2020 Annual Report

Town of Brookline 2020 Annual Report

315th Annual Report of the Town Officers of Brookline for the year ending December 31, 2020

www.brooklinema.gov

Table of Contents Town Officers………………………………………………………...……………… 3 Select Board………………….……………………………………………..……….. 9 Town Administrator………………………………………………………………… 15 Town Moderator..…………………………………………………………………… 21 Advisory Committee……………………………………………..…………………. 23 Town Meeting………………………………………..………...……………………. 25 General Government Town Clerk…………………………………………………………………... 41 Registrars of Voters………………………………………………………… 43 Town Counsel……………………………………………………………….. 44 Human Resources…………………………………………..……………… 45 Public Safety Police Department………………………………………………….………. 47 Fire Department…………………………………………………………….. 61 Building Department………………………………………………………... 67 Building Commission……………………………………………………….. 69 Board of Examiners………………………………………………………… 70 Public Works Administration.……….……………………………………………………... 71 Engineering and Transportation Division ……………………………….. 75 Highway, Sanitation and Fleet Services Division……………………….. 81 Parks and Open Spaces Division……………………………………….... 86 Water and Sewer Division……………….………………………………… 91 Recreation Department………………………………………...………………….. 95 Public Schools………………………………………..………...…………………… 99 Library………………………………………..………...………………………….…. 105 Brookline Interactive Group…………..………...………………………….…..… 112 Planning and Community Development………………………………………... 116 Regulatory Planning..………………………………………………………. 116 Zoning Board of Appeals ……………….……………..…………..………. 117 Preservation Commission……………………..…………………………... 118 Community Planning…………………..………………………………….... 119 Housing…………………………………………………...... 120 Economic Development …………………..……………………………….. 122 Housing Authority…………………………………………………………… 124 Human Services Health Department…………………………………………………..……… 128 Council on Aging……………………………………………………………. 135 Age-Friendly City Committee………..………………….…………..…… 139 Veterans' Services……………………..………………….……………..… 140 Commission on Disability….. ……………………………………………... 142 Diversity, Inclusion and Community Relations…………………………... 144 Commission for the Arts…………………….……………………………... 148 Commission for Women………………………………………………….... 150 Information Technology Department……………………………………………. 151 Finance Treasury Division……………..…………………………………………….. 154 Comptroller's Division. …………………………………………..………… 155 Assessors Division………………………………………………………….. 156 Purchasing Division……………………………………….………………... 157 Norfolk County Registry of Deeds………………………………………… 159 Retirement ……..………………………………..……………………..…… 161 Telephone Directory..……………..……………..……………....……………..… 162 Town Fact Sheet..……………..……………..……………..………….…………… 163

2020 Annual Report

TOWN OFFICERS For the Municipal Year 2020

______ELECTED TOWN OFFICES CONSTABLES MODERATOR Joseph G Figler (2022) Edward (Sandy) Gadsby (2021) Neil Gordon (2022) Stanley N. Rabinovitz (2022) TOWN CLERK Regina M. Frawley (2022) Patrick J. Ward (2021) Kristine L. Knauf (2022) ______SELECT BOARD APPOINTED BY THE MODERATOR Bernard Greene, Chair (2021) Nancy S. Heller (2021) ADVISORY COMMITTEE Raul Fernandez (2022) Michael Sandman, Chair (2022) Heather Hamilton (2023) Carla Wyman Benka, Vice Chair (2022) John VanScoyoc (2023) Benjamin Birnbaum (2021) Harry Bohrs (2023) TRUSTEES OF THE PUBLIC LIBRARY Clifford M. Brown (2022) Regina Healy, Chair (2024) John Doggett (2020) Sassan Zelkha (2024) Dennis L. Doughty (2020) Carol Troyen Lohe (2024) Harry Friedman (2019) Kristin Hung (2024) Janet Gelbart (2020) Gary Jones (2023) David-Marc Goldstein (2019) Karen Livingston (2023) Neil R. Gordon (2019) Chris Chanyasulkit (2023) Susan Granoff (2019) Jonathan Margolis (2023) Amy Hummel (2020) Judith Vanderkay (2022) Alisa G. Jonas (2021) Michael Burstein (2022) Janice S. Kahn (2019) Koinonia Martin-Page (2022) Steven R. Kanes (2021) Matthew Shakespeare (2022) Bobbie M. Knable (2021) Carol S. Levin (2019) SCHOOL COMMITTEE Pamela C. Lodish (2021) Suzanne Federspiel, Chair (2023) Donelle S. O’Neal (2019) David A. Pearlman, Vice Chair (2021) Susan Park (2019) Dimitry Anselme (2021) David Pollack (2020) Helen Charlupski (2020) Carlos Ridruejo (2021) Susan Wolf Ditkoff (2022) Lee. L Selwyn (2020) Andreas Liu (2023) Kim Smith (2019) Jennifer Monopoli (2021) Claire Stampfer (2020) Mariah Nobrega (2023) Paul Warren (2021) Barbara C. Scotto (2021) Robert J. Weintraub (2021) Christine Westphal (2021) BROOKLINE HOUSING AUTHORITY Neil Wishinsky (2023) Michael Jacobs, Chair (2021) Joanne M. Sullivan, Vice Chair (2020) COMMITTEE ON TOWN ORGANIZATION AND Sue Cohen (2023) STRUCTURE Barbara B. Dugan (2020) Jean D. Berg, Chair (2020) Judith Katz (State Appt) (2021) Dick Benka (2021) Harry Bohrs (2020) Betsy DeWitt (2020) Michael Robbins (2021) Martin R. Rosenthal (2021)

