $7,000
CC Chil dren's Place $11,000 $11,000 $10,500 $10,500 $9,000 $9,000 $8,500 $8,000 $8,000
Food 4 Kids Church of the Holy Spirit $5,750 $3,675 $3,500
Consumer Assistance Counci l $1,175 $630 $600 $600 $600 $500 $500 $600 $500
Duffy Health Center $1,500 $500 $1,500 $1,000 $1,000 $1,000 $1,000 $1,000
El der Services $10,500 $9,576 $9,120 $8,600 $8,600 $8,600 $8,500 $8,500 $8,500
Fami ly Pantry of Cape Cod $6,000 $5,250 $5,000 $5,000 $5,000 $4,300
Independence House $12,360 $12,000 $12,000 $10,000 $9,000 $7,300 $6,000 $6,000 $5,500
Lower Cape Outreach Counci l $15,000 $12,600 $12,000 $10,000 $9,500 $9,500 $9,500 $9,500 $9,500
Nauset Together We Can $3,000 $1,500 $1,500 $1,500 $1,500 $3,000 $3,000 $3,500 $2,500
Nauset Youth Alliance $16,000 $16,000 $16,000 $16,000 $12,000 $10,800 $10,800 $10,000 $8,500
Outer Cape Heal th Services $18,000 $15,750 $15,000 $15,000 $15,000 $15,000 $15,000 $15,000 $15,000
Si ght Loss Services $2,000 $2,000 $2,000 $1,500 $1,500 $1,500 $1,200 $1,200
South Coastal Counties Legal Svc $4,350 $4,350 $4,350 $4,250 $4,200 $4,120 $4,134 $4,120 $4,240
Percentage Increase (Old Only)15.31%2.34%2.38%-2.36%2.70%6.56%3.08%4.51%
Pause A While Inc.$12,000 $3,000
Society of St. Vincent de Paul $15,000 $2,050
Housing Assistance Corp $10,000 $5,000
New Agency Sum $37,000 $10,050
Total Percentage Increase From FY24
To Meet 10%$144,177
Difference -$4
Homeless Prevention C ouncil $18,000 $15,750 $15,000 $15,000 $15,000 $15,000 $15,000 $15,000 $13,500
10.00%
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FY25 BUDGET NARRATIVES
Department: Fire/Rescue
Brewster Fire/Rescue FY 2025 Budget Proposal
Mission Statement
The Brewster Fire Rescue Department is a professional emergency response organization that
preserves life and property through Fire Prevention, Fire Suppression, Medical and Rescue
services and promotes public safety through community outreach and education.
Core Values & Beliefs
We will build an enduring department that:
• Provides consistent high-quality and compassionate services for the Brewster
community.
• Builds relationships with each other and the community based upon honesty, respect,
transparency, trust, approachability, integrity, and accountability.
• Respects hard work, doing the job and taking the initiative.
• Unleashes, develops, and retains talent to achieve professionalism and excellence
throughout the organization.
• Creates a growth oriented, cohesive, and effective performance environment that is
ethical, direct, agile, adaptable, and engaging - that resists complacency.
• Celebrates personal and group achievement and successes.
Vision Statement
An accredited Fire Rescue Department with a deep and experienced team dedicated to a culture
of developed tradition and earned excellence, that continuously improves its professional
services, and is recognized as a valued community asset.
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FY25 Budget Proposal
In a financially sensible effort to situate our organization in a position capable of meeting the
current and future emergency medical and fire based service needs of the community,
department executives have developed an FY 2025 budget proposal that focuses on the hiring
of additional staff as identified in the recently completed Staffing and Organizational Study
while at the same time attempting to maintain our established culture of restricting new
operational requests to those that are capable of being funded through available grant
programs, ambulance revenue, supplemental Town revenue, or existing budget funds. As in
past years this budget submission includes several supporting documents such as charts,
graphs, operational narratives, and statistical evidence that provides valuable substantiation
relative to the requested funding. Residents wishing to view the completed Staffing and
Organizational Study and the recommendations included within may do so by visiting our
website at https://www.brewster-ma.gov/fire
Our entire community should be proud of the dedicated effort displayed by every member of
our organization during a 2023 calendar year in which our total responses once again exceeded
3,000 requests for service. The commitment of our professional staff to ensure the continued
delivery of high-level fire and emergency medical response services to our customers year after
year under challenging and stressful situations has been nothing short of outstanding. All our
members should be recognized for their exceptional work and the life-saving services they
provide.
FY24 Projects & Accomplishments:
• Initiated implementation of several goals and objectives included in our five-year
strategic plan:
o Completed Staffing and Organizational Study
o Partnered with LEXIPOL to initiate advancement of standard operating guideline,
policy, and procedure project.
o Community Engagement Team continued participation in numerous community
and fire safety education related events.
o In partnership with Town official’s introduced new website
o Completed grant funded Fire Instructor I and Fire Officer I training.
• Filled full-time Fire Prevention Officer position.
• Assisted Town Manager with union contract negotiations.
• Hosted Health Department employee flu clinic
• Completed project to remove and replace all firefighting foam with non-PFAS material.
• Conducted free skin cancer screenings through the Massachusetts Fire Academy
• Developed specifications and ordered new ambulance.
• Applied for and received a $91,000.00 Assistance to Firefighter (AFG) Grant to conduct
engine and aerial operations and driver training.
• Conducted CPR and Stop the Bleed training for Town Hall and DPW employees.
• Applied for a $18,000.00 State Fire Equipment Grant
• Applied for and received a $5,858.00 SAFE/Senior SAFE Fire Safety Education Grant
• Applied for and received a $3,500.00 Emergency Management Performance Grant
• Applied for $93,000.00 in supplemental ambulance revenue through Medicaid Certified
Public Expenditures (CPE) program.
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• Assisted in the management of the Brewster, Orleans, Chatham, and Harwich (BOCH)
Community Emergency Response Team
• Completed mandatory NERO’s Law training allowing members to treat and transport
K9’s.
FY25 Goals & Initiatives:
• Continue to initiate and complete operational and administrative goals and objectives
contained in the 2022-2026 Strategic Plan
• Implement hiring recommendations from the Staffing and Organizational Study. This
recommended hiring of additional firefighters specifically complements Goal #3 in the
Governance category of the Select Boards FY24-25 Strategic plan which states, “identify
priority areas to increase organizational capacity to meet enhanced service needs and
expanded project demands and develop long-term financing plan to fund necessary
personnel”.
• Apply for Staffing for Adequate Fire and Emergency Response Grant (SAFER) to
potentially fund the hiring of four (4) additional firefighter/paramedics.
• Apply for Assistance to Firefighters Grant (AFG)
Grants/Medicaid Certified Public Expenditure (CPE) Program Awards
The fire department has consistently worked to find alternative Federal and State sponsored
funding sources to reduce tax related revenue required to subsidize our organization. In this
year’s budget presentation, we are highlighting the fact that in Fiscal Year 2024 we received a
total of $113,872.00 in grant funds that resulted in direct financial savings to our residents.
When combined with the past thirteen years we have successfully applied for and received 2.02
million dollars in Federal and State funding to hire full-time staff, conduct Fire Instructor and
Fire Officer training, and purchase a variety of fire, EMS, communication, and Fire Prevention
related equipment. In addition to the FY 24 grant awards, we applied for $93,000.00 in
supplemental ambulance revenue through the Medicaid CPE reimbursement program. These
funds will be directed to the Ambulance Revenue account in CY2024. We are proud of our past
achievements in these very competitive grant and reimbursement programs and look forward to
continuing to search out, apply for, and obtain these alternate funding sources.
Brewster Fire Federal and State Grant Fire/EMS Equipment Award Summary
Year Equipment/Award Amount
AFG 2010 Communications Equipment $355,000.00
(Radios, pagers, repeaters, Town 400 system)
AFG 2013 Personal Escape Devices/with training $43,000.00
AFG 2014 Personal Protective Equipment $55,000.00
AFG 2015 Communications Equipment $353,000.00
(Portable and mobile radios)
SAFER 2016 Staffing (2 FF/Paramedics) $288,000.00
AFG 2017 Electric Stretchers/Loading Devices $190,000.00
AFG 2018 Cardiac Monitors $130,000.00
AFG 2018 Fire Prevention Fire Safety Education Trailer $35,000.00
AFG 2019 Extrication Equipment $29,950.00
AFG 2019 COVID-S COVID-19 Supplies/Reimbursement $53,115.00
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2020 State Covid Grant Mask Fit Test Machine/Facility Decontamination $23,150.00
2021 State Fire Equipment Portable Radios $12,500.00
AFG 2020 Self-Contained Breathing Apparatus $178,000.00
AFG 2021 Fire Instructor and Fire Officer Training $152,674.00
2022 State Fire Equipment Mobile Communication Equipment/Rescue Saws $18,460.00
AFG 2022 Pump/Ladder Operator/EVOC Training $91,579.00
2023 State Fire Equipment Radio Software and Portable MIC Upgrades $12,943.00
Total $2,021,871.00
Strategic Planning Document
Throughout FY 24 our members responsibly began to implement the goals and objectives
contained in our five-year strategic plan. During the development of this plan all staff members
invested an extensive amount of time creating a collaborative inventory of organizational
strengths and weaknesses within a department that continues to evolve from a part-time
combination type service to a full-time career organization. While we are currently working on
several of these objectives the development and implementation has been slowed by staffing
challenges, priority projects, and the loss of empowered personnel to other departments. We
envision a continued application of several plan components in the coming fiscal year.
Staffing/Organizational Study
During FY24 a Staffing and Organizational Study of the Brewster Fire/Rescue Department was
conducted by Municipal Resources Inc, a Massachusetts based professional services company
specializing in the review and study of public safety organizations. At the forefront of the thirty-
nine recommendations in the study was the validation of our annual budget requests to
increase staffing through the immediate hiring in FY25 of four additional full-time firefighters
along with several additional hirings in subsequent years. This specific recommendation is
centered on increased requests for service from an aging community, negative impacts to the
health and wellness and morale of employees, reduced call members, a growing infrastructure,
construction of new housing developments, high real estate costs, overlapping responses, and
scarce year-round housing opportunities. The proposed hiring of additional firefighters also
specifically complements Goal #3 in the Governance category of the Select Boards FY24-25
Strategic plan which states, “identify priority areas to increase organizational capacity to meet
enhanced service needs and expanded project demands and develop long-term financing plan
to fund necessary personnel”. We look forward to partnering with the Select Board, Finance
Committee, Administration, and our residents in a collaborative effort to implement the
identified staffing increases, other short, medium, and long term structural and operational
enhancements recommended by the consultant group, and the goals set by the Select Board in
their FY24-25 strategic plan.
Estimated New Staffing Costs
The following is an estimate of the funding required to hire, train, and outfit four new
firefighter/paramedics in FY25 as recommended in the staffing study.
FY25 wage, pension, health, and Medicare cost $109,651.12 x (4) $438,604.48
PPE/Uniforms ($6000 x 4 = $24,000) physicals/background checks ($2,000 x 4= $8,000) Fire
Academy training cost ($7,000 x 4 =$28,000). Total required funding $60,000. Funding these
ancillary obligations can be executed through the ambulance revenue account.
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*All wage/health/insurance/pension estimates received from Town Hall reflect FY25 known
rates. Health care cost estimates are based on two (2) family and two (2) individual rate
packages.
Alternate Funding Options
We have discussed the application of the following alternate funding options with the Town
Manager to finance the hiring of four (4) additional firefighters in FY25.
Staffing for Adequate Fire and Emergency Response (SAFER) Grant
History has shown this organization to be economically considerate when presenting requests to
hire additional full-time staff. Therefore, we support the current recommendation to hire full-
time staff through this potential grant opportunity, new revenue streams, or the use of surplus
budget funds. This upcoming FEMA SAFER Grant opportunity will be a three-year program that
funds the salary, benefits, pension, and personal protective equipment costs for new
employees. In direct connection with the outcome of the staffing study we are requesting
approval to apply for four (4) new firefighter positions during the next grant cycle. Applying for
a grant of this structure, scale, and significance is a valuable opportunity the Select Board and
Town Manager should consider. An award of this grant would improve our current staffing
deficiencies, meet the study’s FY25 hiring recommendations, allow time to develop a financing
plan to retain the employees in three years, and provide ample opportunity to plan for
additional FY27 hirings as recommended in the study.
SAFER Staffing Grant
FEMA SAFER Grant opportunity is a three-year program that funds the salary, benefits, pension,
and personal protective equipment costs for new employees for a three-year period. There is no
Town match.
• FY 2025 -Estimated cost $109,651.12 x (4) $438,604.48
• FY 2026 -Estimated cost $114,801.00 x (4) $459,204.00
• FY 2027 -Estimated cost $121,634.00 x (4) $486,927.00
Potential three-year SAFER award in the amount of $1,384,735.48 for four (4) new employees.
At the end of the three-year grant period the Town would be committed to fully funding the
new employees. There are several options that may be used to acquire these funds including
“banking” or setting aside a specific amount of excess funds in the wage budget over the three
years of the grant, increased use of the ambulance revenue account, marijuana sales tax,
override, or a mix of all three.
Use of Marijuana Sales Tax/Ambulance Receipts
The retail consumer and wholesale marijuana grow facilities permitted in Brewster are now
operational. Use of this new revenue source to supplement the funding required to hire four (4)
additional full-time staff members would be a valid and appropriate use of the proceeds. While
it is understood that the income generated by the sales tax has not yet been determined
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combining this revenue with ambulance revenue receipts and existing budget funds may put
the Town in a position to supplement the hiring and/or retain the employees at the end of the
three-year SAFER grant period with a reduced impact on annual taxes.
Override
Using the FY25 estimated cost of $438,604.48 for four new employees, known FY2024 values,
and the current median single-family home value of $710,900.00 an override would equate to
an approximate increase in the tax rate of almost 7 cents/$1,000 or just under a $50.00
increase to the median single family house annual tax bill. *Information obtained from
Assessors Office.
In this budget proposal we have included a comprehensive narrative encompassing a detailed
summary of the department’s daily operations specifically designed to provide residents with an
in-depth view of the daily tasks, responsibilities, schedule, training requirements, and response
to EMS and fire emergencies performed by our personnel.
In closing, we would like to thank the Select Board, Finance Committee, and the residents of
our great community for the unwavering and consistent support provided to our department
over the past several years. It is this type of collaborative assistance that has allowed us to
meet many of our identified operational goals and significantly enhance the level of emergency
medical and fire services we deliver to our residents and visitors.
Line Item
Uniforms/Clothing $34,000
Rep & Maint Apparatus/Amb $58,000
Admin/Office Supplies $13,000
Breathing Apparatus Maintenance $6,000
Hose Maintenance $6,000
Radio Maint $4,000
Tuition/Education/Promotional $23,000
Medical expense $4,000
Hardware $2,500
Dues/Subscriptions $2,000
Contracted services $23,850
EMS supplies $85,000 ($5,000 increase)
Misc. Fire Equipment $7,000
General OPS $5,000
Computers $5,000
Building Maintenance $30,000
Lease Payments $205,000 (2 ambulances and rescue/pumper)
Utilities $50,000
Fire Academy Training $18,000 ($12,000 increase)
B.C. Dispatch $92,000 ($10,000 increase)
EMS Billing Services $30,000
Total $703,350.00
Fire Department FY25 Requested Operating Budget
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Line-Item Budget Narratives
Clothing Allowance/Uniforms – This account is utilized to meet career firefighter
contractual obligations for clothing allowances in the amount of $23,000.00, the purchase of
station uniforms and Class “A” uniforms, severe weather gear, and other miscellaneous clothing
including boots, gloves, safety vests, and hats. It also includes costs associated with the
purchase of cleaning solutions and maintenance of equipment (extractor/dryer) used to clean
protective clothing (PPE) and station wear when clothing is contaminated during hazardous
material, fire, and biological based incidents.
Total: $34,000.00
Repair & Maintain Ambulances/Apparatus/Equipment - This account is utilized to
perform all mandatory annual preventive maintenance and repairs on all extrication and
specialized equipment, apparatus and auxiliary fire suppression vehicles including brush
vehicles, boats, trailers, and Chief’s vehicles. Annual mandatory ground and aerial ladder and
pump tests and repairs are also funded herein. All parts, fluids, filters, and other ancillary items
are funded through this account as are repairs to saws, generators, and hydraulic rescue tools.
Emergency repairs and annual preventive maintenance to ambulances and other rescue
equipment such as stretchers, defibrillators, suction units, pulse & blood pressure monitors and
other portable EMS equipment is also funded through this line item.
Total: $58,000.00
Administrative/Licensing/Office Supplies & Equipment – This account provides funding
to purchase fire safety education material, fund annual ambulance inspection fees, drug
licensing costs, preventive immunizations for all department personnel, costs associated with
our sharp’s disposal program and other miscellaneous EMS and fire-based support items.
Total: $13,000.00
Breathing Apparatus Maintenance – This account is used to maintain and hydrostatically
test (34) SCBA units and (68) spare bottles. Additionally, it funds all NFPA, and NIOSH
mandated annual testing of the SCBA units, purchase and repair of individual face pieces and
voice amplifiers and all other maintenance and repairs to our stock of SCBA units.
Total: $6,000.00
Hose Maintenance – This account provides funding to conduct mandatory annual testing of
all fire hose and minor repairs to same. The department owns approximately 15,000 feet of
interior fire attack, brush, and water supply hose. The normal life span of all fire service hose is
approximately 10 years dependent on use.
Total: $6,000.00
Radio Maintenance – This account provides funding to maintain, repair, and replace all
department radio and paging equipment as necessary. This equipment includes approximately
(18) mobile radios, (6) mobile repeaters, (85) portable radios, (55) pagers, and the department
base station. Also included in this line item is the maintenance and repair cost to maintain the
department’s repeater equipment and purchase intrinsically safe batteries for the individual
portable radios.
Total: $4,000.00
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Tuition/Education/Promotional Exams – These funds are utilized to purchase fire
department training materials, books, videos, and props for our probationary firefighter classes,
in service fire training, technical rescue, dive, and water rescue training. They also provide the
training committee with the ability to bring expert fire service instructors from outside the area
into our facility to present classroom and hands-on training sessions to all department
personnel. Included in this line item is funding for conference attendance, annual EMS training,
mandatory Paramedic refresher, CPR, and mandated EMT-B refresher training and
recertification expenses. Supplies for all in house monthly and special rescue training such as
videos, books, and other training aids are also funded through this account.
Total: $23,000.00
Medical Expense – This account provides funding for background checks, physicals, and other
testing required for new department personnel.
Total: $4,000.00
Hardware – This account provides funding for the purchase of general equipment and
miscellaneous items such as nuts, bolts, mops, cleaning supplies, rope, and paint used for the
daily repair and maintenance of equipment.
Total: $2,500.00
Dues & Subscriptions – The funding in this account is utilized to pay costs attributed to the
purchase of books and publications and trade magazines that ensure department personnel
remain cognizant of current fire service information, equipment requirements, training trends,
and EMS based knowledge, skills, and abilities. This funding also covers the cost for department
and Fire Prevention Officer and Chief Officer Affiliations with Cape, State, and National
professional organizations.
Total: $2,000.00
Contracted Professional/Technical Services – Several annual contractual costs are
included in this line item. These include a maintenance program for department paramedic
monitors/defibrillators, stretchers, and automatic CPR devices. Contractual obligations for
certifications, training documents, and annual fees to Cape & Islands EMS for medical services
that include training certifications, EMS refresher programs, Paramedic refresher programs,
regional assistance with State/Federal requirements, review of operational guidelines and
procedures, quality control review of ems responses, and the mandated medical oversight of
our ambulance service. Other contractual expenses within this line item include our annual
maintenance and licensing fee for Image Trend, which is our computer reporting and software
package, web-based fire and Ems training programs, Lexipol, and mobile software licenses.
Total: $23,850.00
Medical Supplies – The funding in this line item pays for all basic and advanced EMS
equipment and supplies required to provide effective, State protocol-based ALS and BLS patient
care and transport services. These items include but are not limited to; controlled narcotics,
medications, IV equipment and supplies, oxygen, bandages, needles, backboards, splints,
gloves, EKG monitor supplies, collars, straps, gauze, bandages, and a multitude of other items
necessary for the delivery of EMS services. Due to continued escalating costs of medications
and EMS supplies we are requesting an increase of $5,000 in this year’s budget. This increase
will be funded through the ambulance revenue account.
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Total: $85,000.00
Miscellaneous Fire Equipment – This account provides funding to purchase new and
replacement equipment such as brush fire tools, foam, nozzles, pike poles, ladders, PPE, and
other miscellaneous fire suppression equipment not categorized as a Capital item.
Total: $7,000.00
General Operations – This account provides support for general emergency medical and fire
service equipment needs, incident rehabilitation equipment and supplies, mutual and automatic
aid regional purchases, and funding support for regional county technical rescue and dive
teams.
Total: $5,000.00
Computers - Funding in this line item includes maintenance and annual updates to fire
department incident reporting software, purchase of new computers, and other disposable
items.
Total: $5,000.00
Station Maintenance – This account funds all annual maintenance and testing mandates for
fire detection and suppression systems, HVAC systems, diesel exhaust systems, wastewater
removal and any repairs to fire headquarters infrastructure such as furnaces, hot water heaters,
electrical components, plumbing, apparatus floor and doors, and all other required repairs
and/or renovations.
Total: $30,000.00
Utilities – In this budget we are allocating $50,000 to cover our utility costs.
Total: $50,000.00
Fire Department Dispatch Services -Barnstable County Sheriff’s Communication Center
FY2025 dispatch fee will be 91,574.41. This is a 9,238.53 increase over FY24. Per Director Tom
Ashe this is due to an 11.3% increase in the Sheriff’s cost to operate the center and the loss of
Mashpee Wampanoag Tribe revenue. This fee is set at a per capita rate for all communities
served by the regional center. It includes 911 PSAP services, dispatch and monitoring of all fire
department communications, management of all fire department automatic and mutual aid
requests, technical assistance, and install and repair of portable and mobile radios. Funding for
this expense is provided through the Ambulance Revenue Fund.
Total: $92,000.00
Fire Academy Training- These funds pay for hotel, mileage, meals and other miscellaneous
expenses required to reimburse and/or compensate employees who attend the State Fire
Academy in Stow or Bridgewater to obtain their Firefighter I/II certification.
Total: $18,000.00
EMS Billing Services-This expenditure is utilized to pay the fees for the fire department’s
third-party ambulance billing service. The current request is for $30,000 which will provide
funding for the contractual payment of 2.50% of the projected total to be collected in FY25.
Funding will be provided through the Ambulance Revenue Account.
Total: 30,000
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Squad 241 (Rescue/Pumper)
This $72,000 in funding will be used to support the eighth year of a ten-year annual lease
payment for the purchase of the new rescue/pumper that has been certified as a Class V BLS
medical services response unit. Funding will be provided through the Ambulance Revenue
Account. The last payment on this lease is scheduled for FY27.
Total: $72,000.00
Ambulance Lease Payments
Ambulance 244 was purchased in FY2020. Ambulance 243 was replaced in FY2022. Ambulance
242 was replaced in FY24. The requested 133,000 in funding will support FY25 ambulance lease
payments. Financing is provided through the Ambulance Revenue Account. Here is a breakdown
of the current schedule:
Ambulance FY2025 FY2026 FY2027 FY2028 FY2029
242 (FY2024) 75,000 75,000 75,000 75,000 0
243 (FY2022) 58,000 58,000 0 95,000 95,000
244 (FY2020) 0 85,000 85,000 85,000 85,000
FY25 Capital/Special Article Requests
Personal Protective Equipment
Purchase new and/or replacement personal protective equipment and gear for fire, special
operations, hazardous material, EMS, and rescue responses. Additionally, due to the extended
age and condition of our water/ice rescue suits and recent repairs to this essential rescue
equipment the capital article request includes funding in the amount of $10,000 to replace our
current suits. Based on recent experience, we are requesting the transfer from the current line-
item PPE based account back into a multi-year article account due to the frequency, timing, and
cost of purchasing and/or renting personal protective equipment. Being tied to mandatorily
using allotted line-item funds during a specific fiscal budget year disrupts our ability to
immediately outfit firefighters in this equipment. Funding will be provided by the ambulance
account.
Total: $50,000.00
Ambulance Revenue Account Funding Request
Capital 50,000.00
Overtime Supplement 155,000.00
Full-Time Employees (2) 219,302.00
Operating Budget 703,350.00
1,127,652.00
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Summary of Fire Department Daily Operations
All members of the Brewster Fire Department have diverse emergency medical and fire
suppression related responsibilities and duties that vary not only day-to-day, but sometimes
minute-by-minute. This group of dedicated employees consists of a career staff divided as
follows; 1 Chief of Department, 1 Deputy Fire Chief, 4 Shift/Group Captains, 16 shift firefighters,
and 1 Fire Prevention Captain. The department is now a full-time “all hazards” response
organization that prides itself on its ability to effectively prepare for and efficiently respond to a
diverse variety of emergency medical and requests for assistance from the community.
