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BREWSTER VISION ADVISORY GROUP
SUMMARY PAPER
GOVERNANCE
OCTOBER 2017
I.Background
The Brewster Vision workshops provided detailed and valuable feedback from residents about
the Town’s treasures, challenges and opportunities in the context of governance. The primary
themes that emerged from the workshops relative to governance include:
•A desire for government to be more transparent and customer-service oriented, and to
further embrace technology to better communicate and engage citizens in town-wide
decision-making processes;
•A highly valued school system that is treasured by existing residents and one that
attracts people to Brewster; and,
•An opportunity to more proactively engage both Brewster’s skilled retiree population
and general citizenry of every age in Town affairs.
In 2016, the Government Study Committee completed its 2-year look into the Town’s
organizational structure, duties and responsibilities of various Boards and Departments, and
overall methods of communication. The Committee’s final report identified recommendations
for the Town to consider, ranging from the form of governance to adopt to the number of
boards and committees with overlapping charges. Many of the recommendations are playing
out in the form of difficult conversations about committee consolidation, length of service
terms, and whether Board and Committee members should be elected or appointed.
The report also called for development of a Local Comprehensive Plan, which the Visioning
process is a strategic first step toward that end, and development of a near-term Information
Technology Plan and a Communications Plan.
Brewster is part of the Nauset Public School System, which was identified as a treasure for its
reputation for providing quality education, and as an institution which also attracts people to
live in our community. The system includes both the Nauset Regional middle and high schools,
and the Eastham, Eddy (Brewster), Stony Brook (Brewster), Wellfleet, and Orleans elementary
schools, as well as the Nauset integrated pre-school. With approximately 2,500 students
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enrolled across eight schools, the district benefits from low teacher-student ratio and is
recognized as one of the best public school systems in the State.
Current Status of the Town’s Communication Tools
The Town has long maintained a website where current information is posted by department,
as well as developed bulletin boards, informational brochures and an email list with more than
300 subscribers on Town initiatives. The Town has also created dedicated websites for projects
where taxpayers have invested significant resources, such as the Water Planning website,
accessible from the Brewster homepage, where interested persons can learn about projects,
progress and results.
The Town also records public meetings for viewing on Channel 18 and online in an effort to
increase transparency and better inform the public of governance decisions. While this move
certainly increased opportunities for citizens to see what is being discussed during public
meetings, it may be worth discussing whether this format deters citizens from both speaking
publicly during meetings and/or serving on local boards and committees.
In more recent years, the Town has developed a presence on social media through the
Facebook and Twitter platforms to help foster communication with a broader audience. And
yet, the recommendation of the Government Study Committee and comments received from
workshop participants is that both communication and customer service need improvement.
The Town may wish to further discuss development of a Communications Plan, as
recommended by the Government Study Committee.
Volunteerism
Another common theme from the Vision workshops was Brewster’s robust volunteer
community. The vast majority of the Town’s small committees are propelled by volunteers.
Volunteers also help make Town Department programs, such as the Natural Resources
Department’s FLATS shellfish program, and the COA’s Meals on Wheels program, so successful.
The Garden Club is another important volunteer group that contributes to the rural and scenic
beauty that adds to Brewster’s highly valued community character by maintaining flowers and
plantings at busy intersections throughout Town. Managing volunteer programs does require
resources in staff time, however; the Town should continue to explore ways to engage both
Brewster’s skilled retiree population and younger generations in volunteer opportunities.
II.Key Issues Moving Forward
Enhanced communication, transparency, customer service and identifying methods for
engaging citizens of all ages continue to pose a challenge to improved governance in Brewster.
There may be opportunities for technology to play a role in addressing some of these
challenges, which the Vision process may explore. However, another rather prominent sub-
theme, which was also discussed by the Government Study Committee, was low turn-out at
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Town Meeting. Brewster is somewhat unique in that it holds two standing Town Meetings per
year; one Annual and one Special. Whereas other communities (Orleans, Chatham, Eastham,
Harwich and Dennis) only hold an Annual Town Meeting, and then schedule a Special Town
Meeting when necessary to conduct Town business not addressed in the Annual. Would one
Town Meeting a year, offered at a different time of day/day of week improve turn-out? What
other opportunities might there be to improve turn-out?
Enhanced Customer Service
Supporting small business was identified as a challenge during the workshops, specifically
zoning and permitting hurdles. The Government Study Committee recommended creating a
consolidated “Inspectional Services Department”, which may help to serve small business
interests and deliver more efficient customer service through consolidated permitting. Several
communities across the Cape have moved toward some form of this consolidation model, but
have more broadly included permitting functions, as well. Orleans, Chatham, Harwich, and
Barnstable have all created “Community Development” departments, which seem to be
successful in terms of streamlining the permitting and inspections process for applicants, but
these departments are not without internal management challenges and they provide no
escape for the heavily regulated landscape in which we all live and do business. The Town may
want to further understand the successes, challenges and benefits of a Community
Development model for Brewster.
III.Discussion and Draft Goals
Discussion items:
•How can Brewster leadership and Town staff increase communication and provide
improved customer service to residents? What are examples of tools to explore? (i.e.
My Town Government, a website overhaul, Digital Community Bulletin Board, etc.)
•Would a greater number of persons be interested in serving on Boards and Committees
if term limits are reduced (i.e. from 5 years to 3 years), and if elected positions transition
to appointed positions?
•Would one Town Meeting per year increase participation? Should the date and time of
Town Meeting be re-considered to increase participation?
•What is a Community Development Department, and is it right for Brewster?
Draft Vision Goal
Goal: Create a more open and inclusive town government that encourages participation by all
citizens through improved communication, expanding volunteer opportunities, and,
encouraging customer friendly service
Purposes:
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1. Expand and improve communication to citizens about town plans and activities
2. Expand the Town’s volunteer base to increase the use of citizens’ expertise and build more
diversity into decision-making
3. Strengthen the customer service approach to town services