______

3 www.brooklinema.gov

SENIOR MANAGEMENT APPOINTMENTS

INFORMATION TECHNOLOGY SELECT BOARD'S OFFICE Feng Yang, Acting Chief Information Officer Melvin A. Kleckner, Town Administrator Melissa Goff, Deputy Town Administrator PLANNING & COMMUNITY DEVELOPMENT Justin Casanova-Davis, Asst. Town Alison Steinfeld, Director Administrator Joseph Viola, Assistant Director Polly Selkoe, Chief Planner BUILDING DEPARTMENT Kara Brewton, Economic Development Officer Daniel Bennett, Commissioner Charles Simmons, Public Buildings POLICE CHIEF Director Mark Morgan, Acting Police Chief Tony Guigli, Building Project Administrator PUBLIC WORKS DEPARTMENT COUNCIL ON AGING Erin Chute Gallentine, Commissioner Ruthann Dobek, Director Frederick Russell, Water and Sewer Director Vacant, Engineering/Transportation Director DIVERSITY INCLUSION/COMMUNITY Vacant, Parks & Open Space RELATIONS Director Lloyd Gellineau, Director Kevin Johnson, Highway Director

FINANCE DEPARTMENT RECREATION Jeana Franconi, Director of Finance/ Leigh Jackson, Director Treasurer/Collector David Geanakakis, Chief Procurement SCHOOL SUPERINTENDENT Officer Jim Marini Michael DiPietro, Comptroller Rachid Belhocine, Acting Chief Assessor TOWN COUNSEL'S OFFICE Joslin Ham Murphy, Town Counsel FIRE CHIEF John Buchheit, Assoc. Town Counsel John F. Sullivan Patricia Correa, First Asst. Town Counsel Jonathan Simpson Assoc. Town Counsel HEALTH & HUMAN SERVICES Dr. Swannie Jett, Director TOWN LIBRARIAN Sara Slymon, Director HUMAN RESOURCES Ann Hess Braga, Director VETERANS SERVICES William McGroarty, Director

2020 Annual Report

______Boards and Commissions Appointed by the Select Board

ADVISORY COUNCIL ON PUBLIC HEALTH BUILDING COMMISSION Patricia Maher, Chair (2023) Janet Fierman, Chair (2018) Dr. Anthony Schlaff (2023) Karen Bresawski (2020) Dr. Peter Moyer (2021) George Cole (2019) Dr. Rosemarie Roque Gordon (2023) Kenneth Kaplan (2019) Dr. Natalia Linos (2023) Nathan Peck (2018)

AUDIT COMMITTEE COMMISSION ON DISABILITY Bernard Greene, Chair Saralynn Allaire, Chair (2021) Susan Wolf Ditkoff James Miczek, Deputy Chair (2021) Peter Finnerty Myra Berloff, Treasurer (2020) Gregory Grobstein Heather Hamilton, Select Board Rep James Littleton Robert Heist (2018) Lee Selwyn Ann Kamensky (2018) Joan Mahon (2017) BOARD OF ASSESSORS Elaine Ober (2017) Jeana Franconi, Chair (2022) Henry Winkelman (2020) Mark J. Mazur (2021) Jim Lee (2022) Harold Petersen (2020) CONSERVATION COMMISSION BOARD OF EXAMINERS Marcus Quigle, Chair (2021) Barnett Berliner (2020) Roberta Schnoor, Vice Chair (2021) Fred Lebow (2021) Pamela Harvey (2022) Vacancy (2022) Werner Lohe (2023) Pallavi Kalia Mande (2021) BROOKLINE INTERACTIVE GROUP Will Corrdin (2023) Dan Salzman, President Samuel Burrington (2022) Lori Landay, Vice President ASSOCIATE MEMBERS Sarah Wolozin Marian Lazar (2022) Amy Browning Emmert Eric Hyett COUNCIL ON AGING Laura Nooney Yolanda Rodriguez, Chair (2020) Bonnie Bastien Judith Chasin, Vice Chair (2021) Russel Paul Doris Toby (2020) Rita d’Entremont (2020) COMMISSION FOR THE ARTS Jean Doherty (2020) Daniel Gostin, Chair (2021) Philip Fullerton (2021) Carolin Bowden (2022) Barbara Kean (2020) Donna Hollenberg (2021) Helen Lew (2020) Sara Erkal (2021) Alberta Lipson (2021) Betsy Frauenthal (2020) John Mulhane (2022) Courtney McGlynn (2021) Muriel Stark (2021) Peg O’Connell (2021) Roberta Winitzer (2022) Stan Trecker (2022) William Wong (2020) Jackie Wright (2020)