In the calendar year 2023 the department responded to 3053 requests for service. In using our
most current fiscal year (2023) response data to match annual budget timelines the Brewster
Fire Department responded to (2,930) total incidents in FY23 which included (2284) emergency
medical responses resulting in (1,523) transports to Cape Cod Hospital and (646) fire related
responses. To provide an inside view of our daily operations and the various tasks required to
be completed by our career staff we offer the following.
Daily Operations
In addition to the emergency incident responses, the Brewster Fire Department serves the
citizens of Brewster with numerous other services that require a significant use of career
personnel daily. Examples of these services include, but are not limited to:
• Inspection services for renovations and sales of homes
• Consultation with developers and plan reviews of new homes, fire suppression and
detection systems, and site plan reviews of proposed construction projects
• Emergency management operations
• Management of the regional Community Emergency Response Team (CERT)
• Management of the Towns Office of Emergency Management (OEM)
• State mandated quarterly inspections of schools and nursing homes.
• State mandated annual inspections.
• State mandated fire drills at all schools
• Walk-in blood pressure analysis
• Lock box installation and maintenance
• Conducting emergency preparedness training events for the community such as CPR
classes, Citizen’s Fire Academy, school fire safety education, and fire department open
houses
• Managing sharps disposal program in partnership with Barnstable County
• Management of the Massachusetts Open Brush Burning Season Program
• Management and maintenance of Town owned Automated External Defibrillators
• Public relations requests, such as fire station tours
When personnel are not actively engaged in community support services or responding to
emergency incidents, they are expected to be taking actions to prepare themselves and the
organization for future responses. It is vitally important to recognize that most, if not all the
daily activities and operations of the department described herein are accomplished by on-duty
or recalled to duty career staff.
12 | P a g e
The Town of Brewster currently owns millions of dollars’ worth of sophisticated emergency
equipment including three advanced life support ambulances, numerous fire apparatus, all-
terrain vehicles, boats, automatic CPR devices, cardiac monitors, and self-contained breathing
apparatus. Since the organization is called upon over three thousand times per year to respond
to emergency incidents that could potentially jeopardize the lives and well-being of the citizens
of Brewster, this equipment must be maintained daily to ensure its readiness.
Vehicle maintenance is an important aspect of the daily routine and a critical component of
maintaining a high level of response capability. Each of our vehicles is checked regularly for
operational readiness. This regular check includes checking vehicle fluids such as oil and
transmission fluid, checking that all lights are in working order, the air brake function test, and
ensuring proper general operation of the vehicle. For example, a general operations check
involves running the pump on an engine, or the aerial ladder on the ladder truck to make
certain they will function in an emergency. Ambulances and the equipment within are
systematically disinfected, function checks completed, and medication inventories undertaken
daily. Because of the high potential for simultaneous or overlapping calls all vehicles must be
thoroughly checked and readily available. Any found deficiencies and/or maintenance issues are
logged and submitted to the Deputy Chiefs office for repair.
Aside from training in and maintaining the equipment and vehicles, the members of the
Brewster Fire Department also maintain the station itself. This involves cleaning and
maintaining all areas of the building. Cleaning, which occurs daily, involves vacuuming,
scrubbing toilets, mopping floors, washing windows and mirrors, taking out garbage, washing
dishes, laundry, and dusting. In fact, the fire department is the only department that cleans
their own building. Small maintenance issues are sometimes handled by on-duty staff as well,
such as minor plumbing and electrical repairs such as changing light bulbs.
Response to Fire Based Incidents
Of the (646) fire related incidents the department responded to in FY23 (47) were for actual
fires including (17) building fires. Total property loss from these building fires was $345,000.00
Strong fire prevention programs nationwide continue to reduce the risk of building fires. This
proactive approach has been extremely successful in saving lives and property. Because of this
proactive approach the role of not only the Brewster Fire Department, but the fire service is
changing. Today, the Brewster Fire Department is responding to less building fires but more
false alarms, carbon monoxide alarms, water rescues, service calls, heating and cooking
appliance problems, and mechanical and electrical problems than in years past. The fact that
the number of building fires has decreased is a testament to the hard work of the fire
department’s Fire Prevention Office. However, despite this reduction in structure fires the risk
remains. Brewster Fire Department’s members must consistently maintain their state of
readiness to ensure a rapid and effective response to any type of emergency incident. The
department is truly a “multi-Hazard” public safety agency.
In addition to fire related events, the Brewster Fire Department responds to other rescue
related emergencies, many of which require extensive staffing to mitigate such an event. These
types of situations can become extremely complex and require a significant number of
personnel to mitigate effectively and safely. For example, in the event of a motor vehicle crash
(44 in FY2023), there are often multiple patients to be treated and transported to the hospital.
Rescue tools commonly known as the “jaws of life” may be required to extricate patients from
13 | P a g e
vehicles. Hazardous materials may be present as well as power lines from broken poles, and
other safety factors such as potential fires are a constant threat.
Other incident types that require intensive staffing include, but are not limited to:
• Ice and water rescues
• Missing persons searches
• Elevator entrapments
• Activated alarms/suppression system activations.
• Hazardous materials incidents
• Brush fires
• Fuel spills
• Propane and natural gas leaks
• Severe weather/storm related incidents
Training
To ensure competency and to meet National and State fire service training standards our full-
time members are contractually obligated to conduct daily training sessions covering a wide
range of specific operational skill sets. During the recent COVID epidemic we purchased a web-
based training program providing our employees the ability to maintain their emergency
medical certifications and obtain fire-based training from work or while off-duty. The system
has also given department administrators the ability to assign specific monthly training
evolutions to individual firefighters or to any one of the four full-time shifts. In addition to the
above we have partnered with our neighboring fire departments to bring nationally recognized
fire experts to the region for classroom-based instruction. During calendar year 2023 we sent
firefighters to Firehouse Expo in Ohio, New England Fire Chiefs Conference, hosted forcible
entry training, completed in-house pump operator training for seven new members, sent new
hires through the State Fire Academy ten-week career firefighter training program, conducted
hands-on fire suppression training in partnership with the Barnstable County Fire Academy,
administered fireground decision making and leadership programs, and completed nationally
certified Fire Instructor and Fire Officer training for department members.
Incident Reporting
Every incident we respond to regardless of type must be documented in Image Trend, the
department’s computer reporting software. This information is then processed through the
National Fire Incident Reporting System, where each response is evaluated, and statistics
gathered to identify current trends across our Nations fire service. Firefighters and officers alike
are equally responsible for the thorough and accurate documentation of these incidents. The
collection of this data is also mandated by the Commonwealth of Massachusetts, and it is a vital
component of the numerous grant awards that we have successfully secured over the past
several years.
Emergency Medical Services
The bulk of the fire department’s responses involve requests for emergency medical services.
These runs vary in nature and urgency and range from non-life-threatening calls for first aid to
patients that are critically ill that involve trauma, difficulty breathing, chest pain, and cardiac
arrest. Because EMS requirements and regulations are continually evolving to meet the
demands of society, the dual trained emergency medical technicians (EMTs) and paramedics of
14 | P a g e
the Brewster Fire Department are continually training to learn new life saving techniques and
procedures while simultaneously remaining competent in the use of the equipment that is
currently carried on the ambulances.
Every year the Massachusetts Department of Public Health reviews and makes changes in the
regulations governing emergency medical providers. These regulations dictate the types of
procedures that can and will be performed and under which circumstances they can be
performed by EMTs and paramedics in the pre-hospital environment. In the last several years,
an emphasis has been placed on greater autonomy of providers which results in additional
training requirements. In the past, every procedure performed would be under the direction of
a physician in the emergency center. Today, paramedics are responsible to perform the
following interventions prior to seeking guidance from emergency center physicians:
• Intravenous access and administration of IV fluids
• Intraosseous (needle inserted into a leg or arm bone) access and administration of fluids
and medications.
• Advanced cardiac monitoring (ECG)
• Electrical cardiac therapies such as defibrillation, cardioversion, pacing
• Administration of over thirty types of medication including Schedule II type narcotics
such as morphine and fentanyl
• Oxygen administration
• Advanced airway procedures such as endotracheal intubation and needle cricothyrotomy
(tubes placed in throat or neck to assist with breathing)
• Needle chest decompression (needle placed into chest to relieve trapped air)
• Continuous positive airway pressure (CPAP) to assist breathing.
• Nebulizer or updraft breathing treatments.
• Blood glucose analysis
• Assess and treat injured K9’s.
Because of the frequent updates to EMS protocols, the EMTs and paramedics must continuously
train to stay proficient in these skills. Every two years, both EMTs and paramedics are required
by state and national regulations to recertify as an emergency medical service provider.
Recertification requires that an EMT or paramedic obtain a minimum number of continuing
education hours (48 for a paramedic, 40 for an EMT). These hours are completed through
monthly EMS training, which is held at the Brewster Fire Department, Cape and Islands EMS,
and via state sanctioned refresher courses. Cape and Islands paramedics are also required to
complete several hours per recertification period of morbidity and mortality (M & M) rounds at a
nearby hospital or via zoom to maintain their authorization to practice. Ultimately, a paramedic
or EMT will participate in hundreds of hours of continuing education during a two-year
certification period. To ensure all required training is completed, State protocols followed,
medical supplies maintained, and ambulance and medication licenses kept current one of our
full-time paramedics serves as the department’s Emergency Medical Officer. This individual is
assigned to one of the four groups or shifts of full-time career staff and completes the required
duties during work hours and other regulated overtime hours. This is a position that requires a
significant amount of work to ensure our main area of operational response is functioning as
required. Future requests for additional staff will include making this position a full-time day
assignment to allow the individual to assist with daytime responses and complete the numerous
tasks essential to the position.
15 | P a g e
An example of an EMS incident is as follows; a patient calls 911 because they are having chest
pain. The dispatcher receives the call and dispatches an ambulance to the incident address. The
Brewster Fire Department will send three EMS providers on the ambulance to mitigate the
incident. They arrive and immediately begin to assess the patient. This includes obtaining vital
signs, lung sounds, and cardiac monitor tracings. Another EMT or paramedic on scene will
speak to family to get pertinent information such as name, birthday, medications the patient is
taking, and past medical history, which is all pertinent to the treatment of the patient. This
treatment usually begins at the patient’s side, which could possibly include the administration of
oxygen or other medications. The patient is then extricated, or removed, from the residence by
a stretcher or special chair (called a “stair chair”) that allows EMS providers to safely carry a
patient down a set of stairs or through the small hallways and rooms within many of Brewster’s
residences.
During transport to the hospital, the ambulance staff will begin advanced care as necessary and
may request specialized teams such as cardiac specialists, surgeons, and neurology
consultation. They may also receive further online direction from the hospital concerning patient
care. This process ensures the patient promptly receives the required pre-hospital life-saving
care as ordered by a doctor. In the case of a patient with chest pain, who may be having a
heart attack, the paramedic might request a “Cath lab activation,” which allows the hospital to
proactively prepare the staff and equipment required to open any blocked artery a patient may
have in a surgical environment immediately upon arrival at the hospital. Upon delivery, patient
care is transferred to the nurses and doctors in the emergency department. While at the
hospital the EMS crew is tasked with putting the ambulance back into service as best as
possible including the decontamination of the interior, disposal of medical waste, and restocking
of equipment while the paramedic in charge completes the required patient documentation and
transfer to the nursing staff.
In addition to the fire-based documentation required for each incident a patient care report
(PCR) is also required for each medical response. This report must be completed prior to
leaving the hospital where it is printed and given to hospital staff upon transfer of care. This
PCR serves as a legal account of patient care and remains with the patient’s medical records.
The PCR also serves as a means for the department to bill the patient or the patient’s insurance
company, which helps recoup some of the cost of providing emergency medical services. The
Brewster Fire Department employs Comstar as its third-party EMS billing service. Through the
fire department’s Image Trend and Nemsis software programs, the bills are automatically
submitted for fast, efficient billing and collection of revenues.
After the ambulance leaves the hospital, the crew returns to the fire station to restock whatever
equipment might have been used during the response. They also wash and refuel the
ambulance in preparation for the next request for service. The entire process of responding to,
assessing, packaging, and transporting a patient can take upwards of two hours, sometimes
more depending on circumstances. It also causes the ambulance crew of three or more
personnel to be unavailable for additional responses during this period which in turn results in
the recall of personnel for station coverage.
Often, without the well-trained and highly skilled staff of the Brewster Fire Department, many
patients would not survive a medical emergency of this type. In fact, several times per year the
16 | P a g e
department is dispatched to a cardiac arrest where a patient has died, and the staff members
are able to “restart” the individual’s heart using a variety of equipment and medications and
deliver the patient to the hospital breathing and with a pulse.
Conclusion
The Brewster Fire Department is a multi-functional all hazards emergency service organization
that utilizes our dual certified and trained fire and EMS staff members in an efficient and
effective manner to provide high quality, professional service to our residents. We stand as the
community’s first line of defense against fires, emergency medical incidents, natural disasters,
terrorism, hazardous material, and technical rescue responses. Over the years we have built a
relationship with our community that focuses on the valued delivery of exceptional fire related
services, superior public interaction, outstanding patient care, and definitive efficiency. With the
continued support of our residents our staff members pledge to continue to maintain the
highest levels of operational readiness and service delivery to our community.
• Three Captains are certified paramedics and one is an EMT.
Fire Chief
Deputy Chief
Group 1
Captain
FF/ Medic
FF/Medic
FF/EMT
FF/EMT
Group 2
Captain
FF/Medic
FF/Medic
FF/EMT
FF/EMT
Group 3
Captain
FF/Medic
FF/Medic
FF/Medic
FF/EMT
Group 4
Captain
FF/Medic
FF/Medic
FF/EMT
FF/EMT
Fire Prevention
Officer Admin. Assistant
Brewster Fire Department
Organizational Chart (January 2024)
24 Hour Positions
Elite brewsterfd Incident Type Report (Summary)
Basic Incident Type Code And
Description (FD1.21)
Total
Incidents
Total Incidents Percent of
Incidents
Total
Property
Loss
Total Content
Loss
Total Loss Total Loss Percent
of Total
Incident Type Category (FD1.21): 1 - Fire
100 - Fire, other 7 0.24%5000.00 5000.00 1.27%
111 - Building fire 17 0.58%205000.00 140000.00 345000.00 87.45%
112 - Fires in structure other than in a
building
1 0.03%
113 - Cooking fire, confined to container 3 0.10%0.00 500.00 500.00 0.13%
114 - Chimney or flue fire, confined to
chimney or flue
3 0.10%
116 - Fuel burner/boiler malfunction, fire
confined
2 0.07%
118 - Trash or rubbish fire, contained 1 0.03%
122 - Fire in motor home, camper,
recreational vehicle
1 0.03%2000.00 0.00 2000.00 0.51%
131 - Passenger vehicle fire 4 0.14%21000.00 21000.00 42000.00 10.65%
141 - Forest, woods or wildland fire 1 0.03%0.00 0.00 0.00 0.00%
142 - Brush or brush-and-grass mixture
fire
3 0.10%0.00 0.00 0.00 0.00%
150 - Outside rubbish fire, other 1 0.03%0.00 0.00 0.00 0.00%
151 - Outside rubbish, trash or waste fire 1 0.03%
153 - Construction or demolition landfill
fire
1 0.03%
154 - Dumpster or other outside trash
receptacle fire
1 0.03%
Total: 47 Total: 1.60%Total:
233000.00
Total:
161500.00
Total:
394500.00
Total: 100.00%
Incident Type Category (FD1.21): 3 - Rescue & Emergency Medical Service Incident
300 - Rescue, EMS incident, other 173 5.90%
311 - Medical assist, assist EMS crew 14 0.48%
320 - Emergency medical service, other 236 8.05%
321 - EMS call, excluding vehicle
accident with injury
1,800 61.43%
322 - Motor vehicle accident with injuries 23 0.78%
323 - Motor vehicle/pedestrian accident
(MV Ped)
2 0.07%
324 - Motor vehicle accident with no
injuries.
17 0.58%
331 - Lock-in (if lock out , use 511 )1 0.03%
340 - Search for lost person, other 1 0.03%
341 - Search for person on land 3 0.10%
342 - Search for person in water 3 0.10%
353 - Removal of victim(s) from stalled
elevator
2 0.07%
360 - Water & ice-related rescue, other 3 0.10%
364 - Surf rescue 1 0.03%
365 - Watercraft rescue 2 0.07%
381 - Rescue or EMS standby 3 0.10%
Total:
2,284
Total: 77.95%Total: 0.00 Total: 0.00 Total: 0.00 Total: 0.00%
Incident Type Category (FD1.21): 4 - Hazardous Condition (No Fire)
400 - Hazardous condition, other 6 0.20%
410 - Combustible/flammable gas/liquid
condition, other
1 0.03%
411 - Gasoline or other flammable liquid
spill
2 0.07%
412 - Gas leak (natural gas or LPG)9 0.31%
422 - Chemical spill or leak 1 0.03%
424 - Carbon monoxide incident 6 0.20%
Printed On: 01/04/2024 01:12:44 PM1 of 3
Basic Incident Type Code And
Description (FD1.21)
Total
Incidents
Total Incidents Percent of
Incidents
Total
Property
Loss
Total Content
Loss
Total Loss Total Loss Percent
of Total
440 - Electrical wiring/equipment
problem, other
8 0.27%
444 - Power line down 20 0.68%
445 - Arcing, shorted electrical
equipment
3 0.10%
460 - Accident, potential accident, other 1 0.03%
463 - Vehicle accident, general cleanup 1 0.03%
Total: 58 Total: 1.98%Total: 0.00 Total: 0.00 Total: 0.00 Total: 0.00%
Incident Type Category (FD1.21): 5 - Service Call
500 - Service call, other 46 1.57%
511 - Lock-out 7 0.24%
512 - Ring or jewelry removal 3 0.10%
520 - Water problem, other 5 0.17%
522 - Water or steam leak 7 0.24%
531 - Smoke or odor removal 9 0.31%
542 - Animal rescue 1 0.03%
550 - Public service assistance, other 15 0.51%
551 - Assist police or other governmental
agency
5 0.17%
552 - Police matter 1 0.03%
553 - Public service 15 0.51%
554 - Assist invalid 2 0.07%
561 - Unauthorized burning 4 0.14%
571 - Cover assignment, standby,
moveup
10 0.34%
Total: 130 Total: 4.44%Total: 0.00 Total: 0.00 Total: 0.00 Total: 0.00%
Incident Type Category (FD1.21): 6 - Good Intent Call
600 - Good intent call, other 28 0.96%
611 - Dispatched and cancelled en route 31 1.06%
631 - Authorized controlled burning 3 0.10%
650 - Steam, other gas mistaken for
smoke, other
1 0.03%
651 - Smoke scare, odor of smoke 7 0.24%
652 - Steam, vapor, fog or dust thought
to be smoke
1 0.03%
653 - Smoke from barbecue, tar kettle 1 0.03%
661 - EMS call, party transported by non-
fire agency
1 0.03%
Total: 73 Total: 2.49%Total: 0.00 Total: 0.00 Total: 0.00 Total: 0.00%
Incident Type Category (FD1.21): 7 - False Alarm & False Call
700 - False alarm or false call, other 26 0.89%
710 - Malicious, mischievous false call,
other
3 0.10%
714 - Central station, malicious false
alarm
39 1.33%
715 - Local alarm system, malicious false
alarm
41 1.40%
730 - System malfunction, other 12 0.41%
733 - Smoke detector activation due to
malfunction
31 1.06%
734 - Heat detector activation due to
malfunction
1 0.03%
735 - Alarm system sounded due to
malfunction
31 1.06%
736 - CO detector activation due to
malfunction
14 0.48%
740 - Unintentional transmission of
alarm, other
13 0.44%
743 - Smoke detector activation, no fire -13 0.44%
Printed On: 01/04/2024 01:12:44 PM2 of 3
Basic Incident Type Code And
Description (FD1.21)
Total
Incidents
Total Incidents Percent of
Incidents
Total
Property
Loss
Total Content
Loss
Total Loss Total Loss Percent
of Total
unintentional
744 - Detector activation, no fire -
unintentional
4 0.14%
745 - Alarm system activation, no fire -
unintentional
93 3.17%
746 - Carbon monoxide detector
activation, no CO
7 0.24%
Total: 328 Total: 11.19%Total: 0.00 Total: 0.00 Total: 0.00 Total: 0.00%
Incident Type Category (FD1.21): 8 - Severe Weather & Natural Disaster
812 - Flood assessment 2 0.07%
Total: 2 Total: 0.07%Total: 0.00 Total: 0.00 Total: 0.00 Total: 0.00%
Incident Type Category (FD1.21): 9 - Special Incident Type
900 - Special type of incident, other 4 0.14%
911 - Citizen complaint 4 0.14%
Total: 8 Total: 0.27%Total: 0.00 Total: 0.00 Total: 0.00 Total: 0.00%
Total:
2,930
Total: 100.00%Total:
233000.00
Total:
161500.00
Total:
394500.00
Total: 100.00%
Printed On: 01/04/2024 01:12:44 PM3 of 3
425
14%
501
16%
445
15%411
14%
406
13%
432
14%
417
14%
FY2023 Total Incident Occurrence by Day
of the Week
Sunday
Monday
Tuesday
Wednesday
Thursday
Friday
Saturday
0
100
200
300
400
500
600
700
0000-0259 0300-0559 0600-0859 0900-1159 1200-1459 1500-1759 1800-2159 2200-2359
170 144
405
633
551
503 495
136Number of IncidentsTime of Day
FY2023 Total Incident Occurrence by Time of Day
223
15%
243
16%
235
15%190
12%
207
14%
221
15%
204
13%
FY2023 Distribution of EMS Transports
by Day of the Week
Sunday
Monday
Tuesday
Wednesday
Thursday
Friday
Saturday
0
50
100
150
200
250
300
350
400
450
500
08:00-11:59 12:00-17:59 18:00-23:59 00:00-07:59
425
500
318 280
Number of EMS TransportsTime of Day
FY2023 Distribution of EMS Transports
by Time of the Day
0
200
400
600
800
1000
1200
0-9 10-19 20-29 30-39 40-49 50-64 65+
25 35 52 75 48
185
1103
1.64%2.30%3.41%4.92%3.15%
12.15%
72.42%Number of PatientsAge of Patient
Age of Patients Transported by the Brewster Fire Department in FY2023
COMSTAR
Ambulance Billing & Collection Service
Monthly Statistics For
Brewster
# Trips % of Ttl
Transports:
Residents (02631)1,274 84%
Non-Residents 249 16%
Total 1,523 100%
Level of Service:
ALS 1 1,137 75%
ALS 2 20 1%
NT/RA 33 2%
BLS 333 22%
Total 1,523 100%
Hospitals Used:
Cape Cod 1,519 100%
Falmouth 0 0%
Tobey 0 0%
Jordan 0 0%
Other 4 0%
Total 1,523 100%
Type of Call:
Medical 1,500 98%
Motor Vehicle 21 1%
Other Trauma 2 0%
Total 1,523 100%
Trips by Day of Week:
Sunday 223 15%
Monday 243 16%
Tuesday 235 15%
Wednesday 190 12%
Thursday 207 14%
Friday 221 15%
Saturday 204 13%
Total 1,523 100%
Gender
Male 629 41%
Female 894 59%
Unknown 0 0%
Total 1,523 100%
Age Group
0-9 25 2%
10-19 35 2%
20-29 52 3%
30-39 75 5%
40-49 48 3%
50-64 185 12%
65+1,103 72%
Total 1,523 100%
Time of Day
08:00-11:59 425 28%
12:00-17:59 500 33%
18:00-23:59 318 21%
00:00-07:59 280 18%
Total 1,523 100%
FY 2023 - YTD
Company IS TOWN OF BREWSTER; AND Trip Date IS BETWEEN 07/01/2022 AND 06/30/2023; AND Show All
ACTIVITY TRACKING REPORT
BY PAYOR GROUPS
1/3/2024 1
TOWN OF BREWSTER
Total Transports Total Charges Total Allowable Total Collected Percent Collected % of Revenue
82 $188,647.99 $81,592.46 $81,226.91$81,592.46 99.55%Blue Cross 7.98%
169 $376,780.97 $73,017.23 $72,036.23$73,017.23 98.66%Medicaid 7.08%
1,100 $2,535,246.47 $675,183.29 $662,815.64$675,183.29 98.17%Medicare 65.14%
107 $251,841.59 $230,450.77 $173,155.17$230,450.77 75.14%Other Insurance 17.02%
Sub Total > 1,458 3,352,517.02 $1,060,243.75 $989,233.95 93.30% 97.22%
Total Transports Total Charges Total Allowable Total Collected Percent Collected % of Revenue
4 $9,263.00 $9,263.00 $9,263.00$9,263.00 100.00%Veterans Administration 0.91%
$9,263.00$9,263.00$9,263.00Sub Total > 100.00% 4 0.91%
Total Transports Total Charges Total Allowable Total Collected Percent Collected % of Revenue
32 $74,442.00 $68,746.19 $18,240.95$68,746.19 26.53%100% Self Pay - Insured 1.79%
28 $61,906.98 $61,906.98 $800.00$61,906.98 1.29%100% Self Pay - Uninsured 0.08%
$19,040.95$130,653.17$136,348.98Sub Total > 14.57% 60 1.87%
$1,017,537.90$1,200,159.92$3,498,129.00 1,522 $3,498,129.00 $1,200,159.92 $1,017,537.90Grand Total > 84.78%
\\COMSTAR-LIFELN\SHARED\RCSYSTEM\REPORTS32\CUSTOM\ACTIVITY TRACKING\ACTI TRACKING WITH PERCENT REVENUE.RPT
Month Ended:Jul-22 Aug-22 Sep-22 Oct-22 Nov-22 Dec-22 Jan-23 Feb-23 Mar-23 Apr-23 May-23 Jun-23 YTD
Beginning Balance $313,945.42 $461,867.86 $408,953.91 $443,035.85 $391,451.86 $358,284.16 $402,026.26 $308,229.78 $235,269.43 $255,788.81 $240,221.31 $242,728.78 $313,945.42
Gross Commitments $459,599.54 $287,216.00 $395,822.39 $254,030.20 $261,893.99 $347,551.00 $229,609.58 $197,270.99 $296,717.55 $247,374.19 $252,296.17 $263,899.60 $3,493,281.20
Contractual
Allowances $191,234.84 $247,890.17 $241,163.28 $214,016.34 $186,714.28 $189,838.03 $219,816.91 $144,251.71 $161,802.63 $184,905.60 $157,497.93 $154,525.40 $2,293,657.12
Net Commitments $268,364.70 $39,325.83 $154,659.11 $40,013.86 $75,179.71 $157,712.97 $9,792.67 $53,019.28 $134,914.92 $62,468.59 $94,798.24 $109,374.20 $1,199,624.08
Payments Rcvd By
Comstar $25,209.59 $15,643.87 $19,994.73 $16,690.59 $20,264.63 $29,179.00 $13,759.67 $19,581.54 $15,830.20 $12,133.58 $11,955.35 $9,750.21 $209,992.96
Payments Rcvd By
Client $80,917.45 $76,716.25 $99,628.54 $73,055.31 $57,431.94 $68,545.46 $70,374.58 $62,629.64 $64,963.93 $47,711.19 $70,786.42 $30,654.06 $803,414.77
Reimbursements /
Retractions $713.45 $120.34 $1,647.49 $610.05 $604.01 $732.57 $177.02 $0.00 $0.00 $0.00 $0.00 $0.00 $4,604.93
Net PMT Applied $105,413.59 $92,239.78 $117,975.78 $89,135.85 $77,092.56 $96,991.89 $83,957.23 $82,211.18 $80,794.13 $59,844.77 $82,741.77 $40,404.27 $1,008,802.80
Write-Offs $15,028.67 $0.00 $2,601.39 $2,462.00 $31,254.85 $16,978.98 $19,631.92 $43,768.45 $33,601.41 $18,191.32 $9,549.00 $8,418.31 $201,486.30
Ending Balance $461,867.86 $408,953.91 $443,035.85 $391,451.86 $358,284.16 $402,026.26 $308,229.78 $235,269.43 $255,788.81 $240,221.31 $242,728.78 $303,280.40 $303,280.40
Brewster Fire Dept
Ambulance Billing Account Reconciliation Report
FY 2023
Prepared By: Comstar
7/17/2023
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
19DEPARTMENT POPULATION CY22 RUNS *FULL TIME STAFF # OF FIREFIGHTERS PER 1,000 RESIDENTS # OF FIREFIGHTERS PER SHIFT *ADDITIONAL DAYSHIFT PERSONNEL DUTIES OF DAYTIME PERSONNEL 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
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.