COMMISSION FOR WOMEN ASSOCIATE MEMBERS Rebecca Stone, Acting Chair (2021) Pat Ahlin (2021) Jennifer Goldsmith (2020) Clara Chin (2021) Nicole McClelland (2020) Paul Feldman (2022) Dr. Gloria Rudisch (2021) Paula Friedman (2020) Felina Robinson (2022) Marcia Goldstein (2022) Elizabeth Stillman (2022) Joanne Katz (2021) Meenakshi Garodia (2022) Sherry Lee (2022)

5 www.brooklinema.gov

Lori G. Cawthorne (2020) Soo Moy (2021) Gerald Raphel (2021) Mimi O’Connor (2021) Dana M. Teague (2020) Fran Perler (2020) Beth Venti (2020) Martha Schieve (2021) Vera Sharma (2021) MARTIN LUTHER KING COMMITTEE Marian Weissman (2020) Select Board Member Bernard Greene, Chair Jack Curtis HONORARY MEMBERS Robert Daves Celia Lascarides Amy Kamensky Agnes Rogers Bobbie Knable Evelyn Roll Bill Mitchell

COMMISSION FOR DIVERSITY, NAMING COMMITTEE INCLUSION & COMMUNITY RELATIONS Ruth Kaplan, Chair (2022) Joan Lancourt, Chair (2021) Daniel Lyons (2021) Sandy Batchelder, Jr. (2020) Carla Benka (2021) John Malcolm Cawthorne (2022) J. Malcolm Cawthorne (2022) Jessica Chico (2022) Wendy Ecker (2021) Eloise Lawrence (2021) Harry Friedman (2020) Irving Allen (2022) David Pearlman (2020) Bob Lepson (2020) Pamela Roberts (Alternate) (2023) Mariah Nobrega (2021) Cornelia Van Der Ziel (2020) PARK AND RECREATION COMMISSION Rezaul Haque (2023) John Bain, Chair (2022) Grace Watson (2023) Clara Batchelor (2020) Kazi Stafford Student Rep. Antonia Bellalta (2020) Casey Hatchett Police Liaison James K. Carroll (2020) Susanne Federspiel School Liaison Daniel Lyons (2020) Raul Fernandez Select Board Rep. Nancy O’Connor (2020) Lloyd Gellineau Diversity Office Liaison Wendy Sheridan (2022)

ECONOMIC DEVELOPMENT ADVISORY BOARD Paul Saner, Co-Chair (2023) PLANNING BOARD (5 YEAR TERMS) Anne Meyers, Co-Chair (2021) Stephen Heikin, Chair (2020) Clifford Brown (2023) James Carr (2021) Derrick Choi (2023) Robert Cook (2022) Alan Christ (2021) Linda Hamlin (2023) Susan Houston (2021) Blair Hines (2019) Carol Levin (2021) Matthew Oudens (2019) Kenneth Lewis (2022) Mark Zarrillo (2020) Thomas Nally (2022) Marilyn Newman (2022) PRESERVATION COMMISSION Alden Raine (2021) Elton Elperin, Chair (2023) Sandi Silk (2023) Richard Panciera, Vice Chair (2021) James Batchelor (2023) HOUSING ADVISORY BOARD Wendy Ecker (2022) Roger Blood, Chair (2021) David Jack (2023) William Madsen Hardy (2020) Peter Kleiner (2021) Jonathan Klein (2021) Rita McNally (Tenant Rep.) (2020) ALTERNATE MEMBERS Jennifer Raitt (2019) Elizabeth Armstrong (2023) Steven Heiken (Planning Board Rep.) John Spiers (2024) Michael Jacobs (Housing Authority Rep.) REGISTRARS OF VOTERS HUMAN RESOURCES BOARD Linda Golburgh, Chair (2018) Edward DeAngelo, Chair (2021) Andrew J. Mcllwraith (2016)

2020 Annual Report

Peggy McGuire (2018) Patrick J. Ward, Ex Officio TREE PLANTING COMMITTEE Nadine Gerdts, Chair (2019) RETIREMENT BOARD Elizabeth Erdman (2019) Gary Altman, Chair (2021) Hugh Mattison (2018) John Canney (2020) Jeana Franconi (2021) TRUSTEES OF WALNUT HILL CEMETERY Robert Ward (2020) Joslin Ham Murphy (2019) Michael DiPietro, Ex-Officio Nina Brown (2017) Bob Cook (2018) SOLID WASTE ADVISORY COMMITTEE Gerard Hayes (2017) John Dempsey, Chair (2020) Peggy McGuire (2016) Deane Cody (2020) Vacancy (2018) Mary Litterst (2021) Kathleen O’Connell (2020) ZONING BOARD OF APPEALS Clint Richmond (2021) Jesse Geller (2021) Susan Rittling (2021) Johanna Schneider (2022) John Shreffler (2020) Mark Zuroff (2023)