Town of Brewster, MA – Fire Department Staffing Analysis Page 13
Prepared by Municipal Resources, Inc.
November 2023
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
Town of Brewster, MA – Fire Department Staffing Analysis Page 31
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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
Town of Brewster, MA – Fire Department Staffing Analysis Page 33
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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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November 2023
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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November 2023
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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November 2023
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
282250262
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.
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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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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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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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DEPARTMENT POPULATION CY22 RUNS *FULL TIME STAFF # OF FIREFIGHTERS PER 1,000 RESIDENTS # OF FIREFIGHTERS PER SHIFT *ADDITIONAL DAYSHIFT PERSONNEL DUTIES OF DAYTIME PERSONNEL 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
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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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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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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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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
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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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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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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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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
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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
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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
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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%.
Town of Brewster, MA – Fire Department Staffing Analysis Page 98
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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
Town of Brewster, MA – Fire Department Staffing Analysis Page 99
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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:
Town of Brewster, MA – Fire Department Staffing Analysis Page 109
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November 2023
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
Town of Brewster, MA – Fire Department Staffing Analysis Page 110
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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.
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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.
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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
Prepared by Municipal Resources, Inc.
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
Prepared by Municipal Resources, Inc.
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
Town of Brewster
2198 Main Street
Brewster, MA 02631-1898
Phone: (508) 896-3701
Fax: (508) 896-8089
MEMORANDUM
TO: Brewster Select Board
FROM: Brewster Affordable Housing Trust (BAHT) via Donna J. Kalinick, Assistant
Town Manager & Jill Scalise, Housing Coordinator
RE: Vote to approve the sale of 212 Yankee Drive and to Deed the Property to
the BAHT
DATE: February 22, 2024
Background:
The Town owns 212 Yankee Drive, a single-family residence on Brewster’s Subsidized
Housing Inventory (SHI), through a tax-taking foreclosure. As voted at May 2022 Town
Meeting, the Brewster Affordable Housing Trust (BAHT) has care, custody, and control
of the property. The BAHT has completed the preservation, rehabilitation, and
affordable fair marketing of the property.
Returning the 212 Yankee Drive home to livable condition was a time consuming
project which took over 6 years, including 12 months of active construction work on the
property to rehabilitate and preserve the home, but we are finally at the point where
we can welcome new residents to a wonderful, rehabilitated home. Funding was
provided by a Community Preservation Act grant for preserving SHI homes as well as
BAHT funds. The proceeds of the affordable home sale will also be used to reimburse
some of the costs. The BAHT and Housing Office are grateful for the help and support
of many Town Departments in the preservation of this affordable home. The
Department of Public Works assisted with the landscaping and clean-up of the property.
The Assessor’s, Building, Facilities, Health, Planning, Treasurer, and Water Department
all provided guidance and assistance in the process.
Housing Assistance Corporation (HAC) is the lottery agent for the sale of the property.
Over 70 participants attended a Zoom information session HAC held about the
affordable home sale process. HAC received 31 lottery applications, 24 households were
deemed eligible, and the lottery was held February 20th. Final documentation is
underway by HAC and the BAHT is now preparing to sell the property to the chosen
affordable homebuyer.
Office of:
Town Manager
Housing
1
According to the BAHT bylaw, the Select Board must approve expenditures which
involve real property that exceeds $50,000. At the February 1st meeting, the Brewster
Affordable Housing Trust voted to request the Brewster Select Board to authorize the
BAHT to convey and sell the property located at 212 Yankee Drive, having a value in
excess of $50,000, to income eligible households subject to an affordable housing deed
restriction.
As part of the sale process, the property may need to be deeded and conveyed to the
BAHT. Legal counsel has prepared the following motions for vote by the Select Board.
Select Board Votes
Approving Sale of Property under BAHT Bylaws: Moved, pursuant to the provisions of
Section 18-15(C) of Chapter 18 of the Town’s General Bylaws, to authorize the Brewster
Affordable Housing Trust to convey and sell the property located at 212 Yankee Drive,
having a value in excess of $50,000, to income eligible households subject to an
affordable housing deed restriction.
To Deed Property to BAHT: Moved, pursuant to the vote taken under Article 15 of the
May 14, 2022 Annual Town Meeting, to sign a deed, if necessary and/or appropriate,
and convey to the Brewster Affordable Housing Trust the parcel of land with the
improvements thereon located at 212 Yankee Drive, identified by the Assessors as
Parcel 77-37-0 and acquired by the Town by tax taking, for affordable housing purposes
and for the purpose of conveyance.
Attachments:
1. Transfer of Tax Title Property- 212 Yankee Drive 05.14.2022 Town Meeting Vote
2. Affordable Housing Trust Bylaw
3. Before and after photos
4. 212 Yankee Drive Expense Chart
2
Attachment #1:
Transfer of Tax Title Property
212 Yankee Drive
05.14.2022 Town Meeting Vote
3
TOWN OF BREWSTER
ANNUAL TOWN MEETING-MAY 14, 2022
Page 14 of 16
existing municipal boards, including the Conservation Commission, the Recreation Commission,
the Historical Commission, the Planning Board, the Department of Public Works, and the Housing
Authority, or persons acting in those capacities or performing like duties, in conducting such
studies. As part of its study, the committee shall hold one or more public informational hearings,
at its discretion, on the needs, possibilities, and resources of the town regarding community
preservation possibilities and resources, notice of which shall be posted publicly and published
for each of two weeks preceding a hearing in a newspaper of general circulation in the town.
Section 17-3. The Community Preservation Committee shall make recommendations to the Town
Meeting for the acquisition, creation and preservation of open space, for the acquisition and
preservation of historic resources, for the acquisition, creation and preservation of land for
recreational use, for the creation, preservation and support of community housing and for
rehabilitation or restoration of such open space, historic resources, land for recreational use and
community housing that is acquired or created as provided in this section.
Section 17-4. In every fiscal year, the Community Preservation Committee shall recommend that
Town Meeting spend, or set aside for future spending, the fixed figure of fifty (50%) percent of
the net annual revenues in the Community Preservation Fund for open space purposes, not less
than ten (10%) percent of the net annual revenues for community housing purposes, and not less
than ten (10%) percent of the net annual revenues for historic resources purposes. In every fiscal
year, the Community Preservation Committee shall recommend that Town Meeting spend or set
aside for future spending the remaining thirty (30%) percent of the net annual revenues for
community housing, recreation and historic resources purposes, but not for open space
purposes.
Notwithstanding the foregoing, the net annual revenues paid into the Community Preservation
Fund shall be dedicated to open space purposes until such time as prior appropriations made
pursuant to the so-called Land Bank Act have been fully expended, even if the aggregate amount
of such expenditures exceeds 80% of the annual revenues.
Section 17-5. Provided that the Community Preservation Act is accepted at the 2005 Annual Town
Election, this section shall take effect upon approval by the Attorney General of the
Commonwealth of Massachusetts and after all the requirements of Mass. Gen. Laws, ch. 40, § 32
have been met. Each appointing authority shall have thirty (30) days after the effective date to
make its appointments.
or to take any other action relative thereto.
Select Board) (Majority Vote Required)
Select Board Chair Cynthia Bingham: I move to approve Article No. 14
as printed in the warrant, with such revision, if approved, to take effect
on July 1, 2023.
ACTION: No action was taken on this article due to the loss of quorum.
Citizen Carol Marie Anderson: I move to indefinitely postpone Article
No. 14.
ACTION on Carol Marie Anderson’s motion: Defeated. Voter Cards.
Citizen Colin Odell raised a Point of Order questioning the quorum.
Moderator Charles Sumner requested a hand count. 159 Voters were tallied
so the meeting was dissolved at 1:36pm due to a lack of quorum.
12:54pm
TRANSFER OF TAX TITLE PROPERTY – 212 YANKEE DRIVE
ARTICLE NO. 15: To see if the Town will vote to transfer the care, custody and control of the
parcel of land with the improvements thereon located at 212 Yankee Drive, identified by the
Assessors as Parcel 77-37-0 and acquired by the Town by Foreclosure in Tax Lien Case, from the
tax custodian for tax title purposes to the Affordable Housing Trust for affordable housing
purposes and for the purpose of conveyance, or to take any other action relative thereto.
Select Board) (Majority Vote Required)
Select Board Clerk Edward “Ned” Chatelain: I move to approve Article No.
15 as printed in the warrant.
4
TOWN OF BREWSTER
ANNUAL TOWN MEETING-MAY 14, 2022
Page 15 of 16
ACTION: Adopted by a majority. Voter Cards.
Citizen Carol Marie Anderson: I move to indefinitely postpone Article No.
15.
ACTION on Carol Marie Anderson’s motion: Defeated. Voter Cards.
12:47pm
LEASE OF TOWN PROPERTY - ANTENNA
ARTICLE NO. 16: To see if the Town will vote to authorize the Town Administrator, acting under
the direction of the Board of Selectmen, to lease from time to time a portion or portions of Town-
owned property located at 1657 Main Street for wireless communications purposes, including,
without limitation, for the construction, installation, maintenance and replacement of
communications antennas, towers, cabinets, cables, and other appurtenances, and to grant such
non-exclusive access and/or utility easements on portions of said property as may be necessary
or convenient to serve the communications equipment thereon, said leases to be for periods not
exceeding twenty (20) years and on such other terms and conditions as the Town Administrator
and Board of Selectmen deem to be in the best interests of the Town, or to take any other action
relative thereto.
Select Board) (Majority Vote Required)
Select Board Member Mary Chaffee: I move to approve Article No. 16 as printed
in the warrant.
ACTION: Adopted by a majority. Voter Cards.
12:34pm
CITIZENS PETITION – PUNKHORN HUNTING BAN
ARTICLE NO. 17: To see if the Town will vote to amend the Town’s General Bylaw by adding a
new Chapter 98 – Hunting in the Punkhorn Parklands as follows:
98-1 No person shall discharge any gun, including paint ball guns, fowling piece, pistol, or
firearm or release an arrow from a bow or hunt or trap or poison or set fire to any material
known as fireworks, or other combustible matter, on any and all Town-owned parcels in
southwest Brewster commonly referred to as the Punkhorn Parklands; provided, however, this
section shall not apply to any person abating nuisance or in the exercise of duty required by
law, or to take any other action relative thereto.
Citizen's Petition) (Majority Vote Required)
Petitioner Betsy Smith: I move to indefinitely postpone Article No. 17.
ACTION: Adopted to indefinitely postpone Article No. 17. Voter Cards.
11:44am
CITIZENS PETITION – PUNKHORN HUNTING RESTRICTIONS
ARTICLE NO. 18: To see if the Town will vote to amend the Town’s General Bylaw by Adding a
new Chapter 98 – Hunting in the Punkhorn Parklands as follows:
98-1 No person shall discharge any gun, including paint ball guns, fowling piece, pistol, or
firearm or release an arrow from a bow or hunt or trap or poison or set fire to any material known
as fireworks, or other combustible matter, within the Town-owned land known as the Punkhorn
Parklands; provided, however, this section shall not apply to any person abating nuisance or in
the exercise of duty required by law: provided further that bow hunting only shall only be
permitted during a three-week period beginning on the first Monday in December of each year,
or to take any other action relative thereto.
Citizen's Petition) (Majority Vote Required)
Petitioner Joseph Breda: I move to approve Article No. 18 as printed in
the warrant.
5
Attachment #2:
Affordable Housing Trust Bylaw
6
Chapter 18
AFFORDABLE HOUSING TRUST FUND
[HISTORY: Adopted 5-7-2018 STM by Art. 7. Amendments noted where applicable.]
§18-1.Name of the Trust.
The Trust shall be called the "Brewster Affordable Housing Trust," herein referred to as the "Trust."
§18-2.Purpose.
The purpose of the Trust shall be to provide for the preservation and creation of affordable housing in the Town
of Brewster for the benefit of low and moderate income households and for the funding of community housing as
defined in and in accordance with the provisions of Massachusetts General Laws, Chapter 44B ("Chapter 44B").
The Trust shall use such property, both real and personal, and shall dispense such funds in such manner as the
Board of Trustees shall deem most appropriate to carry out such purpose consistent with the policies adopted from
time to time by the Board of Selectmen regarding affordable housing. The Trust shall be governed by a Board of
Trustees in accordance with General Laws Chapter 44, Section 55C ("Section 55C"), as revised from time to time,
and the authority granted by Town Meeting.
§18-3.Board of Trustees.
A.There shall be a seven-member Board of Trustees (the "Board") appointed by the Board of Selectmen from
amongst the residents of the Town (except that the Town Administrator or a staff member selected as his or
her designee shall not be required to be Town residents). The members of the Board shall be comprised of as
follows:[Amended 5-6-2019 ATM, Art. 16]
(1)One member of the Board of Selectmen;
(2)One member of the Brewster Housing Partnership;
(3)One member of the Community Preservation Committee;
(4)One member of the Planning Board;
(5)Two residents at large; and
(6)The Town Administrator, a staff member or a resident (nonstaff member) selected by the Town
Administrator as the Administrator’s designee.
B.Trustees shall serve for a term not to exceed two years, with the initial terms of the Trustees staggered such
that Trustees who are members of the Board of Selectmen, the Brewster Housing Partnership, the Community
Preservation Committee, and the Planning Board, shall serve for a term of one year, and thereafter for two
years. Trustees who are appointed as representatives of boards or committees shall serve for two-year terms
or until they no longer serve on such board or committee, whichever is shorter. The Town Administrator shall
serve by virtue of the office. To the extent possible, the Board of Selectmen shall appoint as Trustees
individuals with background or interest in affordable housing, and specifically those with financial, legal or
development expertise, or experience and perspective on housing preservation. Any Trustee (other than the
Town Administrator or staff person acting as the Town Administrator’s designee) who ceases to be a resident
of the Town of Brewster shall vacate the office. Any Trustee may resign by filing with the Town Clerk written
notice thereof.[Amended 5-6-2019 ATM, Art. 16]
C.Any vacancy in the office of Trustee shall be filled by appointment of the Board of Selectmen, notice of which
shall be filed with the Town Clerk. The title to the Trust estate shall thereupon and without the necessity of
any conveyance be vested in such succeeding Trustee jointly with the remaining Trustees.
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§18-4.Meetings of the Trust.
The Board shall meet at least quarterly in the Town of Brewster at such time and at such place as the Trustees shall
determine. Special meetings may be called by the Chair or by a majority of Trustees. Notice of all meetings of
the Trust shall be given in accordance with the provisions of the Open Meeting Law, General Laws Chapter 30A,
Sections 18-25. While a majority of the full Board of Trustees shall constitute a quorum for the transaction of any
business of the Board of Trustees, less than a quorum may, subject to the requirements of the Open Meeting Law,
continue a meeting to a time, date and place certain.
§18-5.Powers of the Board.
The powers and duties of the Board shall include the following, all of which shall be carried on in furtherance of
the purposes and in compliance with the terms set forth in Section 55C of Chapter 44 of the General Laws:
D.Trustees may be removed by the Board of Selectmen at any time for cause following the opportunity for a
hearing. For purposes of this bylaw, the term "cause" shall include, but not be limited to, violation of any
local, state, or federal law; incapacity to perform the duties of a Trustee; and acts of a Trustee, that in the
opinion of the Board of Selectmen, are negligent or detrimental to the Town of Brewster or the Trust; and
four consecutive absences from Board of Trustees meetings. Reference to the Trustee shall mean the Trustee
or Trustees for the time being hereunder.
E.The Trustees shall annually elect a Trustee to serve as Chair. The Chair may establish sub-committees and/or
ad hoc task-related committees to carry out the purposes of the Trust. Chairs of the sub-committees may be
selected by the members of the sub-committees.
A.To accept and receive real property, personal property or money, by gift, grant, contribution, devise or transfer
from any person, firm, corporation or other public or private entity, including but not limited to money, grants
of funds or other property tendered to the Trust in connection with any by-law or any general or special law
or any other source, including money appropriated pursuant to the Community Preservation Act, Chapter 44B
of the Massachusetts General Laws; provided, however, that any Community Preservation Act monies
received shall be used exclusively for community housing and shall remain subject to all the rules, regulations
and limitations of that chapter when expended by the Trust, and such funds shall be accounted for separately
by the Trust; and provided further, that no later than July 15 of any calendar year, the Trust shall ensure that
all expenditures of funds received from said Chapter 44B are reported to the Community Preservation
Committee for inclusion in the year end reporting to the Massachusetts Department of Revenue;
B.To purchase and retain real or personal property, including, without restriction, investments that yield a high
rate of income or no income; provided that any expenditure of funds in excess of $50,000 to purchase real or
personal property shall first be approved by the Board of Selectmen;
C.To sell, lease, exchange, transfer or convey any personal, mixed, or real property at public auction or by
private contract for such consideration and on such terms as to credit or otherwise, and to make such contracts
and enter into such undertaking relative to Trust property as the Board deems advisable notwithstanding the
length of any such lease or contract; provided that any sale, lease, exchange, transfer or conveyance of any
property having a value in excess of $50,000 shall first be approved by the Board of Selectmen;
D.To execute, acknowledge and deliver deeds, assignments, transfers, pledges, leases, covenants, contracts,
promissory notes, releases, grant agreements and other instruments sealed or unsealed, necessary, proper or
incident to any transaction in which the Board engages for the accomplishment of the purposes of the Trust;
E.To employ advisors and agents, such as accountants, appraisers and lawyers as the Board deems necessary;
F.To pay reasonable compensation and expenses to all advisors and agents and to apportion such compensation
between income and principal as the Board deems advisable;
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§18-6.Acts of Trustees.
G.To apportion receipts and charges between incomes and principal as the Board deems advisable, to amortize
premiums and establish sinking funds for such purpose, and to create reserves for depreciation depletion or
otherwise;
H.To participate in any reorganization, recapitalization, merger or similar transactions; and to give proxies or
powers of attorney with or without power of substitution to vote any securities or certificates of interest; and
to consent to any contract, lease, mortgage, purchase or sale of property, by or between any corporation and
any other corporation or person;
I.To deposit any security with any protective reorganization committee, and to delegate to such committee such
powers and authority with relation thereto as the Board may deem proper and to pay, out of Trust property,
such portion of expenses and compensation of such committee as the Board may deem necessary and
appropriate;
J.To carry property for accounting purposes other than acquisition date values;
K.To borrow money on such terms and conditions and from such sources as the Board deems advisable, to
mortgage and pledge trust assets as collateral, provided that any borrowing of funds in excess of $50,000 shall
first be approved by the Board of Selectmen;
L.To make distributions or divisions of principal in kind;
M.To comprise, attribute, defend, enforce, release, settle or otherwise adjust claims in favor or against the Trust,
including claims for taxes, and to accept any property, either in total or partial satisfaction of any indebtedness
or other obligation, and subject to the provisions of Section 55C, to continue to hold the same for such period
of time as the Board may deem appropriate;
N.To manage or improve real property; and to abandon any property which the Board determined not to be
worth retaining;
O.To hold all or part of the Trust property uninvested for such purposes and for such time as the Board may
deem appropriate; and
P.To extend the time for payment of any obligation to the Trust;
Q.To issue policy goals and statements to serve as guidelines for the Trust;
R.To provide funds for the benefit of low and moderate income households to assist in the acquisition, creation,
preservation, rehabilitation and support of housing affordable for such families; and
S.To exercise such additional powers, if any, as may be set forth in MGL c. 44, §55C, as it may be amended
from time to time.
A.Except as otherwise provided, any action of the Board of Trustees shall be approved by a majority of those
present and voting at a duly called meeting provided that a quorum is present, and any and all instruments
executed by such majority shall be binding upon the Trust, and shall be conclusive evidence that such action
has been duly authorized. The Trustees may, by instrument executed by all the Trustees, delegate to any
attorney, agent or employee such other powers and duties as they deem advisable, including power to execute
and deliver instruments as fully as the Trustees might themselves and to sign and endorse checks for the
account of the Trustees of the Trust. The Trustees shall not delegate the authority to amend or terminate the
Trust and no such delegation shall be effective. No Trustee shall be required to give bond. No license of court
shall be required to confirm the validity of any transaction entered into by the Trustees with respect to the
Trust estate. No one dealing with the Trustees need inquire concerning the validity of any act of the Trustees
or see to the application of anything paid to or upon the order of the Trustees. No Trustee shall be liable for
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§18-7.Status of Trust and Board of Trustees.