TRANSPORTATION BOARD ASSOCIATE MEMBERS Chris Dempsey, Chair (2021) Stephen Chiumenti (2018) Linda Pehlke (2021) Randolph Meiklejohn (2020) Jonathan Kapust (2022) Lark Palermo (2018) Karine Gibbs (2022) Kate Poverman (2020) Nancy Moore (2020) Ali R. Tali (2021)

7 www.brooklinema.gov

______MISCELLANEOUS APPOINTMENTS

AGENT FOR MANAGEMENT OF REAL ESTATE Kyle Banoey

CIVIL DEFENSE DIRECTOR John F. Sullivan

FENCE VIEWER Erin Chute Gallentine

INSPECTOR OF ANIMALS Miranda Corbine & Patrick Maloney

INSPECTOR OF PETROLEUM John F. Sullivan

INSPECTOR OF WIRES Brian Richard

KEEPER OF THE LOCK-UP Mark Morgan

LOCAL MOTH SUPERINTENDENT OF INSECT PEST CONTROL Erin Chute Gallentine

RIGHT TO KNOW COORDINATOR Ann Hess Braga

MEASURERS OF WOOD AND BARK William McGroarty & Elmon Hendrickson

2020 Annual Report

Select Board

L-R Top Row: Bernard Greene (Chair), Heather A. Hamilton (Vice Chair), Nancy Heller John VanScoyoc, Raul Fernandez, and Town Administrator Mel Kleckner.

As Chair of the Brookline Select Board, I am pleased to submit this report of the activities of the Select Board during the very difficult calendar year of 2020.

The year began with a new and mysterious virus that was spreading throughout the globe. On January 11, the World Health Organization named it COVID-19 and on March 11 declared that COVID-19 was a pandemic, which is an epidemic of an infectious disease that has spread across multiple continents or worldwide. On March 13, the President declared a national emergency and disaster funds were made available to states to fight the pandemic. On March 15, 2020, the Governor announced emergency actions to help address the spread of the virus, which impacted the operations of the Town significantly. Town hall services were available by appointment only and many Town employees began working from home. By April 7, 2020, 94% of America was in some form of lockdown as 42 states, including Massachusetts, issued stay at home orders. The COVID pandemic and the resulting lockdown and economic pain it inflicted defined much of the work of the Select Board during calendar year 2020, as will be discussed below.

At the June 11, 2020 Select Board meeting, the Town Administrator reported on the devastating impact of the national economic collapse and presented his Supplemental Budget Message. He proposed modifications to the fiscal year 2021 budget in response to a projected decline in revenue of $12,159,415 since the initial Budget was submitted on February 15, 2020. The Town had to make deep and painful cuts in its fiscal year 2021 budget. And because of fears that fiscal year 2022 could be even worse, the decision was made to not use Town reserves to cushion the fall.

The Select Board, however, could not stand idly by while many Brookline residents were suffering the brunt of these economic conditions. It took bold steps to direct and support Town actions to control the spread of COVID, to help mitigate the impact of the virus on especially vulnerable residents, and to ease the economic pain and other consequences of the accompanying lockdown.

* * *

The detail of the work of the various Town departments will be discussed in their sections of this report, but I want to highlight some key initiatives of departments that the Select Board supported by its votes or guidance. The Select Board is very appreciative of the work of the Department of Health and Human Services (“DHHS”) and its director Dr. Jett for his quick and early efforts to respond to the pandemic when even the Centers for Disease Control and Prevention was hesitating. Brookline had a mask mandate before most other communities and the DHHS began mobilizing its staff and school staff and others to begin extensive contact tracing of individuals identified with the virus. The DHHS responded quickly to hot spots, including nursing homes and schools, to stop potentially “super- spreader” sites from getting a toehold. Public Works and Parks and Open Spaces placed signage around Town telling people of the mask mandate and the other measures they were expected to take to protect themselves and

9 www.brooklinema.gov those around them. These and other steps resulted in Brookline having among the lowest infection rates in the Commonwealth and far lower than its nearby similarly situated suburban communities.

The lockdown devastated the business community in Brookline and in the region resulting in the closure of numerous small Brookline businesses and loss of jobs by many residents. As a result, social support programs in Brookline such as the Food Pantry and the Safety Net Fund experienced unprecedented demand for their services. Using Community Development Block Grant (CDBG) funds, Housing Trust moneys, federal COVID relief money, and other sources of funding the Select Board directed significant funds to these community institutions. The Select Board also provided funding to small businesses and encouraged the Planning and Economic Development and other departments to provide support so that, for example, restaurants could better provide service in outdoor facilities and ramp up their take-out businesses. Although we were all in lockdown, life still had to go on and the work of the departments of Public Works, Police, Parks and Open Spaces, Recreation, and others made it possible for people to get to grocery stores for food, to pharmacies for medicines, and to the parks to keep our bodies in shape and our minds stable.