The Trust is a public employer and the members of the Board are public employees for purposes of General Laws
Chapter 258. The Trust shall be deemed a municipal agency and the members of the Board of Trustees special
municipal employees for purposes of General Laws Chapter 268A, the Conflict of Interest Law. The Trust is a
governmental body for purposes of Massachusetts General Laws Chapter 30A, Sections 18-25, the Open Meeting
Law. The Trust is also a board of the Town for purposes of General Laws Chapter 30B, the Uniform Procurement
Act, and General Laws Chapter 40, Section 15; provided, however, that agreements and conveyances between the
Trust and agencies, boards, commissions, authorities, departments and public instrumentalities of the Town shall
be exempt from said Chapter 30B. Notwithstanding the foregoing, neither the Trustees nor any agent or officer of
the Trust shall have the authority to bind the Town.
§18-8.Custodian of funds.
The Town Treasurer shall be the custodian of the Trust's funds and shall maintain separate accounts and records
for said funds. The Treasurer shall invest the Trust's funds in the manner authorized by MGL c. 44, §55B. Any
income or proceeds received from the investment of unrestricted funds shall be credited to and become part of the
Trust. The yearly approved budget, and any approved budget revisions, will be filed with the Town Treasurer. As
custodian, the Treasurer shall issue checks or transfer monies as directed by the Trustees and approved by the Board
of Selectmen. In addition to the requirements of MGL c. 44, §55C, the Trust shall comply with all requirements,
if any, of all the funds deposited into the Trust, and shall ensure that restricted funds, and any interest thereon,
are appropriately segregated and reported. The books and records of the Trust shall be audited annually by an
independent auditor in accordance with accepted accounting practices. Cost associated with the independent audit
shall be borne by the Trust. Upon receipt of the audit by the Board of Trustees, a copy shall be provided forthwith
to the Board of Selectmen.
§18-9.Funds paid to the Trust.
Notwithstanding any general or special law to the contrary, all moneys paid to the Trust in accordance with
any zoning by-law, exaction fee, or private contribution shall be paid directly into the Trust and need not be
appropriated or accepted and approved into the Trust. General revenues appropriated into the Trust become Trust
property and these funds need not be further appropriated to be expended. All moneys remaining in the Trust at the
end of any fiscal year, whether or not expended by the Board within one year of the date they were appropriated
into the Trust, remain Trust property.
§18-10.Taxes.
The Trust is exempt from General Laws Chapters 59 and 62, and from any other provisions concerning payment of
taxes based upon or measured by property or income imposed by the Commonwealth or any subdivision thereto.
§18-11.Duration of the Trust.
This Trust shall continue until terminated by a vote of the Brewster Town Meeting. Upon termination of the Trust,
subject to the payment of or making provisions for the payment of all obligations and liabilities of the Trust and
the Trustees, the net assets of the Trust shall be transferred to the Town and held by the Board of Selectmen for
the act, negligence or default of any other Trustee or any employee, agent, or representative of the Trustees
selected with reasonable care, nor for errors in judgment, nor mistakes of law or fact made in good faith nor
in reliance in good faith on advice of counsel nor for other acts or omissions in good faith.
B.In exercising these powers, the Trustees shall recognize the role of the Board of Selectmen or it's designee as
the principal procurement officer under MGL c. 30B, including the bidding and awarding of all contracts.
Where an act of the Trustees requires prior written notice to the Board of Selectmen, notice shall be deemed
given when addressed to the Board of Selectmen.
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affordable housing purposes except that any net funds generated pursuant to MGL c. 44B which shall be returned to
the CPA Fund for community housing. In making any such distribution, the Trustees shall, subject to the approval
of the Board of Selectmen, sell all or any portion of the Trust property and distribute the net proceeds thereof or
they may distribute any of the assets in kind to the Board of Selectmen. The powers of the Trustees shall continue
until the affairs of the Trust are concluded.
§18-12.Compensation of Trustees.
Trustees shall not receive a salary, stipend, bonus or other means of compensation for their service as a Trustee,
nor shall they be eligible for any benefits from the Town of Brewster. Trustees may be compensated for reasonable
out-of-pocket expenses for travel and other Trust-related expenses. All such out-of-pocket expenses shall be fully
documented with receipts for expenses prior to payment by the Trust.
§18-13.Annual report.
The Trustees shall prepare an annual report describing the activities of the Trust on a calendar year basis. The
annual report shall be submitted to the Brewster Board of Selectmen by December 31st of each year and will be
included in the Town's Annual Report. The annual report shall list all financial transactions conducted by the Trust
including all revenues and costs, provide a balance sheet of liabilities and assets of the Trust, list an inventory of
all affordable housing units created, sold, and/or managed by the Trust, and any other pertinent information related
to the business of the Trust.
§18-14.Recording; amendments.
The Trustees are hereby authorized to execute a Declaration of Trust and Certificate of Trust for the Trust, to
be recorded with the Barnstable Registry of Deeds and the Barnstable Registry District of the Land Court, as
applicable. The Declaration of Trust may be amended from time to time except as to those provisions specifically
required under MGL c. 44, §55C and/or this bylaw, by an instrument in writing signed by a majority of the
Trustees and approved at a meeting called for that purpose, and approved by the Board of Selectmen.
§18-15.Titles.
The titles to the various Sections herein are for convenience only and are not to be considered part of said Sections
nor shall they affect the meaning or the language of any such Section.
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Attachment # 3
Before and After Photos
212 Yankee Drive
Before: April 2019
After: December 2023
12
Type Expenses Source Vendor
Legal 3,673 CPC KP LAW
Administration 27,500 CPC/BAHT (legal counsel 10.21.22) TRI/HAC
Back Taxes/PILOT 15986.84 + 2200=18,186.84 Sale Proceeds TOB
Appraisal $600.00 CPC Linda Coneen
HOA Fees 625.00 Sale Proceeds
Insurance 7,163.92 BAHT MIIA
7,054.56 BAHT MIIA
Septic
Inspection 1,190.00 BAHT Accucheck
Repairs 6,981.00 CPC (legal 07.27.23)Accucheck/Joe Martin
Other Property Work
Remediation 38,125.00 CPC (legal 07.27.23)Green Env.
DPW Stone for driveway 438.50 BAHT RB OUR
Plumbing Assessment 1,850.00 BAHT Glenn Sherman
Replace Boiler (-9,860)CPC (legal 07.27.23)Glenn Sherman
Major Construction 275,635 CPC/BAHT (legal 07.27.23)Bid price & 4 CO's
360,976.09$
-18,811.84 to be paid from sale proceeds
342,164.25$
Authorizations by Trust 2,000 6/5/2019 legal & other admin. expenses
5,000 8/13/2020 legal & professional
10,000 7/8/2022 legal & insurance
2,500 11/3/2022 addl to the 10K-inspections & other misc. costs
27,500 10/6/2022 Admin. for rehab & lottery
45,000 2/2/2023 Remediation and other small building items
7,500 3/2/2023 Septic Repairs
250,000 8/3/2023 Major Construction in response to IFB- Pearl Co. etc.
20,000 10/5/2023 Addl expenses: plumbing, lights, appliances, windows
369,500.00$
212 Yankee Drive 02.22.24
REED HILDERBRANDTOWN OF BREWSTER SEA CAMPS, BREWSTER MA 96
POND PROPERTY COMPREHENSIVE PLAN
Overall Plan
PARKING
~ 8 SPOTS
(0.5 MILES FROM BEACH)
PARKING
~ 16 SPOTS
(0.3 MILES FROM BEACH)
EXPANDED
TRAILS
IMPROVED
GRAVEL DRIVE
CONSERVATION
& NATURE
PARTNERSHIPS
(MASS AUDUBON
& BREWSTER
CONSERVATION TRUST)PUBLIC
BEACH
MASS AUDUBON
PROGRAMMING
10 ACRES
COMMUNITY
HOUSING
AND
WASTEWATER
TREATMENT
ADA PARKING &
DROP OFF ZONE
~ 4 SPOTS
(0.1 MILES FROM BEACH)
LONG POND
WOODLANDS
September 2021 7
x The Pond parcel is largely undeveloped
x Structures include boating equipment storage & an office
Voter Information: Potential Acquisition of the Cape Cod Sea Camps
SEA CAMPS POND PARCEL: Overview
SEA CAMPS POND PARCEL: Facilities
Address 500 W.H. Besse Cartway
Owner Camp Wono, Inc.
Size 66 acres
Parcel ID 84-45
Zoning Residential Medium (RM) & Residential Rural (RR)
Zoning About half of parcel is in Zone II (aquifer recharge area), Brewster
Considerations Water Protection District & Natural Resource Protection District
Frontage 765 feet (Route 137)
Shoreline ~1,200 feet
SEA CAMPS POND PARCEL: Potential Town Uses
x New public beach & beach parking on Long Pond (possibly residents only)
x Recreation activities, e.g., swimming lessons, boating, sailing
x Conservation/open space, habitat & watershed protection
x Public watercraft storage (kayak, canoe, stand-up paddleboard)
x Partnership with Brewster Conservation Trust to develop extensive hiking/trail system of 100+
acres when combined with adjacent Robinson property
x Partnership with Massachusetts Audubon Society to develop on-site programs
x Appropriately scaled community housing near Route 137 (partnering with Brewster Affordable
Housing Trust)
SEA CAMPS POND PARCEL: Pledged Contributions
x Brewster Conservation Trust $1.5 million
x Massachusetts Audubon Society $1.0 million
x Brewster Water Department Enterprise Retained Earnings $250,000
September 2021 8
SEA CAMPS POND PARCEL: Maps
LEGEND
Pond Parcel Boundary
Long Pond Rd. (137)
Acres: 66
September 2021 9
Photos by Town of Brewster except where noted.
SEA CAMPS POND PARCEL: Photos
Beachfront
Keen-Summit; Phoenix Management
Beachfront
Access Road
Keen-Summit; Phoenix Management
Long Pond Frontage
Keen-Summit; Phoenix Management
Long Pond Frontage
Keen-Summit; Phoenix Management
Keen-Summit; Phoenix Management
Undeveloped acreage
September 2021 10
SEA CAMPS BAY PARCEL: Overview
Address 3057 Main Street, Brewster
Owner Camp Wono, Inc.
Size 54.7 acres
Parcel ID 101-45
Zoning RM (Residential Medium Density)
Zoning Old King’s Highway Historic District, soil conservancy district & wetlands
Considerations
Frontage 824 feet (on Main Street)
Shoreline ~800 feet
SEA CAMPS BAY PARCEL: Facilities
x Administration building
x 50+ cabins, cottages & dorms
x Beachfront
x Boathouse
x Dining hall with commercial kitchen area
x Olympic-sized swimming pool with swimming pavilion
x Art center
x Basketball courts
x 9 lighted tennis courts
x Fields for soccer, lacrosse, baseball, archery, field hockey & other sports
x 2 outdoor theatres
x Maintenance building & garage
x Woodworking shop
SEA CAMPS BAY PARCEL: Potential Town Uses
x New public beach & beach parking (possibly residents only)
x Community center & group meeting spaces
x Expanded municipal recreation facilities: swimming pool, tennis, basketball, outdoor theatres,
basketball, boating/sailing, playgrounds, trails
x Town offices
x Conservation, open space & habitat protection, coastal resiliency
x Partnership(s) to expand recreational activities & programs
x Bike trail spur from Cape Cod Rail Trail to beach
x Boat moorings
SEA CAMPS BAY PARCEL: Pledged Contributions
x Massachusetts Audubon Society $1.0 million
x Anonymous Private Donor $750,000
September 2021 11
SEA CAMPS BAY PARCEL: Maps
LEGEND
Bay Parcel Boundary
Main St. (6A)
Acres: 54.7
September 2021 12
Photos by Town of Brewster except where noted.
SEA CAMPS BAY PARCEL: Photos
Administration Building
Keen-Summit; Phoenix Management Keen-Summit; Phoenix Management
Recreation Facilities
Capecodseacamps.com
Arts Center Arts Center
Beachfront Boat House
www.Catalystarchitects.com
Recreation Facilities
Cape Cod Sea Camps
Bay Parcel Pond
Administration Building Recreation Facilities
September 2021 13
ABOUT EMINENT DOMAIN
Legal right of governments to acquire property for public purposes
Requires just compensation to the owner of property
Brewster Town Meeting has authorized at least 31 major eminent domain actions since 1918
REQUIREMENTS FOR BREWSTER TO ACQUIRE THE SEA CAMPS IF EMINENT DOMAIN IS NEEDED
Acquisition must be for public purpose (Done)
Property must be identified (Done)
Title research is required (Done)
Brewster voters must authorize and appropriate funds (Town Meeting and local election)
Property inspection is required
Just compensation must be provided
NEXT STEPS IF EMINENT DOMAIN ACQUISITION OF THE SEA CAMPS IS AUTHORIZED
Order of Taking: The Select Board will adopt an Order of Taking.
Recording: The Order of Taking is recorded by the Barnstable County Registrar of Deeds.
o Once recorded, the Town of Brewster becomes the legal owner.
o Recording permits the Town to provide compensation to the former owner.
Notice of Taking: Notice is provided to others with an interest in the properties, e.g., a bank
holding a mortgage.
Just Compensation to the Former Owner: The Town will calculate fair compensation for the
former owners based on carefully prepared appraisals and expert consultation.
o “Just Compensation”: Fair market value of the property at the time the property is
transferred. The Town acquired appraisals to determine just compensation.
Appeal: The former owner has 3 years to appeal the Town’s action.
o Appeal process: If appealed, a jury trial will be held. If the jury awards a higher amount
than paid, Brewster voters would need to approve appropriation of the difference.
REFERENCE: Commonwealth of Massachusetts, General Laws Chapter 79: Eminent Domain
https://malegislature.gov/Laws/GeneralLaws/PartI/TitleXIII/Chapter79
POTENTIAL USE OF EMINENT DOMAIN TO ACQUIRE THE CAPE COD SEA CAMPS
September 2021 14
TOWN OF BREWSTER SPECIAL TOWN MEETING SEPTEMBER 25, 2021
Barnstable, ss
To: Roland W. Bassett, Jr. Constable of the Town of Brewster
Greetings:
In the name of the Commonwealth of Massachusetts, you are hereby directed to notify and inform the
Town of Brewster inhabitants qualified to vote in Town affairs to meet at the Stony Brook Elementary
School, 384 Underpass Road, on Saturday, SEPTEMBER 25, 2021, next, at 10:00 o’clock in the morning,
then and there to act upon the following articles:
ARTICLE NO. 1: LAND ACQUISITION - 500 W.H. BESSE CARTWAY
To see if the Town will authorize the Select Board to acquire, by purchase, gift, and/or eminent domain,
the parcel of land with the improvements thereon located at 500 W.H. Besse Cartway, Brewster,
containing 66 acres, more or less, shown on Assessors Map 84 as Parcel 45, and described in a deed
recorded with the Barnstable Registry of Deeds in Book 1388, Page 1185, for habitat protection,
watershed protection, open space, conservation and passive recreation, active recreation, community
housing, and/or general municipal purposes, and for the purpose of granting conservation easements
and/or restrictions on such portions of the property that the Select Board may determine to provide for
habitat protection, watershed protection, open space, conservation and passive recreation purposes,
and to raise and appropriate, transfer from available funds, and/or borrow a sum to fund the foregoing
acquisition and the payment of all costs incidental or related thereto; provided, however, that the
appropriation authorized hereunder shall be contingent upon approval by the voters of a ballot question
to exclude the amounts to pay for any bonds or notes authorized for this purpose from the provisions of
Proposition 2½, so called, and to authorize the Select Board to convey the foregoing conservation
easements and/or restrictions to charitable corporations or trusts whose purposes include conservation
of land or water areas on such terms and conditions as the Select Board deems appropriate, and,
further, to authorize the Select Board and/or its designee to apply for, accept and expend any state
and/or federal grants and/or loans or other public or private funds that may be available for the
foregoing purposes and to take any and all actions and execute any and all documents necessary or
convenient to accomplish the foregoing purposes; or take any other action in relation thereto.
(Board of Selectmen) (Two-Thirds Vote Required)
COMMENT
This article will authorize the Select Board to acquire the so-called Long Pond parcel located at 500 W.H.
Besse Cartway for a number of potential public purposes. This 66 acre parcel is currently the largest
privately held property in Brewster. It has almost 800 feet of frontage on Long Pond Road (Route 137)
and about 1,200 feet of shoreline in the northeast corner of Long Pond. It is mainly comprised of
wooded upland and is largely undeveloped. About half of the property is located in the Town’s Zone II
(aquifer recharge area), Brewster Water Protection District and Natural Resource Protection District. It
is immediately adjacent to Long Pond Woodlands (the so-called Robinson property), 42 acres of
conservation land purchased by the Town several years ago.
September 2021 15
The acquisition of this land is contingent on approval of a debt exclusion ballot measure at the local
election to be held on October 5, 2021. To date, the Town has secured pledges of $1.5 million from the
Brewster Conservation Trust and $1 million from Mass Audubon to assist with the acquisition costs of
this parcel. The Brewster Water Commission has also approved appropriating $250,000 in available
retaining earnings to help with acquisition expenses. While a number of potential future public uses are
contemplated in the warrant article, if the Town acquires this parcel, we will undertake a resident
engagement process that will inform the development of a Master Plan. It is anticipated that a majority
of this property will be permanently protected with a conservation restriction. The Master Plan will
provide specific details and, once completed, will be brought back to a future Town Meeting for voter
consideration and approval.
Selectmen: Yes 5, No 0, Abs 0 Finance Committee: Yes 7, No 0, Abs 0
ARTICLE NO. 2: LAND ACQUISITION - 3057 MAIN STREET
That the Select Board is authorized to acquire, by purchase, gift, and/or eminent domain, the parcel of
land with the improvements thereon located at 3057 Main Street, Brewster, containing 54.7 acres, more
or less, shown on Assessors Map 101 as Parcel 45, and described in a deed recorded with the Barnstable
Registry of Deeds in Book 1388, Page 1188 (excluding therefrom the parcel shown on Assessors Map 101
as Parcel 46) and in Certificate of Title No. 30242, for habitat protection, watershed protection, open
space, conservation and passive recreation, active recreation, community housing, community center
and/or general municipal purposes, and for the purpose of granting conservation easements and/or
restrictions on such portions of the property that the Select Board may determine to provide for habitat
protection, watershed protection, open space, conservation and passive recreation purposes, and to
raise and appropriate, transfer from available funds, and/or borrow a sum to fund the foregoing
acquisition and all costs incidental or related thereto; provided, however, that the appropriation
authorized hereunder shall be contingent upon approval by the voters of a ballot question to exclude
the amounts to pay for any bonds or notes authorized for this purpose from the provisions of
Proposition 2½, so called, and to authorize the Select Board to convey the foregoing conservation
easements and/or restrictions to charitable corporations or trusts whose purposes include conservation
of land or water areas on such terms and conditions as the Select Board deems appropriate, and,
further, to authorize the Select Board and/or its designee to apply for, accept and expend any state
and/or federal grants and/or loans or other public or private funds that may be available for the
foregoing purposes and to take any and all actions and execute any and all documents necessary or
convenient to accomplish the foregoing purposes; or take any other action in relation thereto.
(Board of Selectmen) (Two-Thirds Vote Required)
COMMENT
This article will authorize the Select Board to acquire the so-called Bay parcel located at 3057 Main
Street for a number of potential public purposes. This 55 acre parcel is currently the 4th largest privately
held property in Brewster. It is located within the Old King’s Highway Historic District and has over 800
feet of frontage on Main Street (Route 6A). It has about 800 feet of shoreline on Cape Cod Bay and is
adjacent to Town-owned conservation land and beach at Spruce Hill. Serving as the primary location for
September 2021 16
Cape Cod Sea Camps operations for many years, this property has extensive recreation facilities
including an Olympic-sized outdoor swimming pool, lighted tennis courts, outdoor theatres, fields for a
variety of sports, basketball courts, and a boathouse and an arts center – both built within the last 10
years. This parcel has 50+ cabins and cottages as well as a dining hall, a health center, a historic
administrative building, a maintenance area and a garage.
The acquisition of this property is contingent on approval of a debt exclusion ballot measure at the local
election to be held on October 5, 2021. To date, the Town has secured pledges of $1 million from Mass
Audubon and $750,000 from an anonymous private donor to assist with the acquisition costs of this
parcel. Other organizations have expressed interest in potentially partnering with the Town in the
future on this property, including YMCA Cape Cod and the Trustees of Reservations. While a number of
potential future public uses are contemplated in the warrant article, if the Town acquires this parcel, we
will undertake a resident engagement process that will inform the development of a Master Plan. The
Master Plan, once completed, will be brought back to a future Town Meeting for voter consideration
and approval.
Selectmen: Yes 5, No 0, Abs 0 Finance Committee: Yes 7, No 0, Abs 0
ARTICLE NO. 3: MAINTENANCE AND UPKEEP OF PROPERTIES
To see if the Town will vote to transfer from free cash the sum of $200,000 to pay costs associated with
the maintenance, security, operations, repair and/or rehabilitation of the parcels of land and the
improvements thereon located at 3057 Main Street and/or 500 W.H. Besse Cartway, with said moneys
to be expended under the direction of the Select Board; or take any other action in relation thereto.
(Board of Selectmen) (Majority Vote Required)
COMMENT
These funds will be used to cover interim operating expenses associated with the general maintenance
of one or both properties the Town is seeking to acquire in Articles 1 and 2 in this warrant. Depending
on which properties the Town ultimately acquires, the timing of when those acquisitions occur, and the
extent to which public access to these properties will be provided in the near term will impact when
further such appropriations will be necessary. The Town has developed an initial budget for maintaining
the properties based on the information available at this time. This plan will be further refined and
updated once the Town has access to additional information about the facilities. Property maintenance
will also include utilizing some existing Town staffing resources. The Town may partner with other
organizations to mitigate some of these interim expenses. The Master Plan process is intended to
clearly define future ongoing operating expenses associated with one or both properties based on
anticipated future uses and potential partnerships.
Selectmen: Yes 5, No 0, Abs 0 Finance Committee: Yes 7, No 0, Abs 0
September 2021 17
You are hereby directed to serve this Warrant with your doings thereon to the Town Clerk at the time
and place of said meeting as aforesaid.
Given under our hand and Seal of the Town of Brewster affixed this 3rd day of September 2021.
___________________________________
Cynthia A. Bingham, Chair
___________________________________
David C. Whitney, Vice Chair
___________________________________
Edward B. Chatelain, Clerk
___________________________________
Mary Chaffee
___________________________________
Kari Hoffmann
I, Roland W. Bassett Jr, duly qualified Constable for the Town of Brewster, hereby certify that I served the
Warrant for the Special Town Meeting of September 25, 2021, by posting attested copies thereof, in the
following locations in the Town on the 3rd day of September 2021.
Brewster Town Offices
Café Alfresco
Brewster Ladies Library Brewster Pizza House
The Brewster General Store Millstone Liquors
U. S. Post Office
_________________________________
Roland W. Bassett, Jr. Constable
COMMENT
The Brewster floodplain district was first adopted as a zoning overlay in 1985. The bylaw has
been amended over time as subsequent district boundaries and state and federal regulations
have changed. The amendments proposed in this article are designed to incorporate
recommended changes from the state’s updated model floodplain bylaw. No changes to the
floodplain district boundary are proposed as part of this zoning bylaw amendment.
Select Board: Yes 5, No 0, Abs 0 Finance Committee: Yes 7, No 0, Abs 0
Planning Board: Yes 7, No 0, Abs 0
DRUMMER BOY PARK MASTER PLAN UPDATE
ARTICLE NO. 12: To see if Town will vote to accept the 2021 Drummer Boy Park Master Plan, or
to take any other action relative thereto.
(Select Board) (Majority Vote Required)
COMMENT
After purchasing the Drummer Boy property in 1988, a Comprehensive Master Plan was
developed and adopted by Town Meeting in 1995. That plan identified opportunities and
constraints for the site and developed a programmatic plan for the property via a phased
implementation approach. Some of these improvements, including the bandstand, playground,
and walking paths, have been implemented. Twenty-five years later, Drummer Boy Park
continues to provide diverse active and passive recreational uses for countless residents and
visitors, and it remains a vital community asset.
In 2020, the Select Board established the Drummer Boy Park Advisory Committee to review the
park’s current condition and uses, develop designs for expanded or alternative uses, and
estimate costs and funding scenarios for such future plans. The resulting updated Master Plan
was informed by feedback from residents and relevant stakeholders such as the Brewster
Historical Society and Brewster Conservation Trust, who own adjacent properties.