The Select Board

The Select Board is the executive arm of Town Government. Its basic functions consist of calling Town elections and the Annual and Special Town Meetings, working with the Advisory Committee on the Town budget presented to Town Meeting, setting public policy and strategic direction, issuing licenses and permits for restaurants and other commercial activity, setting certain fees, approving contracts for municipal projects and services, creating basic Town regulations, and hearing appeals from lower Town bodies. The Select Board also oversees certain volunteer and appointed Boards and Commissions.

At the beginning of the year, the Select Board was comprised of Bernard Greene, Chair, Ben Franco, Nancy Heller, Heather Hamilton, and Raul Fernandez. At the June 9, 2020 Town election that was delayed because of the COVID- 19 virus, John VanScoyoc was elected to serve a three-year term in the seat being vacated by Ben Franco who did not run for re-election. At a special meeting on June 11, 2020 the Select Board took up the “Reorganization of the Select Board.” The Reorganization resulted in the re-election of Bernard Greene as Chair, and the creation of a new position of Vice-Chair, to which Heather Hamilton was elected.

The regular meetings of the Board are held on most Tuesday evenings throughout the year. The regular and occasional special meetings of the Board are held to carry out the Board’s various functions and to perform ceremonial duties. The Select Board also assigns its members to serve as liaisons to various Boards and Commissions throughout the year. In addition, individual Select Board Members serve as chairs of many ad hoc committees to advance a project or policy issue.

Beginning with its April 7, 2020 meeting and because of the COVID pandemic and the lockdown of most government and private functions, Select Board meetings began to be held remotely, initially using the WebEx platform and then the Zoom platform. All Town Boards and Commissions and other bodies were similarly restricted to remote meetings. One benefit of those remote meetings has been the increased participation of members of the public in the affairs of Town government and their additional ideas and energy – both positive and negative.

Town Services in the Year of COVID

The Select Board could not have accomplished any of its work under these trying circumstances without the help of the staff of the Select Board office: Town Administrator Mel Kleckner; Deputy Town Administrator Melissa Goff; Assistant Town Administrator Justin Casanova-Davis; Kate MacGillivray; and Tiffany Souza. I have to give special recognition to the Select Board’s Administrative Services Director, Devon Fields. When the Select Board and the Town were forced onto new and strange meeting platforms, Devon stepped up and learned how they work and coordinated all the big and small details of making the Select Board and many other Town bodies functional.

Also critical to our continued functioning as a Town government were the hardware and software technologies, which replaced in-person meetings and Town services, provided by the Brookline Interactive Group (BIG) and the Town’s Information Technologies Department (IT). BIG’s skilled and dedicated staff and filming facilities enabled the Town to come into the homes of Town residents during meetings and on their YouTube platform whenever someone wanted to view the operations of government. IT provided the Town with the hardware and software and training in its use

2020 Annual Report that made remote work and meetings possible for Town employees, Town officials, and citizen members of Town Boards and Commissions and Committees. It cannot be overstated how important the work of IT was in making it possible for many Town employees to avoid the danger of going into work by working from home. Without the hard work and dedication of Town departments, the Town would not have been able to serve its residents during the difficult year of 2020.

Some of the Work of Town Departments

 As stated above, the Department of Health and Human Services whose early efforts to get Brookline to take the deadly virus seriously resulted in Brookline being one of the safest communities in the Commonwealth.  The Office of Emergency Management (OEM) brought together key personnel to coordinate emergency planning, preparedness, response, mitigation, and recovery from natural and man-made catastrophic events. Under its director, Fire Chief John Sullivan, the OEM played a central role in the Town’s response to the COVID pandemic.  The Brookline Police Department worked tirelessly to keep Brookline safe while at the same time supporting the work of two policing committees that were established following police misconduct in multiple communities, which put policing on everyone’s agenda and under a sharp microscope. And, of course, the police and the fire department personnel worked on the street confronting the COVID danger directly.  The Departments of Public Works, Recreation, and Buildings made the changes to the Town’s streets and other areas that enabled many of our restaurants and other businesses to survive during the shutdown. They also worked on the streets with the risk of COVID infections.  Planning and Economic Development coordinated direct support to local businesses and approximately $1.1 million in CDBG/CARES funding and Housing Trust Fund moneys to residents, businesses, and social service agencies.  Office of Diversity, Inclusion, and Community Relations developed a community engagement plan and hired a community engagement organizer to implement the plan, which served many departments in Town in their efforts to reach out to more and diverse populations of the Town, expanding the engagement of Town residents even during COVID.  The Council on Aging, and the Veterans Affairs Office operated largely remotely. They served their clients in intangible but life-saving ways, including preventing isolation and disengagement of especially vulnerable seniors and veterans during the COVID lockdown.  The Town Clerk’s office, in the absence, due to illness, of Pat Ward, functioned under the able leadership of Assistant Town Clerk Linda Golburgh and Jeffrey Nutting. Jeffrey Nutting was recruited out of retirement, following many years as Town Administrator of the Town of Franklin, to assist in the Clerk’s office. Under very trying conditions, these professionals and their staff were able to stage three major and complicated elections during COVID. This is an incomplete list of the Town departments and individuals who performed extraordinarily during this difficult period, but it is illustrative of the coordinated work of Town bodies that made the Town functional during a dysfunctional year.

Events of 2020

Calendar year 2020 was an unusual time for Town government. saw many positive developments in the Town and many accomplishments by the Select Board.

 Housing continued as a major concern of the Town. That concern included both affordable housing and housing suitable for the Town workforce and middle-income families. The subtext of some of these concerns is how we can increase the racial diversity of the Town and overcome the historical legacy of racial segregation of suburban communities around Boston. To bring more racial diversity to Brookline will require both affordable and middle- income housing opportunities and robust marketing of the Town to especially Black families across the income spectrum.  Racial integration efforts continued despite the COVID interruption. They include marketing initiatives that highlight the benefits of living in Brookline to Black families and individuals. These potential residents include professionals who are new arrivals to the Boston area who may not have significant financial impediments to owning a home or renting an apartment in Brookline and residents of communities adjacent to Boston who want to enjoy the benefits of living in Brookline either as homeowners or renters. The Office of Diversity, Inclusion,

11 www.brooklinema.gov

and Community Relations produced and circulated a brochure, “Town of Brookline: You’re Right at Home Here” as part of one of these initiatives. The brochure was first used in 2020 and will be expanded in 2021 to local universities, hospitals, law firms, financial services companies, and other employers and to local media targeting Black and Hispanic communities in Boston. To ensure fair housing opportunities for those families and others, Brookline is a member of the WestMetro HOME Consortium (HOME) and participates in the HOME Regional Fair Housing Plan, which is a regional effort to enforce fair housing laws and reduce segregated housing in Metro Boston.  In July 2020, the Select Board established two committees to study and make recommendations on policing. They were the Select Board’s Task Force to Reimagine Policing and the Select Board’s Committee on Policing Reforms. These committees grew out of the period of intense ferment in the country around recurring incidents of police misconduct against people of color in cities across the nation. This ferment reached a crescendo on May 25, 2020 when a Minneapolis police officer kneeled on the neck of George Floyd, a Black man, for nearly ten minutes, killing him. That incident and numerous others before and after it precipitated a reckoning on racial injustice in the United States. The committees also represent another step in the more than three decades of reimagining and reforming policing in Brookline that has produced one of the more progressive departments in the country.  The Town successfully acquired the west campus of the former Newbury College and received money for affordable housing from the developer of the east campus. At the June 9, 2020 Town election the voters approved a debt exclusion that will allow the Town to issue debt to purchase the west campus of Newbury College. This land will be temporarily used for Town purposes, pending the Select Board’s commencement of a public process to determine the ultimate use of the property. In June, the Annual Town Meeting voted to accept a cash payment of $6.5 million to the Town’s Affordable Trust Fund to support the Brookline Housing Authority’s proposal to create 40 new senior housing apartments, in lieu of on-site affordable housing in the Fisher Hill community. Under this plan, the BHA would raze its existing 60-unit Col. Floyd property in Coolidge Corner and rebuild 100 units on the site for senior housing. At the Second Special Town meeting held on November 17, 2020 an appropriation for the purchase of the west campus of the former Newbury College passed by a vote of 213-6- 5.  The Public Schools of Brookline (PSB) continue to struggle with enrollment uncertainties and outmoded teaching facilities. In 2020, PSB began the process of renovating and expanding the Pierce School with assistance from the Massachusetts School Building Authority. PSB also proceeded with the renovation and expansion of the Driscoll School that the voters approved by voting favorably on a debt exclusion for the financing of the school at a special Town election on December 10, 2019. PSB is also modernizing the outmoded high school science facilities by creating a new 21st Century STEM (Science, Technology, Engineering & Math) wing of the high school. The project also includes the construction of a new 9th grade academy and other improvements to the high school campus.  At the December 3, 2020 session of the fall special Town Meeting, the Town voted to adopt the Community Preservation Act with a property tax surcharge of 1%. The question of adoption of the Act will be submitted to the voters for approval at the 2021 annual Town election. If voters approve the adoption of the Act, it will take effect in fiscal year 2022.  The second cannabis adult use retail store opened in Brookline during the COVID shutdown. And, in response to concerns of neighbors of cannabis establishments, the Select Board created the Cannabis Mitigation Advisory Committee. The Committee will advise the Select Board and the Cannabis Licensing & Mitigation Coordinator on the expenditure of community impact fees and the implementation of mitigation measures associated with the sale of recreational marijuana in Brookline. Such mitigation measures include concerns regarding parking and traffic, cannabis retail operations, litter and other quality of life issues, and enforcement of public consumption law and other violations of state laws or Town bylaws.  On March 5, 2020, Moody’s Investors Services gave Brookline a triple-A Stable rating. Moody’s opined that: “[t]he stable outlook reflects the strong positive trend in tax base valuation that is expected to continue given its favorable location next to the city of Boston (Aaa stable). The outlook also incorporates the strong fiscal management that includes multi-year budget forecast, capital planning and commitment to addressing long term liabilities.” This rating was given right before the COVID financial collapse, but the underlying strength of the Town enabled Moody’s and Standard & Poor’s to issue triple-A bond ratings in the first quarter of 2021.