The goals of this new Plan are to preserve the character of the park, improve views of the bay,
enhance existing uses, and provide additional access to and throughout the park. The Plan
also seeks to account for future increased use given the proposed construction of a new
elevated boardwalk to Wing Island from the Town-owned conservation land immediately to the
east of Drummer Boy. Additional details and more information on the Plan can be found on the
Drummer Boy Park Advisory Committee on the Town website or in the Town Administrator’s
office.
Select Board: Yes 5, No 0, Abs 0 Finance Committee: Yes 7, No 0, Abs 0
59
60 60
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
www.brewster-ma.gov
TO: Select Board
FROM: Conor Kenny, Town Project Manager
RE: Recommended Select Board Policy Revision: Policy 39 & 67
DATE: 2/16/2024
For your review and approval is an updated version of Policy 39 of the Select Board Policy
Handbook, in addition to a newly drafted policy – Policy 67. Policy 39 deals with the Town’s
Government Access Channel, while Policy 67 deals with the use of metal detectors on Town
land.
A number of policies in this handbook have recently been identified by Town Administration
staff as being in need of revision. Policy 39 has not been amended since 2012 and, as a result,
contains information pertaining to the Brewster Town Government Access Channel which is no
longer accurate. The policy also does not, as currently written, adequately capture current BGTV
procedures. The changes to this document have been drafted by Town Administration in
conjunction with Suzanne Bryan, the Town’s Media Coordinator. The existing policy has also
been included in this packet for reference.
Policy 67 is a newly drafted policy dealing with the policy and procedures for the use of metal
detectors on Town land. The Town of Brewster owns various public properties across town,
which may contain many historic artifacts. As a result, Town staff occasionally receive calls
seeking information on the policy on the use of metal detectors for the purposes of searching for
such artifacts. This policy makes clear that no person shall be permitted to use a metal detector,
search for artifacts; disturb soil; remove rocks; or otherwise alter Town property without written
permission from the Select Board/Town Administration. This new policy has been drafted by
Town Administration in conjunction with the Natural Resources Director and the Conservation
Administrator.
Office of:
Select Board
Town Manager
Town of Brewster
Office of the Select Board
2198 Main Street
Brewster, MA 02631-1898
Phone: (508) 896-3701
Website: www.brewster-ma.gov
POLICY AND PROCEDURES FOR
BREWSTER TOWN GOVERNMENT ACCESS CHANNEL
A.PURPOSE
The Brewster Government Access Cable Television Channel (Channel 8) is intended solely to
provide information to Brewster citizens about services, programs, activities, events and matters
involving or affecting local government and the community. Brewster Government TV (BGTV) is
not a ‘public access channel’. It is not to be used for commercial or religious purposes, the
promotion of commercial or religious organizations, or related events.
B.POLICY
All public meetings of Town boards and committees shall be video and audio recorded at Brewster
Town Hall. All public meetings of Town boards and committees which are recorded and/or televised
shall be cablecast and/or webcast in their entirety, from opening to adjournment, without editing
and without commentary. Committee site visits are exempt from this requirement. Other
exemptions include but are not limited to business meetings, strategic planning retreats, and/or
other such gatherings, with approval by the Town Manager or Assistant Town Manager.
Town officials may request video services and/or cablecasting or webcasting of pre-recorded
segments. Requests shall be in writing and shall describe the nature of the request, whether it is for live or
prerecorded broadcast and the length of the requested broadcast. Authorization is subject to approval
of the Town Manager or the Assistant Town Manager. Applications for electronic bulletin board
(EBB) items may be submitted to the Town Manager’s Office by any Town Official or government
agency. Items must be consistent with the intentions of this policy and shall be published to the
electronic bulletin board at the discretion of the Town Manager or the Assistant Town Manager.
Programming produced by Channel 8 or other entities related to government facilities,
services and/or operations, or to issues and events in the public interest, may be cablecast
and/or webcast as deemed appropriate by the Town Manager or Assistant Town Manager.
Written permission for the use of copyrighted materials must be received in advance.
The Brewster Government Access Channel shall not be used to promote a candidate for elective
office or advocate any position of a political nature; however, programming in the format of a
candidate debate or candidate’s forum may be shown provided that all candidates for the same
office are given equal time.
Policy No: 39
Date Approved: July 7, 2008
Dates Amended: July 23, 2012
February 26, 2024
The Brewster Government Access Channel shall not be used for commercial purposes, the
promotion of commercial organizations, commercial events, or the sale of any product or service
by for profit entities. Exceptions to this prohibited use are restricted to promotional content which
is co-sponsored by the Town as deemed appropriate by the Town Manager or Assistant Town
Manager, in line with the policy as stated above.
The Brewster Government Access Channel shall not be used to promote religious beliefs or
philosophies.
C.ELIGIBLE ENTITIES
Examples of entities permitted to broadcast materials are as follows: Town departments, Town
boards and committees, regional government entities such as Barnstable County and state
agencies.
Regulatory Boards/Committees that will be aired live on Channel 8 and re-aired at later
dates/times:
Select Board
Conservation Commission
Zoning Board of Appeals
Board of Health
Planning Board
Non-regulatory/Advisory Boards/Committees that will be re-aired on Channel 8:
Finance Committee
Community Preservation Committee
Affordable Housing Trust
Brewster School Committee
Boards/Committees that will be re-aired as space in the schedule permits:
All others
All regulatory boards and committees will be re-aired on Channel 8. Non-regulatory boards and
committees of public interest may also be re-aired at the discretion of the Town Manager’s Office.
Public meetings of Town boards and committees being held in Room A of Town Hall will be
broadcast live to Channel 8 and livestreamed on the web, unless otherwise directed by the Town
Manager’s Office.
Viewers are encouraged to access meeting videos online through the Town’s video on demand
(VOD) page. Citizens may request copies of meeting videos through the Media Coordinator. These
files will be made available on a USB thumb drive, for a service fee of $5 for each 32GB of media.
Citizens may also request copies through electronic file sharing options, free of charge. BGTV does
not provide meeting videos or other archived materials on CD or DVD.
BGTV equipment and staff are to be used solely for the purposes outlined in this policy unless
otherwise directed by the Town Manager or Assistant Town Manager.
Approved by the Brewster Select Board
_______________________ _______________________
Ned Chatelain, Chair Mary Chaffee, Vice Chair
_______________________ _______________________
Kari Hoffmann, Clerk Cynthia Bingham
_____________________________
David Whitney
07/23/2012
Town of Brewster
Office of the Select Board
2198 Main Street
Brewster, MA 02631-1898
Phone: (508) 896-3701
Website: www.brewster-ma.gov
POLICY AND PROCEDURES FOR THE USE OF METAL DETECTORS
ON TOWN LAND
A.PURPOSE
The Town of Brewster owns various public properties across town, which may contain
historic and pre-contact artifacts reflecting the heritage of those who have lived here
before us.
This policy is based on Massachusetts General Laws, Chapter 9, Section 26B and 27C,
which prohibits entry on land owned by the Town for the purpose of searching for traces
of human culture or other remains at any land or water site by means of surveying,
digging, sampling, excavating or removing surface or subsurface objects, or the entrance
onto a site with that intent unless they have the permission of the Town and a permit
from the State Archeologist.
Any person who enters upon land owned by the Commonwealth or any of its political
subdivisions, including the Town of Brewster, for the purpose of searching for or removing
such objects or who shall appropriate, deface, destroy or alter any historical artifacts
without such approvals may punished by a fine of not more than five hundred dollars or
by imprisonment for not more than six months or both. G.L. c. 9, §27C.
This policy is based on the Code of Federal Regulations, (36 CFR 261.9) which states that
“the following are prohibited [on properties owned or operated by the National Parks
Service]: (g) Digging in, excavating, disturbing, injuring, destroying, or in any way
damaging any prehistoric, historic, or archaeological resources, structure, site, artifact,
or property (h) Removing any prehistoric, historic, or archaeological resources, structure,
site, artifact, property."
This policy is also based on regulations promulgated by the Massachusetts Department
of Conservation and Recreation with respect to properties under its control, 302 CMR
12.04, which states that “12. No person may use or offer for use metal detectors, except
with permission from DCR personnel, for the purposes of locating lost personal property”
and “21. No person may damage, disturb or remove any DCR property or resource, real,
natural, personal, cultural or historic”.
Policy No: 67
Date Approved: February 26, 2024
It is hereby declared that any such artifacts that may be found on land owned by the
Town of Brewster should be protected to the same extent as the artifacts found on land
owned by the Federal and State governments.
B.POLICY
No person shall use a metal detector, search for artifacts, disturb soil, remove rocks, or
otherwise alter Town property without written permission from the Select Board/Town
Administration.
Notwithstanding anything in this policy, the Select Board/Town Administration may
prohibit the use of metal detectors on any Town-owned land and no person shall use a
metal detector on any such lands.
If the person is intending to search for “Specimens” as defined in G.L. c. 9, §26B, a permit
from the State Archeologist shall also be required before any such activity is conducted.
If permission is given, the permit holder may enter the property identified in the
application and may use a metal detector for the purposes and subject to the terms and
conditions stated in the permit.
A copy of the permit shall be carried at all times and shall be made available upon request
by any police officer, natural resource officer or other Town official.
The applicant may dig or probe for items, provided that only hand tools that can be used
by one hand are used and the disturbance shall be limited to 4 inches wide and 12 inches
deep. The applicant shall restore any disturbed area to its original condition by removing
all evidence of digging and/or probing. Plants may not be dislodged or have their roots
disturbed.The applicant shall be liable for any damage or destruction to the Town’s
property.
C.PROCESS
The applicant must complete the application (Appendix B) and submit it to the Town
Manager’s Office for review and approval prior to engaging in any activity described in
this policy. A use fee, as listed on the application, must also be submitted along with the
application (to be returned to the applicant if the application is denied).
The permit shall be subject to such terms and conditions as the Select Board/Town
Administration deem necessary to protect the Town’s property and any Specimens that
may be found thereon, and to protect the quiet enjoyment of other persons using the
Town’s property, which may include but not be limited to a requirement that the applicant
obtain liability insurance in amounts satisfactory to the Town.
The issuance of a permit does not grant the right to exclusive use of the area subject to
the permit and the permit holder shall not engage in any activity that creates a nuisance
or disrupts or prevents the use of the property by other lawful users. Permit holders shall
obey all orders and directions of Town of Brewster officials.
A permit may be revoked at the discretion of the Select Board/Town Administration.
All permits will be subject to the condition that the permit holder acknowledges that they
are entering the property at their own risk, that the Town will not be subject to liability
for any injuries or damage to personal property suffered by the permit holder and that
the permit holder will indemnify, defend, and hold the Town harmless for any injuries or
property damage caused by the permit holder.
The issuance confers no property rights upon the permit holder with respect to the use
of the Town’s land or any objects found thereon.
The issuance of a permit only grants the applicant authorization to enter the Town’s
property for the purposes set forth in the permit. Any actions taken in furtherance of
such purposes must be conducted in accordance with all applicable laws and regulations
and the issuance of a permit does not constitute or imply the waiver of any applicable
law.
D.EXEMPTION
Metal detecting or searching for lost personal property within the coastal beach and flats
and pond swim beaches (Lond Pond Landing and Fisherman’s Landing at Sheep Pond)
do not require approval, subject to any permission that may be required by State law,
including but not limited to approval of the State Archeologist pursuant to G.L. c. 9, §27C.
This does not include salt marsh, dune or other coastal resources. No impact to vegetated
areas is allowed. Those wishing to disturb coastal beaches, flats or other resource areas
subject to the jurisdiction of the Conservation Commission are required to contact the
Conservation Administrator for guidance on conservation permitting and/or any
Commission approval before engaging in such activity and nothing herein shall be deemed
to waive any requirements that the Conservation Commission may impose on such
work/activity.
E.DISCOVERY OF ITEMS
If Specimens are discovered, all activity shall cease and the discovery shall be reported
to Town Administration within 48 hours of finding or by the close of the next business
day, unless there is an imminent threat to the specimen, in which case it shall be
immediately reported to Town Administration or the Police Department (if outside of
normal business hours). The permit holder must submit a photo of the Specimen to the
Town upon request. Town Administration, in consultation with the Natural Resources
Department and the State Archeologist if applicable, will determine whether to retain title
and possession of the Specimen or allow its removal by the permit holder. The Specimen
shall not be removed unless and until the Town makes its determination.
The permit holder may remove Specimens only if the Town waives its claim to such
objects, in writing.
Any identifiable property found by the permit holder (such as jewelry or other tangible
items that do not qualify as Specimens) must be turned over to the Brewster Police
Department where applicable procedures for the disposition of lost property will be
followed.
F.DEFINITIONS
Specimen(s) - all relics, artifacts, remains, objects, or any other evidence of a historical,
prehistorical, archeological, anthropological, or paleontological nature fifty years old or
more which may be found below or on the surface of the earth, and which have scientific,
historical or archeological value, including but not limited to objects of antiquity,
aboriginal, colonial or industrial relics, and archeological or paleontological samples. See
G.L. c. 9, §27B.
Metal Detector – any electronic device designed to detect the presence of metal objects
below the surface of the ground.
Approved by the Brewster Select Board
_______________________ _______________________
Ned Chatelain, Chair Mary Chaffee, Vice Chair
_______________________ _______________________
Kari Hoffmann, Clerk Cynthia Bingham
_____________________________
David Whitney
Town of Brewster
2198 Main Street
Brewster, MA 02631-1898
Phone: (508) 896-3701
www.brewster-ma.gov
BREWSTER SELECT BOARD POLICY #45
PUBLIC MEETING PARTICIPATION BY REMOTE TECHNOLOGY POLICY
A. PURPOSE
1. The Massachusetts Attorney General’s Regulations, 940 CMR 29.10, permit
remote participation by public body members in certain circumstances. This
policy defines how the Town of Brewster will utilize remote meeting
participation by public bodies.
2. The Town will strive to provide opportunities to the public for both in-person
and remote participation at board and committee meetings to the greatest
extent practicable and to provide flexibility to board and committee member in
accordance with the following policy.
B. MINIMUM REQUIREMENTS FOR REMOTE PARTICIPATION
1. Brewster has adopted the provisions of 940 CMR 29.10(2), so a member of a
public body shall be permitted to participate remotely in a meeting, in
accordance with the procedures described in 940 CMR 29.10(7), if the chair
or, in the chair's absence the person chairing the meeting, determines that the
member's physical attendance would be unreasonably difficult.
2. The chair shall be responsible for ensuring that a quorum is physically present
at the meeting location. Members should select a chair who expects to be able
to be physically present at most meetings.
3. Members of a public body who participate remotely and all persons present at
the meeting location shall be clearly audible to each other.
4. A quorum of the body, including the chair or, in the chair's absence the person
authorized to chair the meeting, shall be physically present at the meeting
location, as required by M.G.L. c. 30A, sec. 20(d).
5. Members of public bodies who participate remotely may vote and shall not be
deemed absent for the purposes of M.G.L. c. 39, sec. 23(d).
6. The All Citizens Access Committee shall be exempt from these provisions.
Date Adopted: 12/16/13
Amended: 06/10/2022
Amended: 06/05/2023
Amended: 02/26/2024
C. FREQUENCY OF REMOTE MEETING PARTICIPATION
1. Individual members of any public body shall be permitted to participate
remotely in meetings but must be physically present for at least 50% of
meetings of that public body in a given fiscal year.
2. Members of regulatory boards (Select Board, Planning Board, Zoning Board of
Appeals, Board of Health, Conservation Commission, and Historic District
Commission) must be physically present for at least 75% of meetings of that
public body in a given fiscal year.
3. The Select Board may exercise their right to initiate proceedings for removal,
consistent with Section 5-1-1(b) of the Town Charter, if committee members fail
to meet these minimum in-person attendance requirements.
D. TECHNOLOGY
1. Remote participants shall use Town video conferencing media (e.g., Zoom).
2. When video technology is in use, the remote participant shall be clearly
visible to all persons present in the meeting location.
3. The chair or, in the chair's absence the person chairing the meeting, will
determine how to address technical difficulties that arise as a result of utilizing
remote participation, but is encouraged wherever possible to suspend
discussion while reasonable efforts are made to correct any problem that
interferes with a remote participant's ability to hear or be heard clearly by all
persons present at the meeting location.
4. If technical difficulties result in a remote participant being disconnected from the
meeting, that fact and the time at which the disconnection occurred shall be
noted in the meeting minutes.
5. All board and committee meetings will be broadcast on BGTV Channel 18
and/or livestreamed on the Town website to the greatest extent practicable,
and video recordings will be available.
E. REMOTE PARTICIPATION PROCEDURES
1. As a courtesy, a member needing to participate remotely in a meeting should
notify the chair, or the person chairing the meeting , as soon as possible.
2. At the start of the meeting, the chair shall announce the name of any member
who will be participating remotely. This information shall also be recorded in the
meeting minutes.
3. All votes taken during any meeting in which a member participates remotely
shall be by roll call.
4. A member participating remotely may participate in an executive session but
shall state at the start of any such session that no other person is present
and/or able to hear the discussion at the remote location, unless presence of
that person is approved by a simple majority vote of the public body.
5. When feasible, the chair, or in the chair's absence the person chairing the
meeting, shall distribute to remote participants in advance of the meeting,
copies of any documents or exhibits that he or she reasonably anticipates will
be used during the meeting. If used during the meeting, such documents shall
be part of the official record of the meeting and shall be listed in the meeting
minutes and retained in accordance with M.G.L. c. 30A, sec. 22.
F. EXTENUATING CIRCUMSTANCES
While every effort must be made to meet the requirements of this policy, the Town
Manager or his/her designee may determine at their discretion to allow meetings to
be held in remote format only. These determinations will be made based on certain
extenuating circumstances which may include, but are not limited to weather,
technology issues, natural disasters, health risks, emergency orders, etc.
Approved by the Brewster Select Board
__________________________ __________________________
David Whitney, Chair Ned Chatelain, Vice Chair
________________________________ ________________________________
Kari Hoffmann, Clerk Mary Chaffee
____________________________________
Cindy Bingham
For Your Information (FYIs)
February 26, 2024
1.Cape Cod and Islands Water Protection Fund letters to State Officials regarding
funding
2.Health and Human Services Reports
a.Lower Cape Outreach Council
b.Elder Services of Cape Cod and the Islands
3. Information from our Legislation regarding Fractional Ownership and Transfer
Fee Tax
4.Protect Our Cape Cod Aquifer (POCCA) Pesticide Reduction Information
5.MassPRIM – Pension Reserves Investment Management January Report
6.Community Blood Drive- March 4, 2023
www.capecodcommission.org/cciwpf
January 18, 2024
Via E-mail
Senator Lydia Edwards
Representative James Arciero
Chairs of the Joint Committee on Housing
24 Beacon Street
Boston, MA 02133
Re: The Affordable Homes Act
Dear Senator Edwards and Representative Arciero,
I am writing to you on behalf of the Executive Committee of the Cape Cod and Islands Water
Protection Fund (Fund) Management Board. Since its inception, the Fund has awarded
approximately $140 million in subsidies to 34 projects in 10 Cape Cod towns for wastewater and
water quality projects. The impact of the Fund subsidy on the ability of towns to advance water
pollution abatement efforts is unprecedented. Continued implementation of wastewater projects is
critically important to achieving the goals of the Affordable Homes Act and encouraging
development and redevelopment of housing in appropriate locations that will not exacerbate
current water quality issues.
A cash flow model developed in 2021 by PFM Financial Advisors LLC to support administration of the
Fund was supportive of providing a 25% subsidy to eligible projects. While revenues have been
consistent with projections, project costs listed on the 2022, 2023, and now draft 2024 Clean Water
Intended Use Plans (IUPs) have increased drastically from what was projected. The draft 2024 IUP
includes more than four times the project costs anticipated in the initial modeling.
The certainty of the 25% subsidy has helped garner community support for implementation of
wastewater projects and has resulted in significant action to improve water quality across Cape Cod.
The increased cost of these projects and the local commitment to construction of infrastructure
exceeds the ability of the Fund to maintain a 25% subsidy for towns absent additional revenue
sources. We respectfully request you consider including a bond fund authorization to supplement
the Fund revenue and ensure continued progress to develop wastewater infrastructure and support
housing development and redevelopment.
www.capecodcommission.org/cciwpf
Thank you for your consideration.
Sincerely,
Kevin Galligan
Chair, Cape Cod and Islands Water Protection Fund Management Board
cc: State Senator Julian Cyr
State Senator Susan Moran
State Representative Kip Diggs
State Representative Sarah Peake
State Representative Dylan Fernandes
State Representative Chris Flanagan
State Representative David Vieira
State Representative Steven Xiarhos
January 25, 2024
Bonnie Heiple, Commissioner
Massachusetts Department of Environmental Protection
100 Cambridge Street, Suite 900
Boston, MA 02114
Dear Commissioner Heiple,
I am writing to you on behalf of the Executive Committee of the Cape Cod and Islands Water
Protection Fund (Fund) Management Board. Since its inception, the Fund has awarded
approximately $140 million in subsidies to Cape Cod towns for eligible wastewater and water quality
projects listed on the Clean Water Intended Use Plan (IUP). The impact of the Fund subsidy on the
ability of towns to advance water pollution abatement efforts is unprecedented.
A cash flow model developed in 2021 by PFM Financial Advisors LLC to support administration of the
Fund was supportive of providing a 25% subsidy to eligible projects. While revenues have been
consistent with projections, project costs listed on the 2022, 2023, and now draft 2024 IUPs have
increased drastically from what was projected. The draft 2024 IUP includes more than four times the
project costs anticipated in the initial modeling.
The certainty of the 25% subsidy has helped garner community support for implementation of
wastewater projects and has resulted in significant action to improve water quality across Cape Cod.
The increased cost of these projects and the local commitment to construction of infrastructure
exceeds the ability of the Fund to maintain a 25% subsidy absent additional revenue sources.
At their meeting on Thursday, January 18, 2024, the Executive Committee voted to endorse the
attached strategy for meeting the Funds needs. In part, the strategy proposes utilizing funds
received by the Clean Water Trust from the federal Bipartisan Infrastructure Law (BIL). On behalf of
the Executive Committee, I respectfully request your consideration of this approach and ask for an
opportunity to meet to discuss potential application of the BIL funds for this purpose.
Sincerely,
Kristy Senatori
Executive Director
cc: Kevin Galligan, Chair, Cape Cod and Islands Water Protection Fund Management Board
Susan Perez, Executive Director, Massachusetts Clean Water Trust
Nate Keenan, Deputy Director, Massachusetts Clean Water Trust
The following strategy was endorsed by the Executive Committee of the Cape Cod and Islands Water
Protection Fund Management Board on January 18, 2024.
Issue Statement:
The Cape Cod and Islands Water Protection Fund (the Fund) is challenged by increased project activity to
maintain the 25% principal forgiveness central to its success spurring town projects. While the revenue
projections associated with the 2.75% surcharge assessed on overnight stays have met or exceeded
expectations, the increased demand on the Fund beyond what was projected or anticipated is creating
pressure to reduce the principal forgiveness percentage.
Given the importance of the 25% forgiveness rate to local willingness to move forward with projects, there
is a need to supplement the resources available to the Fund through 2029.
Proposed approach:
Additional funds are needed prior to April 2024 to support the expected level of principal forgiveness for
the projects appearing on the DEP draft 2024 Clean Water Intended Use Plan (IUP). These projects will go to
town meetings in the Spring of 2024 and towns and voters must have clarity on financing terms. A short-
term solution to maintain the 25% subsidy for projects listed on the 2024 IUP is needed to ensure these
projects are supported by voters. The funding needed to support the Fund and ensure the Fund’s
Management Board can maintain a 25% subsidy for projects listed in the 2025-2029 IUPs can be addressed
separately.
1. Funding for 2024 Cape Cod IUP projects. Seek approval from the Clean Water Trust to apply funds
received from the federal Bipartisan Infrastructure Law (BIL) legally required to be used for
principal forgiveness at 9% to qualifying Cape projects (Barnstable, Dennis, Falmouth, Harwich,
Mashpee, Yarmouth, and Sandwich projects) in disadvantaged communities appearing on the 2023
and 2024 IUPs. The use of BIL funds for forgiveness will replace money from the Fund and allow the
aggregate forgiveness for Cape IUP projects to be fully funded at 25%. Those Cape projects
(Wellfleet, Chatham, and Provincetown projects) not in towns that meet the disadvantaged
definition can be fully funded at 25% using Fund proceeds.
To achieve this objective, a majority vote of the Board of the Clean Water Trust will be needed to
establish an allocation of $32.5 million in BIL funds to the disadvantaged communities of Cape Cod
at 9%. No state appropriation is needed for this option to be implemented although it does require
a willingness from the CWT Board to vary the application of the disadvantaged community criteria.
In addition, the CWT will need to consider this allocation as additional and incremental to any
principal forgiveness that would otherwise be allocated by the CWT to these same communities.
2. Funding for 2025 through 2029 Cape Cod IUP projects. Pursue bond fund authorization in the
amount of $292 million to support a projected $350 million per year (a total of $1.75 billion) in new
IUP project activity from 2025-2029.
The projects identified on the following page are listed on the 2023 and draft 2024 Clean Water IUPs in
municipalities designated as disadvantaged communities.
2023 IUP:
Town Project SRF ID Eligible Cost 2023 IUP Cost
Barnstable Sewer Extension and Vacuum Sewer Removal 7291 $1,120,000 $1,120,000
Barnstable 2023 Wastewater Pump Station improvements 7302 $3,320,000 $3,320,000
Barnstable Park City Wind Route Sewer Expansion 7305 $30,900,000 $30,900,000
Barnstable FY24-25 BWPCF Improvements 7346 $6,121,800 $6,121,800
Harwich Harwich Rt 28 Sewer Construction Project 10378 $8,099,590 $8,099,590
Harwich Harwich Phase 3 Sewer Extension 7290 $48,927,000 $41,900,410
Mashpee Phase 1 Treatment and Collection System 7334 $12,000,000 $12,000,000
Yarmouth Phase I - WRRF and Collection System 8349 $207,244,000 $50,000,000
Draft 2024 IUP:
Town Project SRF ID Eligible Cost 2024 Draft
IUP Cost
Barnstable Nitrogen Removal Improvements & New
Headworks Facility 16677 $155,265,000 $30,000,000
Barnstable Rt 28 West Sewer Expansion Project 16683 $59,650,000 $10,000,000
Barnstable Phinney's Lane Neighborhoods Sewer
Expansion 16754 $38,766,000 $10,000,000
Dennis Phase 1 - WRRF and Collection System 16676 $188,600,000 $50,000,000
Falmouth TASA Phase 1 Collection and Recharge 16728 $41,300,000 $41,300,000
Harwich Rt 28 Sewer Project 16674 $6,500,000 $6,500,000
Mashpee Phase 2 Treatment and Collection System 16791 $80,000,000 $50,000,000
Sandwich Sandwich High School WWTF Upgrades 16718 $9,100,000 $9,100,000
Lower Cape Outreach Council, Inc.
REPORT TO THE TOWN OF BREWSTER
FISCAL YEAR 2024
Quarter:1. Jul - Sept.2. Oct - Dec 3. Jan - Mar 4. Apr - Jun Year to Date
Service Provided
Cash Assistance $35,420.26 $44,935.86 $80,356.12
# of Households **72 94 166
Food: Value in $$34,500.00 $34,430.00 $68,930.00
# of Orders ** 264 322 586
# of Adults 268 247 515
# of Children 180 191 371
# of Seniors 132 148 280
Thanksgiving Baskets in $$0.00 $2,800.00 $2,800.00
# of Orders ** 0 28 28
# of People 0
Clothing Value in $$337.50 $0.00 $337.50
# of Orders ** 4.75 0 4.75
# of Adults 7 0 7
# of Children 2 0 2
# of Seniors 2 0 4
Holiday Toys Value in $$0.00 $3,225.00
# of Families ** 0 43
# of Children 0 107
** Total Units of Service 341 487 0 0 785
Value per Unit of Service $206.19 $175.34 #DIV/0!#DIV/0!$194.23
TOTAL CASH VALUE $70,257.76 $85,390.86 $0.00 $0.00 $152,423.62
Archive d: Thursday, February 22, 2024 3:07:42 PM
From: Cyr, Julian (SEN)
Se nt: Friday, February 16, 2024 1:06:10 PM
To: Ned Chatelain Peter Lombardi
Cc: Flanagan, Christopher - Rep. (HOU) Patron, Kathleen (SEN ) Holcomb, Michael (SEN) Felix, William (HO U) Mary
Chaffee Kari Hoffmann Cynthia Bingham David Whitney
Subje ct: follow up: Brewster Select Board legislative briefing
Importance : Normal
Se ns itivity: None
Attachme nts :
Summary Fractional Ownership for MVC from LS.docx; 228292.docx; 235513.docx;
Hi Peter and Ned,
It was a pleasure to join Chris to speak at last week’s meeti ng of the Select Board. As a follow-up to our
conversation regardi ng Governor Healey’s $4.1 billion Affordable Homes Act, I am sharing wi th model home rule
legislati on to establish a real estate transfer fee adopted by C hatham and Nantucket.
The attached bills, H.2915 An Act authori zing a real property transfer fee i n the town of C hatham , and H.4151
An Act authori zing the town of Nantucket to i m pose a real estate transfer fee for affordable and workforce
housing, are broadly similar in intent and both seek to impose a transfer fee at a rate of 0.5% of real property
sales valued at more than $2 milli on. Other towns have advanced home rules with a lower $1 mi lli on threshold
(Provincetown, Truro). As when I spoke before the Select Board last week, I would encourage Brewster to take a
close look at filing their own Home Rule Peti ti on for a transfer fee on luxury real estate.
As Chris and I work wi th our colleagues to advance a local option transfer fee, it is helpful for our communi ti es to
show broad-based local support for this new poli cy tool. In addi ti on, fili ng a Brewster specific transfer fee home
rule petition will also work to ensure that any statewide local-opti on transfer fee has enough flexibility in
i mplementation that local communi ti es can establi sh a fee at the rate that best sui ts thei r local market and needs.
I have also attached a document prepared by staff at the Martha’s Vi neyard Commissi on outli ning the emergent
i ssue of Fractional Ownershi p Platforms and work done on the Island to regulate these entities in local bylaws.
Fractional Ownership Platforms are web-based compani es that sell partial ownership shares in vacation homes,
often creati ng an LLC for the co-owners and professionally managing the homes. While at the moment the
presence of these compani es i s limited, to the best of my knowledge, to a select number of luxury homes in the
region, as we learned with Airbnb and VRBO they can spread quickly. One Fractional Ownershi p Platform,
Pasco, has already rated Barnstable C ounty as number 7 of 15 top places to i nvest in a second home. It may be
worth the time of Town staff and Board members to begin thi nking about the i mplicati ons of this issue.
Thank you for your continued partnershi p and your steadfast work on behalf of all the residents of Brewster.
Respectfully,
Julian
--
Julian Cy r
State Senator
Cape and Is lands Distric t
1
Fractional Ownership Platforms: Summary Updated 5/16/23 LS for MV Commission
Article links:
https://therealdeal.com/2022/12/13/pacasos-austin-allison-on-the-who-what-and-why-of-co-
ownership/
https://www.nantucketcurrent.com/a-new-twist-in-pacaso-s-bid-to-operate-timeshares-on-
nantucket
https://www.kpcw.org/park-city/2022-10-28/park-city-becomes-first-in-country-to-regulate-
co-owned-homes
Summary:
Timeshares are a vacation product in which a visitor purchases the right to use a commercial
vacation property for a specific amount of time annually (usually a week, or several weeks over
the course of a year). With market trends blurring the lines between commercial and
residential vacation property uses, municipalities wishing to restrict the operation of these
entities to commercial districts or to regulate their use in residential districts must have specific
bylaws addressing Timeshares.
Fractional Ownership Platforms are web-based commercial entities selling partial (frequently
1/8, sometimes smaller) ownership shares in vacation homes on the open market. An LLC for
the co-owners is created, and the platform professionally manages the residence. Homes may
or may not have been previously used as vacation homes and may be located in single-family
residential zoning districts. Co-owners build equity, which makes this product very appealing.
Fractional Ownerships have similar use patterns as vacation timeshares and are generally
limited to 2–14-day stays. However, because Fractional Ownership exclusively uses an
“ownership model” (co-owned by the unrelated fractional owners), traditional municipal
Timeshare bylaws regulating “Timeshares”, or “Private Clubs” intended to regulate such use
may not apply unless they contain specific wording referencing co-ownership:
Municipalities wishing to regulate or restrict commercial Fractional Ownership are finding it
necessary to either (1) add specific language referencing “Fractional Ownership” and “Interval
Use” to their existing Timeshare bylaws or (2) draft and adopt a combination
Timeshare/Fractional Ownership/Interval use bylaw. See attached resources from Park City,
St Helena, and Newport Beach for model bylaws.
Edgartown MA has coined the term “FOITS”= Fractional Ownership + Interval use + Timeshare
to describe a bylaw that covers all these bases. (Docs with Edgartown’s proposed FOITS bylaw,
and Tisbury’s adopted FOITS bylaw will be provided attached separately.)
2
Pacaso
The most well-known platform for Fractional Ownership is Pacaso https://www.pacaso.com/ a
west-coast based company that is expanding its business model to the eastern seaboard.
Pacaso has purchased one home on Nantucket, and had identified a second as a
“Prospect Purchase” on their website https://www.pacaso.com/listings/nantucket-ma
Pacaso has created a Cape Cod landing page https://www.pacaso.com/listings/cape-
cod-ma indicating its intention to expand in this region
Nantucket’s Timeshare bylaw and Pacaso
Pacaso recently purchased and listed shares for 11A Meadow Lane on Nantucket
The Town of Nantucket notified Pacaso they could not operate the 11A Meadow Lane
property as a Fractional Ownership property, under Nantucket’s existing Timeshare
bylaw: “timeshare” is defined in the town code here: https://ecode360.com/11471477
After communication with Pacaso’s legal team, who challenged the designation of
Pacaso as a “Timeshare”, the Town chose not to issue a cease and desist order.
The Town of Nantucket has since filed a warrant article for Annual Town Meeting that
would update its existing Timeshare bylaw to include “Fractional Ownership” as a
prohibited use of homes in residential zones.
Martha’s Vineyard: Lifestyle Asset Group manages a fractional ownership in Aquinnah.
https://www.lifestyleassetgroup.com/properties/aquinnah
The Future of Fractional Ownership platforms
Although Pacaso places an emphasis on “luxury homes” other Fractional Ownership companies,
such as Ember https://emberhome.com/listings/ target a younger demographic by focusing on
lower-priced properties. Nestment creatively uses the model to build equity for aspiring
homeowners currently shut out of the housing market
https://techcrunch.com/2023/02/21/nestment-raises-3-5m-in-pre-seed-funding-to-allow-
friends-and-family-to-co-buy-homes/
With the ability to purchase homes over-asking-price by selling ownership shares, this
business model can easily out-compete local residents trying to purchase year-round
homes if there is no bylaw to restrict or regulate operation in residential districts.
According to the New England representative for Granicus (one of the largest Short
Term Rental monitoring/regulating software companies), Granicus is currently
developing monitoring and compliance software for Fractional Ownership. This is a
good indication of the expected expansion of the Fractional Ownership model
throughout the second-homeownership real estate market.
STRs: Although fractional use by co-owners is limited to 2-14 days at a time and co-
owners can “gift” stays to other individuals of their choosing, Fractional Ownership
3
platforms are distinct and different from Short Term Rentals, and thus are not governed
by STR ordinances, nor are they are not subject to the STR tax.
However, there is no innate prohibition in the co-ownership platform model
(unless otherwise specified) that would prohibit the properties from being
turned into Short Term Rentals by the co-owners.Proliferation of this type of
co-ownership into residential property has potential to become a digital
vehicle for investor owned STRs.
A platform, ReAlpha, just launched with this goal:
https://commercialobserver.com/2023/03/proptech-firm-launches-fractional-
ownership-platform-short-term-vacation-rentals/
Links and Resources for model bylaws:
Park City, Utah ordinance https://www.parkcity.org/departments/planning/code-
amendments/fractional-ownership-use-of-single-family-dwellings
*note: Park City’s ordinance was considered a municipal model for how to manage FOITS while still allowing
them in certain districts, but the Utah state legislature recently barred all municipalities from regulating
Fractional Ownership.
https://www.parkcity.org/home/showpublisheddocument/72835/638040280229600000
Sonoma, Ca ordinance
Full ban, becoming common in smaller resort localities in CA such as Carmel and St. Helena
https://sonomacity.civicweb.net/document/51706/ALTERNATIVE%20PC%20VERSION%20-
%20JAN%2012%20-
%20Timeshare%20Urgenc.DOCX?handle=9C576F29ED12443697DE16F859ED23FA
Newport Beach Fractional Ownership Report (includes multiple municipal bylaws)
https://ecms.newportbeachca.gov/Web/0/edoc/2832653/Fractional%20Ownership%20Report
_FINAL.pdf
Newport Beach, CA ordinance
May 9, 2023 Newport Beach City Council voted unanimously to move forward an amendment
to the city’s timeshare bylaw that adds specific descriptions of Fractional Ownership platforms
and interval use to their Timeshare bylaw, and prohibits those uses from residential districts.
There are 12 existing Fractional Ownership properties in Newport Beach which would become
legal non-conforming. Public hearing starts at 59:23 on the recording here:
https://www.youtube.com/watch?v=eSPZ6PPaiRw&ab_channel=CityofNewportBeach
1 of 1
HOUSE DOCKET, NO. 1527 FILED ON: 1/18/2023
HOUSE . . . . . . . . . . . . . . . No. 2915
The Commonwealth of Massachusetts
_________________
PRESENTED BY:
Sarah K. Peake
_________________
To the Honorable Senate and House of Representatives of the Commonwealth of Massachusetts in General
Court assembled:
The undersigned legislators and/or citizens respectfully petition for the adoption of the accompanying bill:
An Act establishing a real property transfer fee in the town of Chatham.
_______________
PETITION OF:
NAME: DISTRICT/ADDRESS: DATE ADDED:
Sarah K. Peake 4th Barnstable 1/11/2023
Julian Cyr Cape and Islands 6/20/2023
1 of 13
HOUSE DOCKET, NO. 1527 FILED ON: 1/18/2023
HOUSE . . . . . . . . . . . . . . . No. 2915
By Representative Peake of Provincetown, a petition (accompanied by bill, House, No. 2915) of
Sarah K. Peake (by vote of the town) that the town of Chatham be authorized to establish a real
property transfer fee in said town. Revenue. [Local Approval Received.]
[SIMILAR MATTER FILED IN PREVIOUS SESSION
SEE HOUSE, NO. 4060 OF 2021-2022.]
The Commonwealth of Massachusetts
_______________
In the One Hundred and Ninety-Third General Court
(2023-2024)
_______________
An Act establishing a real property transfer fee in the town of Chatham.
Be it enacted by the Senate and House of Representatives in General Court assembled, and by the authority
of the same, as follows:
SECTION 1. For purposes of this act, the words and phrases set forth in this section shall 1
have the following meanings: 2
“Affordable housing” is defined for purposes of this Act as housing developments that 3
meet the needs of households with incomes up to 100 per cent area median household income as 4
most recently determined by the United States Department of Housing and Urban Development, 5
adjusted for household size. 6
“Attainable housing” is defined for purposes of this Act as housing developments that 7
meet the needs of households with incomes up to 200 per cent of the area median household 8
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income as most recently determined by the United State Department of Housing and Urban 9
Development, adjusted for household size. 10
“Housing Fund” shall refer to any special purpose fund or funds authorized and 11
established pursuant to the provisions of Chapter forty-four of the General Laws or any other 12
general or special law for the purpose of creating and preserving affordable housing and/or 13
attainable housing in the Town. 14
"Purchaser, shall refer to the transferee, grantee or recipient of any real property interest. 15
"Purchase price", all consideration paid or transferred by or on behalf of a purchaser to a 16
seller or his nominee, or for his benefit, for the transfer of any real property interest, and shall 17
include, but not be limited to, all cash or its equivalent so paid or transferred; all cash or other 18
property paid or transferred by or on behalf of the purchaser to discharge or reduce any 19
obligation of the seller; the principal amount of all notes or their equivalent, or other deferred 20
payments, given or promised to be given by or on behalf of the purchaser to the seller or his 21
nominee; the outstanding balance of all obligations of the seller which are assumed by the 22
purchaser or to which the real property interest transferred remains subject after the transfer, 23
determined at the time of transfer, but excluding real estate taxes and other municipal liens or 24
assessments which are not overdue at the time of transfer; the fair market value, at the time of 25
transfer, of any other consideration or thing of value paid or transferred by or on behalf of the 26
purchaser, including, but not limited to, any property, goods or services paid, transferred or 27
rendered in exchange for such real property interest. 28
"Real property interest", shall refer to any present or future legal or equitable interest in 29
or to real property, and any beneficial interest therein, including the interest of any beneficiary in 30
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a trust which holds any legal or equitable interest in real property, the interest of a partner or 31
member in a partnership or limited liability company, the interest of a stockholder in a 32
corporation, the interest of a holder of an option to purchase real property, the interest of a buyer 33
or seller under a contract for purchase and sale of real property, and the transferable development 34
rights created under chapter 183A of the General Laws; but shall not include any interest which 35
is limited to any of the following: the dominant estate in any easement or right of way; the right 36
to enforce any restriction; any estate at will or at sufferance; any estate for years having a term of 37
less than 30 years; any reversionary right, condition, or right of entry for condition broken; and 38
the interest of a mortgagee or other secured party in any mortgage or security agreement. 39
"Seller", shall refer to the transferor, grantor or immediate former owner of any real 40
property interest. 41
"Time of transfer" of any real property interest shall mean the time at which such transfer 42
is legally effective as between the parties thereto, and, in any event, with respect to a transfer 43
evidenced by an instrument recorded with the appropriate registry of deeds or filed with the 44
assistant recorder of the appropriate registry district, not later than the time of such recording or 45
filing. 46
“Town” shall refer to the Town of Chatham acting by and through its Select Board. 47
SECTION 2. There is hereby imposed a fee equal to one half per cent (1/2%) of the 48
purchase price paid upon the transfer of any real property interest in any real property situated in 49
the Town of Chatham for consideration of two million dollars ($2,000,000) or more. Said fee 50
shall be the liability of the purchaser of such real property interest, and any agreement between 51
the purchaser and the seller or any other person with reference to the allocation of the 52
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responsibility for bearing said fee shall not affect such liability of the purchaser. The fee shall be 53
paid to the Town of Chatham, or its designee, and shall be accompanied by a copy of the deed or 54
other instrument evidencing such transfer, if any, and an affidavit signed under oath or under the 55
pains and penalties of perjury by the purchaser or his legal representative and the seller or his 56
legal representative, attesting to the true and complete purchase price and the basis, if any, upon 57
which the transfer is claimed to be exempt in whole or in part from the fee imposed hereby. The 58
Town, or its designee, shall promptly thereafter execute and issue a certificate indicating that the 59
appropriate fee has been paid or that the transfer is exempt from the fee, stating the basis for the 60
exemption. The register of deeds for Barnstable County, and the assistant recorder for the 61
registry district of Barnstable County, shall neither record nor register, or receive or accept for 62
recording or registration, any deed, except a mortgage deed, to which has not been affixed such a 63
certificate executed by the Town or its designee. Failure to comply with this requirement shall 64
not affect the validity of any instrument. The Town shall deposit all fees received hereunder with 65
the Town treasurer. The treasurer, upon consultation with and direction from the Town board or 66
officer authorized to expend and make distributions from a Housing Fund, shall deposit such fees 67
in the Housing Fund for the purpose of creating and preserving affordable and/or attainable 68
housing in the Town. The fee imposed hereunder shall be due simultaneously with the time of 69
the transfer upon which it is imposed. Notwithstanding the foregoing, whenever there is a 70
conveyance of real property interests and a conveyance of personal property related thereto at or 71
about the same time, the allocations of payments between real estate and personal property 72
agreed to by the purchaser and seller shall not determine the amount of the fee due pursuant to 73
this section; instead, the Town may require payment of the fee referred to in real property 74
interests so conveyed as determined by the Town. 75
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SECTION 3. At any time within seven days following the issuance of the certificate of 76
payment of the fee imposed by section two, the purchaser or his legal representative may return 77
said certificate to the Town or its designee for cancellation, together with an affidavit signed 78
under oath or under the pains and penalties of perjury that the transfer, with respect to which 79
such certificate was issued, has not been consummated, and thereupon the fee paid with respect 80
to such transfer shall be forthwith returned to the purchaser or his legal representative. 81
SECTION 4. The following transfers of real property interests shall be exempt from the 82
fee established by section two. Except as otherwise provided, the purchaser shall have the burden 83
of proof that any transfer is exempt under this section and any otherwise exempt transfer shall 84
not be exempt in the event that such transfer (by itself or as part of a series of transfers) was 85
made for the primary purpose of evading the fee imposed by Section 6(b). 86
(a) Transfers to the government of the United States, the commonwealth, and any of their 87
instrumentalities, agencies, or subdivisions, including but not limited to transfers to the Town of 88
Chatham. 89
(b) Transfers which, without additional consideration, confirm, correct, modify, or 90
supplement a transfer previously made. 91
(c) Transfers made as gifts without consideration. In any proceedings to determine the 92
amount of any fee due hereunder, it shall be presumed that any transfer for consideration of less 93
than fair market value of the real property interest transferred was made as a gift without 94
consideration to the extent of the difference between the fair market value of the real property 95
interest transferred and the amount of consideration claimed by the seller to have been paid or 96
transferred, if the purchaser shall have been at the time of transfer the spouse, the lineal 97
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descendant, or the lineal ancestor of the seller, by blood or adoption, and otherwise it shall be 98
presumed that consideration was paid in an amount equal to the fair market value of the real 99
property interest transferred, at the time of transfer. 100
(d) Transfer to the trustees of a trust in exchange for a beneficial interest received by the 101
purchaser in such trust; distributions by the trustees of a trust to the beneficiaries of such trust. 102
(e) Transfers by operation of law without actual consideration, including but not limited 103
to transfers occurring by virtue of the death or bankruptcy of the owner of a real property 104
interest. 105
(f) Transfers made in partition of land and improvements thereto, under chapter two 106
hundred and forty-one of the General Laws. 107
(g) Transfers to any charitable organization as defined in clause Third of section five of 108
chapter fifty-nine of the General Laws, or any religious organization, provided that the real 109
property interest so transferred will be held by the charitable or religious organization solely for 110
its public charitable or religious purposes. 111
(h) Transfers to a mortgagee in foreclosure of the mortgage held by such mortgagee, and 112
transfers of the property subject to a mortgage to the mortgagee in consideration of the 113
forbearance of the mortgagee from foreclosing said mortgage. 114
(i) Transfers made to a corporation or partnership or limited liability company at the time 115
of its formation, pursuant to which transfer no gain or loss is recognized under the provisions of 116
section three hundred and fifty-one or seven hundred and twenty-one of the Internal Revenue 117
Code of 1986, as amended; provided, however, that such transfer shall be exempt only in the 118
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event that (1) with respect to a corporation, the transferor retains an interest in the newly formed 119
corporation which is equivalent to the interest the transferor held prior to the transfer, or (2) with 120
respect to a partnership or limited liability company, the transferor retains after such formation 121
rights in capital interests and profit interests within such partnership or limited liability company 122
which are equivalent to the interest the transferor held prior to the transfer. 123
(j) Transfers made to a stockholder of a corporation in liquidation or partial liquidation of 124
the corporation, and transfers made to a partner of a partnership or to a member of a limited 125
liability company in dissolution or partial dissolution of the partnership or limited liability 126
company; but the transfer shall be exempt only if (i) with respect to a corporation, the transferee 127
receives property (including real property interests and other property received) which is the 128
same fraction of the total property of the transferor corporation as the fraction of the 129
corporation's stock owned by the transferee prior to the transfer or (ii) with respect to a 130
partnership or limited liability company, the transferee receives property (including real property 131
interests and other property received) which is the same fraction of the property of the 132
partnership or limited liability company as the fraction of the capital and profit interests in the 133
transferor formerly owned by the transferee. 134
(k) Transfers consisting of the division of marital assets under the provisions of section 135
thirty-four of chapter two hundred and eight of the General Laws or other provisions of law. 136
(l) Transfers of property consisting in part of real property interests situated in Chatham 137
and in part of other property interests, to the extent that the property transferred consists of 138
property other than real property situated in Chatham; provided that the purchaser shall furnish 139
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the Town with such information as it shall require or request in support of the claim of 140
exemption and manner of allocation of the consideration for such transfers. 141
(m) Transfers of minority interests in corporations, trusts, partnerships, or limited liability 142
companies which are publicly traded, which trades are not part of a series of transfers which 143
together constitute a transfer of control of a corporation, trust, partnership, or limited liability 144
company. 145
(n) Intra-family transfers of property between parties of the following relationships: (1) 146
between current spouses; (2) between parents and their children or stepchildren; (3) between full 147
siblings; and (4) where the grantor transfers the real property to be held in a revocable or 148
irrevocable trust, where at least one of the designated beneficiaries is a parent, full sibling, child, 149
or stepchild of the grantor. 150
SECTION 5. (a) The Town treasurer shall keep a full and accurate account stating when, 151
from or to whom, and on what account money has been paid or received relative to the activities 152
of the Housing Fund. Said account(s) shall be subject to examination by the director of accounts 153
or his/her agent pursuant to section forty-four of chapter thirty-five of the General Laws. 154
(b) Schedules of beneficiaries of trusts, list of stockholders of corporations and lists of 155
partnerships filed with the Town for the purpose of determining or fixing the amount of the fee 156
imposed under section two or for the purpose of determining the existence of any exemption 157
under section four shall not be public records for the purposes of section ten of chapter sixty-six 158
of the General Laws. 159
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SECTION 6. A purchaser who fails to pay all or any portion of the fee established by 160
section two on or before the time when the same is due shall be liable for the following 161
additional payments in addition to said fee: 162
(a) Interest: The purchaser shall pay interest on the unpaid amount of the fee to be 163
calculated from the time of transfer at a rate equal to fourteen per cent per annum. 164
(b) Penalties: Any person who, without fraud or willful intent to defeat or evade a fee 165
imposed by this chapter, fails to pay all or a portion of the fee within thirty days after the time of 166
transfer, shall pay a penalty equal to five per cent of the outstanding fee as determined by the 167
Town for each month or portion thereof thereafter that the fee is not paid in full; provided, 168
however, that in no event shall the amount of any penalty imposed hereunder exceed twenty five 169
per cent of the unpaid fee due at the time of transfer. Whenever the Town determines that all or a 170
portion of a fee due under this chapter was unpaid due to fraud with intent to defeat or evade the 171
fee imposed by this chapter, a penalty equal to the full amount of said fee as determined by the 172
Town shall be paid by the seller in addition to said fee. 173
SECTION 7. (a) The Town Clerk shall notify the purchaser and the seller by registered or 174
certified mail of any failure to discharge in full the amount of the fee due under this Act and any 175
penalty or interest assessed. The Town shall grant a hearing before the Select Board on the 176
matter of the imposition of said fee, or of any penalty or interest assessed, if a petition requesting 177
such hearing is received by the Town Clerk within thirty days after the mailing of said notice. 178
The Select Board shall notify the purchaser and the seller in writing by registered or certified 179
mail of its determination concerning the deficiency, penalty, or interest within fifteen days after 180
said hearing. Any party aggrieved by a determination of the Select Board concerning a 181
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deficiency, penalty or interest may, after payment of said deficiency, appeal to the district or 182
superior court within three months after the mailing of notification of the determination of the 183
Select Board. Upon the failure to timely petition for a hearing, or appeal to said courts, within the 184
time limits hereby established, the purchaser and seller shall be bound by the terms of the 185
notification, assessment, or determination, as the case may be, and shall be barred from 186
contesting the fee, and any interest and penalty, as determined by the Town. Every notice to be 187
given under this section by the Town shall be effective if mailed by certified or registered mail to 188
the purchaser or the seller at the address stated in a recorded or registered instrument by virtue of 189