In addition to the general duties of Select Board members, each Board member devotes a great deal of time to chairing and participating on the Boards and Commissions of the Town. A few key assignments of Select Board members in 2019 were:

2020 Annual Report

Mr. Greene Audit Committee CDBG Advisory Committee Licensing Review Committee (with Van Scoyoc) Martin Luther King, Jr. Celebration Committee Pierce Building Committee Police Surveillance and Military-Type Equipment Study Committee Select Board Committee on Policing Reforms September 11 Committee Town-School Partnership Committee (with Heller) Zoning Bylaw Committee (with Van Scoyoc)

Ms. Heller Age Friendly Cities Committee Brookline High School Expansion Building Committee Cannabis Mitigation Advisory Committee Climate Action Committee Council on Aging Town-School Partnership Committee (with Greene) Tree Protection Committee

Ms. Hamilton Commission on Disabilities Driscoll Building Committee Housing Advisory Board Hubway (and Scooters) Advisory Committee Kent/Station Affordable Housing Committee Land Bank Study Committee MassPort Citizens Advisory Committee

Mr. Fernandez Commission on Diversity, Inclusion, and Community Relations Indigenous Peoples Celebration Committee Small Business Development Committee Task Force on Reimagining Policing

Mr. VanScoyoc Brookline Interactive Group Liaison Brookline Fiscal Advisory Committee Electronic Posting Committee Licensing Review Committee (with Greene) Lower Boylston Study Committee Zoning Bylaw Committee (with Greene)

Budget Objectives.

Each year as part of the annual budget process, the Select Board adopts a series of objectives and priorities for the coming year. This process is instructive when allocating funds in the Budget, but also when determining the weekly agenda and ongoing activities of the Board. The following objectives were adopted by the Board in January as part of the annual budget process.

FY21 Objectives Finance and Administration 1. To ensure the Town’s budget allocates resources responsibly, to ensure long-term financial sustainability while observing prudent financial practices that retain the Town’s Aaa credit rating. 2. To comprehensively review the recommendations made by the Brookline Fiscal Advisory committee concerning Town and School budget principles and policies. 3. To continue to pursue succession planning for Department Heads and promote professional development throughout the workforce. 4. To complete the review and update of boards and commission applications and simplify the process to search and apply for openings.

13 www.brooklinema.gov

5. To work with the School Committee on the development and execution of a comprehensive plan to address space and enrollment needs in the schools. Diversity and Community Engagement 1. To provide leadership and support to the Town Administrator, the Diversity, Inclusion and Community Relations Office, Boards and Commissions, Town Departments, and other community stakeholders in collaborative efforts to implement meaningful diversity and inclusion initiatives and continue the GARE evaluation process. 2. To work with the Human Resources Department to ensure that job opportunities and advertisements are publicized in a manner that encourages a diverse applicant pool. 3. To work with Town staff to provide excellent government services that effectively address the needs of all citizens and expands community engagement. 4. To implement diversity and inclusion efforts into the Town’s services, planning, and procurement process. 5. To encourage Town staff to develop innovative programs and initiatives to increase racial diversity in Brookline through marketing or outreach programs and work with the CDICR to develop the Racial Equity and Advancement Fund. Economic Development, Planning, and Regulation 1. To pursue re-codification and an update to the zoning by-laws that meets Town needs and objectives. 2. To work with the Cannabis Mitigation Advisory Committee to responsibly monitor and implement mitigation efforts regarding marijuana establishments within the Town. 3. To actively participate in the disposition of Newbury College, whether through the purchase of or the regulation of land use. 4. To support the increase in the production of quality affordable senior, middle-income, and low-income housing and ensure that the Town qualifies for safe harbor under Chapter 40B. 5. To develop and implement local rules and regulations in conjunction with State regulations associated with short-term property rentals. Environmental Planning 1. To identify and pursue fossil-fuel-free opportunities for municipal buildings and support energy-efficient projects. 2. To encourage the use of different portfolio options for the Town and our municipal electricity contract and increase the percentage of fossil-fuel-free electricity the town uses. 3. To adopt a vehicle fleet policy for Town departments and encourage the utilization of fossil-fuel free vehicles throughout the Town. 4. To work with the Planning Board and Sustainability staff to ensure that sustainable goals are incorporated into municipal projects. 5. To work with National Grid to ensure they undertake appropriate mitigation and restoration actions to address gas leaks within the Town.

Bernard Greene Chair, Brookline Select Board

2020 Annual Report

Town Administrator Melvin A. Kleckner

It is an honor as Town Administrator to report on the activities and policy issues facing the Town of Brookline in 2020. No discussion of life in Brookline or anywhere else during 2020 can take place without acknowledging the massive impact that the COVID-19 pandemic has had on our life. The pandemic has created widespread death and illness, and has impacted our health care, social and economic systems. The restrictions imposed to slow the spread of the virus has resulted in loss of once in a lifetime opportunities and experiences for young and old. If that wasn’t enough, 2020 also represented a year of reckoning on the systemic and historic racism that is so pervasive in America. The shocking videos of police violence and killing of persons of color resulted in unprecedented marches and protests of people from all races in support of the Black Lives Matter movement and to demand accountability in policing. And if both of these issues weren’t enough, 2020 represented the most contentious and partisan national election in many generations. This report will address the effect of these life altering experiences on Brookline and how they will shape our future.