which the purchaser holds any interest in real property, the transfer of which gives rise to the fee 190
which is the subject of such notice; and if no such address is stated or if such transfer is not 191
evidenced by an instrument recorded or registered in the public records in Barnstable County, 192
such notice shall be effective when so mailed to the purchaser or seller in care of any person 193
appearing of record to have a fee interest in such land, at the address of such person as set forth 194
in an instrument recorded or registered in Barnstable County. 195
(b) All fees, penalties and interest required to be paid pursuant to this chapter shall 196
constitute a personal debt of the purchaser and may be recovered in an action of contract or in 197
any other appropriate action, suit or proceeding brought by the Town; said action, suit or 198
proceeding shall be subject to the provisions of chapter two hundred and sixty of the General 199
Laws. 200
(c) If any purchaser liable to pay the fee established by this act neglects or refuses to pay 201
the same, the amount, including any interest and penalty thereon, shall be a lien in favor of the 202
Town upon all property and rights to property, whether real or personal, belonging to such 203
purchaser. Said lien shall arise at the time of transfer and shall continue until the liability for such 204
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amount is satisfied. Said lien shall in any event terminate not later than six years following the 205
time of transfer. Said lien shall not be valid as against any mortgagee, pledgee, purchaser or 206
judgment creditor unless notice thereof has been filed by the Town (i) with respect to real 207
property or fixtures, in the registry of deeds for Barnstable County, or (ii) with respect to 208
personal property, in the office in which a security or financing statement or notice with respect 209
to the property would be filed in order to perfect a nonpossessory security interest belonging to 210
the person named in the relevant notice, subject to the same limitations as set forth in section 211
fifty of chapter sixty two C of the General Laws. 212
(d) Purchasers or sellers applying for an exemption under subsections (a) through (n) of 213
section four shall be required at the time of application for exemption to execute an agreement 214
legally binding on the applicant: (1) assuming complete liability for any fee, plus interest and 215
penalties if any, waived on account of an allowed exemption subsequently determined to have 216
been invalid, and (2) submitting to the jurisdiction of the trial court of the commonwealth sitting 217
in Barnstable County. Fees, plus interest and penalties if any, shall be calculated as of the date of 218
the initial property transfer. Execution of the above-described agreement shall not be required of 219
any mortgagee, pledge, purchaser, or judgment creditor unless notice of the agreement has been 220
recorded or filed by the Town. 221
In any case where there has been a refusal or neglect to pay any fee, interest or penalties 222
imposed by this act, whether or not levy has been made, the Town, in addition to other modes of 223
relief, may file a civil action in a district or superior court of Barnstable County to enforce the 224
lien of the Town under this section with respect to such liability or to subject any property of 225
whatever nature, of the delinquent, or in which he has any right, title or interest, to the payment 226
of such liability. 227
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The Town may issue a waiver or release of any lien imposed by this section. Such waiver 228
or release shall be conclusive evidence that the lien upon the property covered by the waiver or 229
release is extinguished. 230
SECTION 8. The fee described by Section two shall be of ten-year duration from the date 231
this legislation takes effect. This fee may continue for additional five-year periods upon a 232
majority vote at Town Meeting reauthorizing the fee. The fee described by Section two 1) may 233
be decreased or increased, 2) the threshold transfer consideration amount may be revised, or 3) 234
the fee may be eliminated by a two-thirds vote of Town Meeting. In the event that Town Meeting 235
does not renew the fee at the ten-year anniversary, or any subsequent five year anniversary, or 236
Town Meeting votes to eliminate the fee, the balance of any fees previously collected shall be 237
used to satisfy any outstanding liabilities or obligations incurred by the Town of Chatham or the 238
Housing Fund as a result of imposition of the fee, and the remainder may be expended without 239
further appropriation at the direction of the Select Board for affordable or attainable housing 240
purposes. In the event that the liabilities and obligations of the Town of Chatham or the Housing 241
Fund exceed the amounts transferred to the Town, the fee shall remain in full force and effect 242
until such liabilities and obligations have been satisfied. 243
SECTION 9. The provisions of this act are severable, and if any provision hereof, 244
including without limitation any exemption from the fee imposed hereby, shall be held invalid in 245
any circumstances such invalidity shall not affect any other provisions or circumstances. This act 246
shall be construed in all respects so as to meet all constitutional requirements. In carrying out the 247
purposes and provisions of this act, all steps shall be taken which are necessary to meet 248
constitutional requirements whether or not such steps are required by statute. 249
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SECTION 10. If the Town has determined that a fee is due by asserting the application of 250
the evasion of fee doctrine described in Section six (b), then the purchaser shall have the burden 251
of demonstrating by clear and convincing evidence as determined by the Town that the transfer, 252
or series of transfers, possessed both: (i) a valid, good faith business purpose other than 253
avoidance of the fee set forth in Section two and (ii) economic substance apart from the asserted 254
fee avoidance benefit. In all such cases, the purchaser shall also have the burden of 255
demonstrating by clear and convincing evidence as determined by the Town that the asserted 256
non-fee-avoidance business purpose is commensurate with the amount of the fee pursuant to 257
Section two to be thereby avoided. 258
SECTION 11. This act shall take effect ninety (90) days following the date of passage. 259
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HOUSE DOCKET, NO. 4135 FILED ON: 2/3/2023
HOUSE . . . . . . . . . . . . . . . No. 4151
The Commonwealth of Massachusetts
_________________
PRESENTED BY:
Dylan A. Fernandes
_________________
To the Honorable Senate and House of Representatives of the Commonwealth of Massachusetts in General
Court assembled:
The undersigned legislators and/or citizens respectfully petition for the adoption of the accompanying bill:
An Act authorizing the town of Nantucket to impose a real estate transfer fee for affordable and
workforce housing.
_______________
PETITION OF:
NAME: DISTRICT/ADDRESS: DATE ADDED:
Dylan A. Fernandes Barnstable, Dukes and Nantucket 2/3/2023
Julian Cyr Cape and Islands 2/3/2023
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HOUSE DOCKET, NO. 4135 FILED ON: 2/3/2023
HOUSE . . . . . . . . . . . . . . . No. 4151
By Representative Fernandes of Falmouth, a petition (subject to Joint Rule 7B) of Dylan A.
Fernandes and Julian Cyr relative to authorizing the town of Nantucket to impose a real estate
transfer fee for affordable and workforce housing. Revenue.
[SIMILAR MATTER FILED IN PREVIOUS SESSION
SEE HOUSE, NO. 4201 OF 2021-2022.]
The Commonwealth of Massachusetts
_______________
In the One Hundred and Ninety-Third General Court
(2023-2024)
_______________
An Act authorizing the town of Nantucket to impose a real estate transfer fee for affordable and
workforce housing.
Be it enacted by the Senate and House of Representatives in General Court assembled, and by the authority
of the same, as follows:
SECTION 1. For purposes of this act, the words and phrases set forth in this section shall 1
have the following meanings: 2
“Affordable Housing Restriction" is a recorded instrument held by a qualified holder 3
which encumbers and/or restricts a real property interest so that the real property interest is 4
perpetually or for a term of at least thirty (30) years limited to use as a residence occupied by a 5
low or moderate income household which earns less than a specified income level, the upper 6
limit of which may not exceed one hundred seventy-five percent (175%) of the Nantucket 7
median income. A “qualified holder” is a governmental body or charitable corporation or trust 8
which qualifies under the terms of Massachusetts General Laws Chapter 184 (“Chapter 184”) to 9
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hold an affordable housing restriction. Without limiting the generality of the foregoing, 10
“Affordable Housing Restriction” includes but is not limited to any instrument which conforms 11
to the requirements of (i) a Nantucket Housing Needs Covenant as described in Chapter 301 of 12
the Acts of 2002 and defined in the Town of Nantucket Code. 13
"Eligible Applicants", shall refer to non-profit and for-profit corporations and 14
organizations, individuals, and public entities. 15
"Purchaser", shall refer to the transferee, grantee or recipient of any real property interest. 16
"Purchase price", all consideration paid or transferred by or on behalf of a purchaser to a 17
seller or his nominee, or for his benefit, for the transfer of any real property interest, and shall 18
include, but not be limited to, all cash or its equivalent so paid or transferred; all cash or other 19
property paid or transferred by or on behalf of the purchaser to discharge or reduce any 20
obligation of the seller; the principal amount of all notes or their equivalent, or other deferred 21
payments, given or promised to be given by or on behalf of the purchaser to the seller or his 22
nominee; the outstanding balance of all obligations of the seller which are assumed by the 23
purchaser or to which the real property interest transferred remains subject after the transfer, 24
determined at the time of transfer, but excluding real estate taxes and other municipal liens or 25
assessments which are not overdue at the time of transfer; the fair market value, at the time of 26
transfer, of any other consideration or thing of value paid or transferred by or on behalf of the 27
purchaser, including, but not limited to, any property, goods or services paid, transferred or 28
rendered in exchange for such real property interest. 29
"Real property interest", shall refer to any present or future legal or equitable interest in 30
or to real property, and any beneficial interest therein, including the interest of any beneficiary in 31
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a trust which holds any legal or equitable interest in real property, the interest of a partner or 32
member in a partnership or limited liability company, the interest of a stockholder in a 33
corporation, the interest of a holder of an option to purchase real property, the interest of a buyer 34
or seller under a contract for purchase and sale of real property, and the transferable development 35
rights created under chapter 183A of the General Laws; but shall not include any interest which 36
is limited to any of the following: the dominant estate in any easement or right of way; the right 37
to enforce any restriction; any estate at will or at sufferance; any estate for years having a term of 38
less than 30 years; any reversionary right, condition, or right of entry for condition broken; and 39
the interest of a mortgagee or other secured party in any mortgage or security agreement. 40
"Seller", shall refer to the transferor, grantor or immediate former owner of any real 41
property interest. 42
"Time of transfer" of any real property interest shall mean the time at which such transfer 43
is legally effective as between the parties thereto, and, in any event, with respect to a transfer 44
evidenced by an instrument recorded with the appropriate registry of deeds or filed with the 45
assistant recorder of the appropriate registry district, not later than the time of such recording or 46
filing. 47
“Town” shall refer to the Town of Nantucket acting by and through the Board of 48
Selectmen. 49
SECTION 2. There is hereby imposed a fee equal to one half per cent (1/2%) of the 50
purchase price upon the transfer of any real property interest in any real property situated in 51
Nantucket County. Said fee shall be the liability of the seller of such real property interest, and 52
any agreement between the purchaser and the seller or any other person with reference to the 53
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allocation of the responsibility for bearing said fee shall not affect such liability of the seller. The 54
fee shall be paid to the Town of Nantucket, or its designee, and shall be accompanied by a copy 55
of the deed or other instrument evidencing such transfer, if any, and an affidavit signed under 56
oath or under the pains and penalties of perjury by the purchaser or his legal representative and 57
the seller or his legal representative, attesting to the true and complete purchase price and the 58
basis, if any, upon which the transfer is claimed to be exempt in whole or in part from the fee 59
imposed hereby. The Town, or its designee, shall promptly thereafter execute and issue a 60
certificate indicating that the appropriate fee has been paid or that the transfer is exempt from the 61
fee, stating the basis for the exemption. The register of deeds for Nantucket County, and the 62
assistant recorder for the registry district of Nantucket County, shall not record or register, or 63
receive or accept for recording or registration, any deed, except a mortgage deed, to which has 64
not been affixed such a certificate executed by the Town or its designee. Failure to comply with 65
this requirement shall not affect the validity of any instrument. The Town shall deposit all fees 66
received hereunder with the Town treasurer. The treasurer shall deposit such fees in the 67
Affordable Housing Trust Fund. The fee imposed hereunder shall be due simultaneously with the 68
time of transfer of the transfer upon which it is imposed. Notwithstanding the foregoing, 69
whenever there is a conveyance of real property interests and a conveyance of personalty related 70
thereto at or about the same time, the allocations of payments between real estate and personalty 71
agreed to by the purchaser and seller shall not determine the amount of the fee due pursuant to 72
this section; instead, the Town may require payment of the fee referred to in real property 73
interests so conveyed as determined by the Town. 74
SECTION 3. At any time within seven days following the issuance of the certificate of 75
payment of the fee imposed by section two, the seller or his legal representative may return said 76
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certificate to the Town or its designee for cancellation, together with an affidavit signed under 77
oath or under the pains and penalties of perjury that the transfer, with respect to which such 78
certificate was issued, has not been consummated, and thereupon the fee paid with respect to 79
such transfer shall be forthwith returned to the seller or his legal representative. 80
SECTION 4. The following transfers of real property interests shall be exempt from the 81
fee established by section 10. Except as otherwise provided, the seller shall have the burden of 82
proof that any transfer is exempt under this section and any otherwise exempt transfer shall not 83
be exempt in the event that such transfer (by itself or as part of a series of transfers) was made 84
for the primary purpose of evading the fee imposed by Section 10. 85
(a) Transfers to the government of the United States, the commonwealth, and any of their 86
instrumentalities, agencies or subdivisions, including but not limited to transfers to the Town of 87
Nantucket, the County of Nantucket. 88
(b) Transfers which, without additional consideration, confirm, correct, modify or 89
supplement a transfer previously made. 90
(c) Transfers made as gifts without consideration. In any proceedings to determine the 91
amount of any fee due hereunder, it shall be presumed that any transfer for consideration of less 92
than fair market value of the real property interest transferred was made as a gift without 93
consideration to the extent of the difference between the fair market value of the real property 94
interest transferred and the amount of consideration claimed by the seller to have been paid or 95
transferred, if the purchaser shall have been at the time of transfer the spouse, the lineal 96
descendant, or the lineal ancestor of the seller, by blood or adoption, and otherwise it shall be 97
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presumed that consideration was paid in an amount equal to the fair market value of the real 98
property interest transferred, at the time of transfer. 99
(d) Transfer to the trustees of a trust in exchange for a beneficial interest received by the 100
purchaser in such trust; distributions by the trustees of a trust to the beneficiaries of such trust. 101
(e) Transfers by operation of law without actual consideration, including but not limited 102
to transfers occurring by virtue of the death or bankruptcy of the owner of a real property 103
interest. 104
(f) Transfers made in partition of land and improvements thereto, under chapter two 105
hundred and forty-one of the General Laws. 106
(g) Transfers to any charitable organization as defined in clause Third of section five of 107
chapter fifty-nine of the General Laws, or any religious organization, provided that the real 108
property interest so transferred will be held by the charitable or religious organization solely for 109
its public charitable or religious purposes. 110
(h) Transfers to a mortgagee in foreclosure of the mortgage held by such mortgagee, and 111
transfers of the property subject to a mortgage to the mortgagee in consideration of the 112
forbearance of the mortgagee from foreclosing said mortgage. 113
(i) Transfers made to a corporation or partnership or limited liability company at the time 114
of its formation, pursuant to which transfer no gain or loss is recognized under the provisions of 115
section three hundred and fifty-one or seven hundred and twenty-one of the Internal Revenue 116
Code of 1986, as amended; provided, however, that such transfer shall be exempt only in the 117
event that (1) with respect to a corporation, the transferor retains an interest in the newly formed 118
7 of 13
corporation which is equivalent to the interest the transferor held prior to the transfer, or (2) with 119
respect to a partnership or limited liability company, the transferor retains after such formation 120
rights in capital interests and profit interests within such partnership or limited liability company 121
which are equivalent to the interest the transferor held prior to the transfer. 122
(j) Transfers made to a stockholder of a corporation in liquidation or partial liquidation of 123
the corporation, and transfers made to a partner of a partnership or to a member of a limited 124
liability company in dissolution or partial dissolution of the partnership or limited liability 125
company; but the transfer shall be exempt only if (i) with respect to a corporation, the transferee 126
receives property (including real property interests and other property received) which is the 127
same fraction of the total property of the transferor corporation as the fraction of the 128
corporation's stock owned by the transferee prior to the transfer or (ii) with respect to a 129
partnership or limited liability company, the transferee receives property (including real property 130
interests and other property received) which is the same fraction of the property of the 131
partnership or limited liability company as the fraction of the capital and profit interests in the 132
transferor formerly owned by the transferee. 133
(k) Transfers consisting of the division of marital assets under the provisions of section 134
thirty-four of chapter two hundred and eight of the General Laws or other provisions of law. 135
(l) Transfers of property consisting in part of real property interests situated in Nantucket 136
County and in part of other property interests, to the extent that the property transferred consists 137
of property other than real property situated in Nantucket county; provided that the purchaser 138
shall furnish the Town with such information as it shall require or request in support of the claim 139
of exemption and manner of allocation of the consideration for such transfers. 140
8 of 13
(m) The first $2 million of the sale price of any transfer or series of transfers of real 141
property interests in a single transaction. Said exemption may be adjusted as determined by the 142
affirmative vote of two-thirds of voters at an annual or special town meeting. 143
(n) Transfers of minority interests in corporations, trusts, partnerships or limited liability 144
companies which are publicly traded, which trades are not part of a series of transfers which 145
together constitute a transfer of control of a corporation, trust, partnership or limited liability 146
company. 147
SECTION 5. (a) The Town treasurer shall keep a full and accurate account stating when, 148
from or to whom, and on what account money has been paid or received relative to the activities 149
of the Trust Fund and the Housing Fund. Said account shall be subject to examination by the 150
director of accounts or his agent pursuant to section forty four of chapter thirty five of the 151
General Laws. 152
(b) Schedules of beneficiaries of trusts, list of stockholders of corporations and lists of 153
partnerships filed with the Trust Fund for the purpose of determining or fixing the amount of the 154
fee imposed under section ten or for the purpose of determining the existence of any exemption 155
under section twelve shall not be public records for the purposes of section ten of chapter sixty-156
six of the General Laws. 157
SECTION 6. A seller who fails to pay all or any portion of the fee established by section 158
two on or before the time when the same is due shall be liable for the following additional 159
payments in addition to said fee: 160
(a) Interest: The seller shall pay interest on the unpaid amount of the fee to be calculated 161
from the time of transfer at a rate equal to fourteen per cent per annum. 162
9 of 13
(b) Penalties: Any person who, without fraud or willful intent to defeat or evade a fee 163
imposed by this chapter, fails to pay all or a portion of the fee within thirty days after the time of 164
transfer, shall pay a penalty equal to five per cent of the outstanding fee as determined by the 165
Town for each month or portion thereof thereafter that the fee is not paid in full; provided, 166
however, that in no event shall the amount of any penalty imposed hereunder exceed twenty five 167
per cent of the unpaid fee due at the time of transfer. Whenever the Town determines that all or a 168
portion of a fee due under this chapter was unpaid due to fraud with intent to defeat or evade the 169
fee imposed by this chapter, a penalty equal to the amount of said fee as determined by the Town 170
shall be paid by the seller in addition to said fee. 171
SECTION 7. (a) The Town shall notify the purchaser and the seller by registered or 172
certified mail of any failure to discharge in full the amount of the fee due under this Act and any 173
penalty or interest assessed. The Town shall grant a hearing on the matter of the imposition of 174
said fee, or of any penalty or interest assessed, if a petition requesting such hearing is received by 175
the Town within thirty days after the mailing of said notice. The Town shall notify the purchaser 176
and the seller in writing by registered or certified mail of its determination concerning the 177
deficiency, penalty or interest within fifteen days after said hearing. Any party aggrieved by a 178
determination of the Town concerning a deficiency, penalty or interest may, after payment of 179
said deficiency, appeal to the district or superior court within three months after the mailing of 180
notification of the determination of the Town. Upon the failure to timely petition for a hearing, or 181
appeal to said courts, within the time limits hereby established, the purchaser and seller shall be 182
bound by the terms of the notification, assessment or determination, as the case may be, and shall 183
be barred from contesting the fee, and any interest and penalty, as determined by the Town. All 184
decisions of said courts shall be appealable. Every notice to be given under this section by the 185
10 of 13
Town shall be effective if mailed by certified or registered mail to the purchaser or the seller at 186
the address stated in a recorded or registered instrument by virtue of which the purchaser holds 187
any interest in land, the transfer of which gives rise to the fee which is the subject of such notice; 188
and if no such address is stated or if such transfer is not evidenced by an instrument recorded or 189
registered in the public records in Nantucket County, such notice shall be effective when so 190
mailed to the purchaser or seller in care of any person appearing of record to have a fee interest 191
in such land, at the address of such person as set forth in an instrument recorded or registered in 192
Nantucket County. 193
(b) All fees, penalties and interest required to be paid pursuant to this chapter shall 194
constitute a personal debt of the seller and may be recovered in an action of contract or in any 195
other appropriate action, suit or proceeding brought by the Town; said action, suit or proceeding 196
shall be subject to the provisions of chapter two hundred and sixty of the General Laws. 197
(c) If any seller liable to pay the fee established by this act neglects or refuses to pay the 198
same, the amount, including any interest and penalty thereon, shall be a lien in favor of the Town 199
upon all property and rights to property, whether real or personal, belonging to either such 200
purchaser or such seller. Said lien shall arise at the time of transfer and shall continue until the 201
liability for such amount is satisfied. Said lien shall in any event terminate not later than six years 202
following the time of transfer. Said lien shall not be valid as against any mortgagee, pledgee, 203
purchaser or judgment creditor unless notice thereof has been filed by the Town (i) with respect 204
to real property or fixtures, in the registry of deeds for Nantucket County, or (ii) with respect to 205
personal property, in the office in which a security or financing statement or notice with respect 206
to the property would be filed in order to perfect a nonpossessory security interest belonging to 207
11 of 13
the person named in the relevant notice, subject to the same limitations as set forth in section 208
fifty of chapter sixty two C of the General Laws. 209
(d) Sellers applying for an exemption under subsections (a) through (o) of section four 210
shall be required at the time of application for exemption to execute an agreement legally 211
binding on sellers and separately legally binding upon any Legal Representative of the sellers (1) 212
assuming complete liability for any fee, plus interest and penalties if any, waived on account of 213
an allowed exemption subsequently determined to have been invalid, and (2) submitting to the 214
jurisdiction of the trial court of the commonwealth sitting in Nantucket County. Fees, plus 215
interest and penalties if any, shall be calculated as of the date of the initial property transfer. 216
Execution of the above-described agreement shall not be required of any mortgagee, pledge, 217
purchaser or judgment creditor unless notice of the agreement has been recorded or filed by the 218
Town. 219
In any case where there has been a refusal or neglect to pay any fee, interest or penalties 220
imposed by this act, whether or not levy has been made, the Town, in addition to other modes of 221
relief, may direct a civil action to be filed in a district or superior court of the commonwealth to 222
enforce the lien of the Town under this section with respect to such liability or to subject any 223
property of whatever nature, of the delinquent, or in which he has any right, title or interest, to 224
the payment of such liability. 225
The Town may issue a waiver or release of any lien imposed by this section. Such waiver 226
or release shall be conclusive evidence that the lien upon the property covered by the waiver or 227
release is extinguished. 228
12 of 13
SECTION 8. The fee described by Section 2 shall be of ten-year duration from the date 229
this legislation take effect. This fee may continue for five-year periods by a majority vote at 230
Town Meeting reauthorizing the fee. The fee described by Section 2 may be 1) decreased, or 2) 231
eliminated by a two-thirds vote of Town Meeting. The threshold exemption described in Section 232
4 (m) may similarly be raised by an affirmative two-thirds vote of Town Meeting. In the event 233
that Town Meeting does not renew the fee at the ten-year anniversary, or any subsequent five 234
year anniversary, or Town Meeting votes to eliminate the fee, the balance of any fees previously 235
collected shall be transferred to the Town of Nantucket and held by the Treasurer in a separate 236
account, and shall first be used to satisfy any outstanding liabilities or obligations incurred by the 237
Town of Nantucket or the Affordable Housing Trust as a result of imposition of the fee, and the 238
remainder may be expended without further appropriation by the Board of Selectmen for 239
affordable housing purposes. In the event that the liabilities and obligations of the Town of 240
Nantucket or the Affordable Housing Trust exceed the amounts transferred to the Town, the fee 241
shall remain in full force and effect until such liabilities and obligations have been satisfied. 242
SECTION 9. The provisions of this act are severable, and if any provision hereof, 243
including without limitation any exemption from the fee imposed hereby, shall be held invalid in 244
any circumstances such invalidity shall not affect any other provisions or circumstances. This act 245
shall be construed in all respects so as to meet all constitutional requirements. In carrying out the 246
purposes and provisions of this act, all steps shall be taken which are necessary to meet 247
constitutional requirements whether or not such steps are required by statute. 248
SECTION 10. If the Town has determined that a fee is due by asserting the application of 249
the evasion of fee doctrine described in Section 2, then the seller shall have the burden of 250
demonstrating by clear and convincing evidence as determined by the Town that the transfer, or 251
13 of 13
series of transfers, possessed both: (i) a valid, good faith business purpose other than avoidance 252
of the fee set forth in Section 2 and (ii) economic substance apart from the asserted fee avoidance 253
benefit. In all such cases, the transferee shall also have the burden of demonstrating by clear and 254
convincing evidence as determined by the Town that the asserted non-fee-avoidance business 255
purpose is commensurate with the amount of the fee pursuant to Section 2 to be thereby avoided. 256
SECTION 11. This act shall take effect ninety (90) days following the date of passage. 257
Archive d: Thursday, February 22, 2024 3:23:32 PM
From: Donna K alinick
Se nt: Friday, February 16, 2024 10:18:09 AM
To: Erika Mawn
Subje ct: FW: Re:
Importance : Normal
Se ns itivity: None
From: Ned Chate l ai n <nchatel ain@bre wster-ma.gov>
Sent: Friday, Fe bruary 16, 2024 10:13 AM
To: Pe ter Lombardi <plombardi @brewste r-ma.gov>; Donna Kali nick <dkali nick@brewste r-ma.gov>
Subject: Fw: Re :
For FYI's i n an upcoming packet.
From: Ned Chate l ai n <nchatel ain@bre wster-ma.gov>
Sent: Friday, Fe bruary 16, 2024 10:10 AM
To: POCCA CAPE COD <poccacape cod@gmai l .com>
Subject: Re : Re :
Thank you Laura.
Have a great weekend.
Ned
From: POCCA CAPE COD <poccacape cod@gmai l.com>
Sent: Friday, Fe bruary 16, 2024 9:29 AM
To: Ne d Chate lai n <nchatel ai n@brewster-ma.gov>
Subject: Re :
Thank you again Ne d ~
Pl e ase share the attache d docume nts wi th your board and beyond as you wi sh.
Thank you very much.
Be st,
Laura Ke l l e y
Dear Brewster Select Board Members,
At the Orleans Fall To wn Meeting, residents voted 68% in favor o f a Pesticide Reductio n Ho me Rule
Petition. Then the Barnstable Co unty Assembly of Delegates ado pted the fo rego ing Resolutio n No . 12 at
its regular meeting o n Octo ber 18, 2023 by a ro ll call vote with delegates representing 100.00% o f the
populatio n o f Barnstable Co unty voting in the af f irmative.
For mo re info rmatio n, please see the attached hando ut, also to the Orleans To wn website, search
“pesticide reduction” and click o n numerous documents o n the landing page that contains: the warrant
article, support letters, news a rtic les, studies, data base, FAQ’s, presentations, etc.
https://www.to wn.orleans.ma.us/1335/Pesticide-Ho me-Rule-Petitio n-2023
I respectf ully request The Brewster Select Bo ard suppo rt its C ape Cod neighbo r Orleans’s by bringing this
Pesticide Reductio n Home Rule Petitio n warrant article to the Brewster Annual Town Meeting in 2024 and
champio ning pestic ide reduction to to wn residents.
Thank you f o r taking this into high co nsideratio n. The mo re Ca pe C o d towns involved will send a strong
message to the State L egislature that these reductions are necessary to help pro tect the health and
integrity of o ur surro unding waters, environment and ultimately o urselves.
On Wed, Fe b 14, 2024 at 5:14 'a0PM POCCA CAPE COD <poccacape cod@gmai l .com> wrote:
Thank you ve ry much Ne d ~
You gave a cl e ar me ssage.
I look forward to thi s opportuni ty f or Brewste r ~
Se e you the n.
Be st,
Laura Kel ley
On Tue, Feb 13, 2024 at 12:40 'a0PM Ne d Chatel ain <nchate lai n@bre wste r-ma.gov> wrote:
Good morning Laura.
Thank you for coming to the meeting last ni ght and for providing follow up materials. The NRAC i s currently
studying the home rule petition and will be addressi ng it at their March 14 meeti ng. Their recommendati on
wi ll go to the Select Board for our consi derati on at our March 26th meeting. The warrant closes April 8th, so
if the board decides to refer the article to Town Meeting, we will have the opti on to do so on the 26th.
I hope that helps. Please feel free to reach out wi th any further questions.
Ned
--
--
Laura Kelley
774.3 5 3 .6511
POCCA Cape Cod ~ Protect Our Cape Cod Aquifer ~
Helping to protect our quality of life on Cape Cod
Pre si de nt: Prote ct Our Cape Cod Aqui fe r (POCCA)
Facebook: POCCA Cape Cod
ARTICLE 24. HOME RULE PETITION FOR A PESTICIDE REDUCTION BYLAW
To see if the Town will vote to authorize and direct the Select Board to petition the Great
and General Court of the Commonwealth of Massachusetts for special legislation,
authorizing the Town to adopt a Pesticide Reduction Bylaw (the bylaw),the text of which
is set forth below,and to authorize the General Court,with the approval of the Select
Board,to make changes of form to the text thereto as may be necessary or advisable in
order to accomplish the intent and public purpose of this legislation in order to secure
passage; and vote to adopt the bylaw as follows:
CHAPTER ____ PESTICIDE REDUCTION BYLAW
§1. Purpose.
The purpose of this bylaw is to reduce toxic pesticide use in and on public and private
property in the Town of Orleans in order to promote a healthy environment and to
protect the public from the hazards of pesticides, and for implementation of sustainable
land and building management practices on all public and private property.
§2. Findings.
A.Scientific studies associate exposure to pesticides with asthma,cancer,
developmental and learning disabilities,nerve and immune system damage,liver or
kidney damage,reproductive impairment,birth defects,and disruption of the
endocrine system.
B.Infants,children,pregnant women,the elderly,and people with compromised immune
systems and chemical sensitivities are especially vulnerable to pesticide effects and
exposure.
C.Pesticides are harmful to pets and wildlife,including threatened and endangered
species, soil microbiology, plants, and natural ecosystems.
D.Toxic runoff from chemical fertilizers and pesticides pollute streams,lakes,estuaries,
and drinking water sources.
E.The use of pesticides is not necessary to create and maintain green lawns and
landscapes given the availability of viable alternatives practices and products.
F.People have a right not to be involuntarily exposed to pesticides in the air,water or
soil that inevitably result from chemical drift and contaminated runoff.
G.Sustainable land and building management practices that emphasize non-chemical
methods of pest prevention and management,and least-toxic pesticide use as a last
resort,will eliminate the use of and exposure to pesticides while controlling pest
populations.
H.Sustainable land and building management practices complement other important
goals of Orleans’maintenance and administration,such as energy conservation and
security.
I.Orleans embraces a precautionary approach to the use of pesticides in order to
adequately protect people and the environment from the harmful effects of pesticides.
J.Application of chemicals simply for aesthetic/cosmetic purposes has harmful
consequences for our ecosystem,children and pets.Pollinators are directly harmed
by applications particularly the indiscriminate (and long-term ineffective)spraying of
pesticides.
§3. Authority.
This bylaw is adopted under authority granted by the Home Rule amendment to the
Massachusetts Constitution and the provisions of any Special Legislation passed by the
Legislature.
§4. Definitions.
For the purposes of this bylaw, the following definitions shall apply:
Allowed Materials List - The list of acceptable pesticides is limited to the following:
1)All non-synthetic (natural)materials,with the exception of prohibited non-synthetic
materials under 7 CFR 205.602;
2)Any synthetic material listed at 7 CFR 205.601 that is labeled for turf uses,subject
to discretionary authority to require disclosure of inert ingredients; and
3)25b listed pesticides under the Federal Insecticide,Fungicide and Rodenticide Act
(FIFRA).
Inert ingredient -Any substance (or group of substances with similar chemical structures
if designated by the Environmental Protection Agency)(EPA)other than an active
ingredient that is intentionally included in any pesticide product (40 CFR 152.3(m))[7 CFR
205.2 Terms defined.],and are not classified by the EPA Administrator as inserts of
toxicological concern. [7 U.S.C. 6502(21) Definitions]
Non-synthetic (natural)materials -A substance that is derived from mineral,plant,or
animal matter and does not undergo a synthetic process as defined in section 6502(21)
of the Organic Foods Production Act.For the purposes of this part,‘non-synthetic’is used
as a synonym for natural as the term is used in the regulations.[7 CFR 205.2 Terms
defined.]
Pesticide —Any substance or mixture of substances intended for:(i)preventing,
destroying,repelling,or mitigating any pest;(ii)use as a plant regulator,defoliant,or
desiccant;or (iii)use as a spray adjuvant such as a wetting agent or adhesive.The term
'pesticide'includes insecticides,herbicides,fungicides,and rodenticides,but does not
include cleaning products other than those that contain pesticidal agents.
Synthetic materials -A substance that is formulated or manufactured by a chemical
process or by a process that chemically changes a substance extracted from naturally
occurring plant,animal,or mineral sources,except that such term shall not apply to
substances created by naturally occurring biological processes.[7 U.S.C.6502(21)
Definitions]
§5. Prohibitions.
The application of any Pesticide that is not on the Allowed Material List is prohibited,
except as permitted in this bylaw.
§6. Exceptions.
A.The application of the following Pesticides is allowed:
1.Indoor pest sprays and insect baits (excluding rodent baits)
2.Insect repellants for personal and household use
3.Pet: Flea and tick sprays, powders, and pet collars
4.Kitchen, laundry, and bath disinfectants and sanitizer
5.Products labeled primarily to kill mold and mildew
6.Usage for commercial farming and nurseries.
B.Pesticides for the treatment of invasive plants for ecological restoration (see
Massachusetts Invasive Plant Advisory Group current lists of Invasive,Likely Invasive,
and Potentially Invasive https://www.massnrc.org/mipag/may be used upon the grant of
a waiver by the Town Manager or authorized designee.
C.If an emergency public health situation warrants the use of Pesticides,which would
otherwise not be permitted under this bylaw,the Town Manager or authorized designee
shall have the authority to grant a temporary waiver on a case-by-case basis after an
evaluation of all alternative methods and materials.
§7. Enforcement.
The enforcement authority shall be the Town Manager,or any town officials as designated
by the Select Board to oversee and enforce the provisions of this bylaw.
§8. Penalties.
Any person who violates any provision of this bylaw shall be punished by a fine of one
hundred dollars ($100.00)for the first offense and three hundred dollars ($300.00)for
each offense thereafter.Each day or portion thereof during which a violation continues
shall constitute a separate offense and a violation of each provision of the bylaw shall
constitute a separate offense.
If the offender is a commercial applicator,the right to do business in Orleans may be
revoked.
§9. Severability.
The provisions of this bylaw are hereby declared to be severable.If any provision,
paragraph,sentence,or clause of this bylaw or the application thereof to any person,
establishment,or circumstances shall be held invalid,such invalidity shall not affect the
other provisions or application of this bylaw.
Provided,that this bylaw is subject to the Town obtaining special legislation from the Great
and General Court of the Commonwealth of Massachusetts authorizing the Pesticide
Reduction Bylaw as aforesaid;or to take any other action relative thereto.(Select Board)
(Simple Majority Vote Required)
PROPOSED MOTION
I move this article be accepted and adopted as printed in the warrant and that the Select
Board be authorized to petition the Great and General Court for special legislation as set
forth therein and that the Pesticide Reduction Bylaw be adopted subject to the approval
of the special legislation.
SUMMARY
The article authorizes the Select Board to file special legislation authorizing the
adoption of the proposed bylaw as the application of pesticides in Orleans is currently
primarily regulated by state and federal law.This article also proposes the adoption of
a bylaw that seeks to reduce toxic pesticide use in and on public and private property
in order to promote a healthy environment and to protect the public from the hazards
of pesticide use.It does not prohibit businesses from selling products containing
pesticides to anyone.
SB:5 – YES 0 – NO 0 – ABSTAIN
FC:3 – YES 3 – NO 1 – ABSTAIN
Our natural environment is what brings people here and makes us want to stay in this special place.
Now and in the future it is our most valuable environmental resource and economic asset.It directly
affects every resident, property owner, visitor, and business in Orleans.
The purpose of this Home Rule Petition is to reduce toxic pesticide use in the Town of Orleans in
order to protect the public from the hazards of pesticides, promote a healthy environment for all and
safeguard our economy. This is not a ban of all pesticides but a reduction of the most harmful.
Toxic chemicals from pesticides seep into the soil and groundwater, also become airborne, and can be
found thousands of feet from the application site. They contaminate the air we breathe, the waters
we recreate in, the aquifer from which we drink, and the soils in which we grow food for humans,
animals and wildlife. People have the right not to be exposed to pesticides from other’s properties.
Many studies associate pesticides with serious negative health effects including leukemia, non-
Hodgkin’s lymphoma: cancers of the brain, breast, prostate, testes and ovaries: heart disease, stroke,
diabetes, Parkinson’s, Alzheimer’s, ADHD, autism and other autoimmune diseases, as well as birth
defects and reproductive harm.
Butterflies, bees and insects are the ‘building blocks of the food chain’ and their numbers are
declining rapidly, up to 2% per year. They pollinate 75-80% of crops and wild plants. They keep our
soils healthy and are the major food source for our birds and amphibians. Their importance in the
environment cannot be understated.
Climate change is one critical example where scientific evidence indicates that pesticides contribute
significantly to greenhouse gas emission, and create a vicious cycle of pollution and dependency.
All are unintended consequences but unfortunately, all are deadly real. We see locally and globally
how polluted environments have a drastic and negative impact on the health of communities and
their economies. Individually we can have an immediate impact on protecting our family, friends and
environments by volunteering to change our behavior by using safe, effective products, and practices,
and educating our neighbors and ourselves in their use. The solution is free and costs the town and
taxpayers nothing.
Help preserve this special place we love by supporting this Home Rule Petition at Fall Town Meeting,
so we can send a strong message to our State Legislature.
For updated information, please visit:
https://www.town.orleans.ma.us/1335/Pesticide-Home-Rule-Petition-2023
Protect our People, Waters and Environment
Article 24: Pesticide Reduction Home Rule Petition
Fall Town Meeting October 16, 2023
Support:
Association to Preserve Cape Cod (APCC)
Barnstable County Assembly of Delegates
Orleans Agricultural Advisory Council
Orleans Board of Health
Orleans Board of Water and Sewer Commissioners
Orleans Conservation Commission
Orleans Conservation Trust (OCT)
Orleans Energy and Climate Action Committee
Orleans Farmers' Market
Orleans Open Space Committee
Orleans Pond Coalition (OPC)
Orleans Shellfish and Waterways Committee
Friends of Crystal Lake
Protect Our Cape Cod Aquifer (POCCA)
Provincetown Farmers' Market
Sustainable Cape
Truro Farmers' Market
Join supporters
3,500+
signatures so far!
Protect our People and our Environment
Pesticide Reduction Initiative
Orleans, Massachusetts
“We can’t solve problems by using the same kind of thinking we used when we created them.”
-Albert Einstein
Why are we doing this and asking for
your support?
The purpose of this Home Rule Petition
is to reduce use of the most toxic
pesticides in the Town of Orleans in
order to protect the public and wildlife
from the hazards of pesticides, promote
a healthy environment for all and
safeguard our economy.
The reason we have to do a Home Rule
Petition is that in 2013 the State took
away the right for Orleans to make its
own decisions of what chemicals are
allowed in our environment.
Why is this an Economic Issue?
•Our natural environment and
especially our waters are what brings
people here and makes us want to
stay in this special place.
•Now and in the future they are our
most valuable environmental resource
and economic asset.
•It directly affects every resident,
property owner, visitor, and business
in Orleans.
How do pesticides travel off property?
•Toxic chemicals from pesticides seep
into the soil and groundwater; also
become airborne, and can be found
thousands of feet from the application
site.
•They contaminate the air we breathe,
the waters we recreate in, the aquifer
from which we drink, and the soils in
which we grow food for humans,
animals and wildlife.
•Chemicals can travel approximately 1
foot per day through our sandy soils to
our single source shared aquifer which
can range from 0-30 feet deep
What are the potential health effects?
•Many studies associate pesticides
with serious negative health effects
including leukemia, non-Hodgkin’s
lymphoma: cancers of the brain,
breast, prostate, testes and ovaries:
heart disease, stroke, diabetes,
Parkinson’s, Alzheimer’s, ADHD,
autism and other autoimmune
diseases, as well as birth defects and
reproductive harm.
What are some impacts on wildlife and the environment?
•Butterflies, bees, insects and invertibrates are the ‘building blocks of the food chain’ accounting for 95% of animal species and their numbers are declining at an unprecedented rate of up to approximately 2% per year
•They pollinate 75-80% of crops and wild plants. They keep our soils healthy and are a major food source for our birds and fish.
•Insects break down plant matter and help recycle nutrients into the soil. Without any insects at all,most bird and amphibian species would be extinct within a few months.
•Their importance in the environment cannot be understated.
Climate Change
•Climate change is one critical example where scientific evidence indicates that pesticides contribute significantly to greenhouse gas emission, and create a vicious cycle of pollution and dependency.
What are the consequences?
•Negative impacts on the health of people, pets, wildlife, environment, businesses, property values and economy are all unintended consequences but unfortunately, all are deadly real.
•We see locally and globally how polluted environments have a drastic and negative impact on the health of communities, their tourism and economies.
•What can we do?
•Individually we can have an immediate impact on protecting our family, friends and environments by volunteering to change our behavior.
•Use natural, nonsynthetic,
safe, effective products
and practices, and educate
our neighbors and
ourselves in their use.
•The solution is free and
costs the town and
taxpayers nothing.
What are the exceptions?
•Indoor pest sprays and baits
•Insect repellants for personal and
household use
•Flea and tick sprays, powders, and
pet collars
•Kitchen, laundry and bath
disinfectants and sanitizers
•Products that kill mold and mildew
•Usage for commercial farming and
nurseries.
•Treatment of Invasive Plants for
Ecological Restoration with
approved waiver
•Emergencies
What is Allowable?
•All nonsynthetic (natural) materials.
With exception of Dept. of Agriculture
material list 7 CFR 205.602
•Any synthetic material listed on Dept. of
Agriculture 7 CFR 205.601 that is labeled
for turf uses, subject to discretionary
authority to require disclosure of inert
ingredients; and
•Minimal risk pesticides on
Environmental Protection Agency 25b
list. Under the Federal Insecticide,
Fungicide and Rodenticide Act (FIFRA).
Enforcement? & Penalties?
•Town Manager will decide reasonable
enforcement structure and fines.
We ask for your support to send a strong
message.
•Help preserve this special place we
love now and for your future
generations by supporting this Home
Rule Petition at Orleans's Fall Town
Meeting October 16th, so we can
send a strong message to our State
Legislature.
“A society grows great when old
men (and women) plant trees in
whose shade they shall never sit.”
-Greek Proverb
For updated information, please visit:
https://www.town.orleans.ma.us/1335/Pesti
cide-Home-Rule-Petition-2023
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
4,200,892.41
777.23
3,790,975.25
240,000.00
4,200,892.41
169,917.16
4,140,115.18
60,000.00
4,200,892.41
777.23
5,348.01
(862.85)
9,916.22
4,485.16
777.23
(13,624.15)
54,649.65
(11,126.93)
37,943.47
43,522.72
169,917.16
88,450.97
5,348.01
(862.85)
9,916.22
4,485.16
777.23
(13,624.15)
$4,200,892.41
4,140,115.18
January 01, 2024 to January 31, 2024
As of January 31, 2024 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
January 01, 2024 to January 31, 2024
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
240,000.00 60,000.0060,000.00
0.00 0.000.00
(240,000.00)(60,000.00)(60,000.00)
0.00 0.000.00
0.00 0.000.00
As of January 31, 2024 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
1/31/2024
Investments Units Of Participation Cost Price Market Value Unrealized Gain/Loss
PHTF90200002
Commonwealth Of Massachusetts
15,398.298 HCST OPEB MASTER TRUST 3,947,327.62 272.8154 4,200,892.41 253,564.79
Total Investment:3,947,327.62 4,200,892.41 253,564.79
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
01/31/2024
NET ASSETS - BEGINNING OF PERIOD 4,140,115.18 3,790,975.25 4,140,115.18
Current Period
1/1/2024 1/31/2024
Fiscal Year
7/1/2023 1/31/2024
Year To Date
1/1/2024 1/31/2024
Commonwealth Of Massachusetts
PHTF90200002
DISBURSEMENTS:
CASH FUND EXCHANGES
60,000.00 240,000.00 60,000.00
RECEIPTS:
CONTRIBUTIONS:
PARTICIPANTS 60,000.00 240,000.00 60,000.00
INVESTMENT INCOME:
UNREALIZED GAIN/LOSS-INVESTMENT -13,624.15 88,450.97 -13,624.15
MASTER TRUST ALLOCATED EXPENSES
-82.04 -2,076.28 -82.04
MASTER TRUST CHANGE IN REALIZED G/L
9,916.22 37,943.47 9,916.22
MASTER TRUST INVESTMENT INCOME
5,348.01 54,649.65 5,348.01
MT ALL INVESTMENT MANAGER FEES
-780.81 -9,050.65 -780.81
UNIT EXCHANGES
60,000.00 240,000.00 60,000.00
Total Receipts 120,777.23
Total Disbursements:60,000.00
Net Assets - End of Period:4,200,892.41
649,917.16
240,000.00
4,200,892.41
120,777.23
60,000.00
4,200,892.41
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.
Monday, March 4th
10:40 am – 5 pm
Brewster Police Department
631 Harwich Rd
Stop & Shop gift card for all donors.
Appointments are required.