COVID-19

As 2020 began, reports of a unique virus in Wuhan, China emerged. The first reported case of the new virus in the United States was on January 20. By January 31 the President declared a national emergency. Still, the virus now known as COVID-19 was not taken too seriously by either the federal government or the media at the time. That began to change as reports of the virus’ impact in Italy were processed. In early March news broke that an international conference held in Boston resulted in a virus outbreak, making the issue hit home in Brookline. It became clear how quickly the virus can spread among groups of people. On March 10, the Governor declared a state of emergency. I immediately did the same for Brookline and, with the support of the Public Health Director, convened a COVID-19 task force comprised of staff from various departments of the Town. News about the virus was confusing and changing by the day. The Task Force made several executive decisions in the initial days of the emergency as information became available. The Town activated civil defense laws and regulations from another era to provide the emergency authority necessary to limit public assembly and commerce during this new type of disaster. Issues around school closings, public gatherings and community meetings became the topics of Select Board and School Committee meetings. Eventually, the Governor asserted state authority and mandated a detailed system of statewide restrictions that would be phased out over time as the impacts of the virus lessened. In some cases the Town of Brookline’s actions exceeded state restrictions. Upon the recommendation of Public Health Director Dr. Swannie Jett, the Town imposed a face covering order that preceded a subsequent state order. Dr. Jett was an aggressive and effective advocate for stringent COVID restrictions and prevention activities. His focus on contact tracing and quarantining was essential to the Town’s ability to “flatten the curve” and keep the virus in check.

As restrictions on travel and gathering were imposed, the Task Force focused on continuation of essential operations of town government, including police, fire and emergency medical response. Town government quickly transitioned to a remote work environment, maintaining critical systems and services. The Emergency Operations Center (EOC) was activated under Fire Chief and Emergency Management Director John Sullivan, and a special call center was established to field calls from anxious residents. The Town’s capacity to transact business and communications over the Internet was enhanced and a new system of convening legally required and essential government meetings were live streamed with the support of our cable access partner, Brookline Interactive Group. The Town implemented a video meeting platform (first WebEx, then Zoom) to facilitate internal meetings and to allow Town boards to meet remotely. The Town successfully ran multiple elections using expanded mail-in voting options and in June convened its Representative Annual Town Meeting remotely. I am proud to say that the Town of Brookline never closed down for even a day due to COVID-19.

The Town developed a special COVID web page with the support of a communications consultant and issued frequent updates on the web site and over social media. Throughout the first several weeks of the emergency, I issued a series of messages over the Town’s community alert (reverse 9-1-1) system assuring residents of the steps the Town has taken to continue essential public services and to reinforce the state and local guidelines on public gathering and face coverings.

Throughout the pandemic, Town department heads and staff have shown incredible flexibility and ingenuity in dealing with the pandemic. At the outset, I challenged department heads to be bold in the scope and timing of their response to the virus. This resulted in so many successes, ranging from the use of public spaces to facilitate social distancing and outdoor dining to the creative allocation of federal funds to support food security and emergency housing. In

15 www.brooklinema.gov

November, Brookline was one of the first towns to open a community COVID testing site. Through an innovative partnership with mPathy, the Town was able to provide a convenient and accessible testing location for Brookline residents and employees experiencing virus symptoms or having contact with persons infected with the virus.

Finally, I wish to thank the heroes who work for the Town of Brookline who sacrificed their health and safety by providing critical public services on the front lines during the unprecedented challenge of a dangerous pandemic. Our police officers, firefighters, public health workers, building inspectors and public works/buildings staff are owed a debt of gratitude for their public service. I also want to thank all Town employees and labor organizations for their cooperation and understanding during such uncertain times. Thank you all.

Black Lives Matter and Police Accountability

While the Black Lives Matter (BLM) movement and the demand for more police accountability were not new things, they merged and exploded onto the scene in May following the killing of George Floyd in Minneapolis. Protests spread throughout the nation and in other countries of the world. It is estimated that these demonstrations represented the largest in United States history. In June, I was proud to have witnessed a large rally down Beacon Street in Brookline, culminating in a passionate but peaceful event in Amory Park. Days later, another rally came to the Town Hall complex in Brookline Village with a focus on police accountability. These were difficult and emotional times for sure, and resulted in a lot of self reflection for all. Later in June, I initiated the erection of a Black Lives Matter sign at the Town Hall complex to demonstrate support for the movement. While we understood this might be viewed as a hollow gesture from some, we nonetheless felt it was critical for the Town to express its support for a movement that is so consistent with our community’s values and aspirations. I hope to eventually replace this sign with some permanent remembrance of this historic time.

But more important than recognition is action, and the Select Board acted promptly to address the demand for police accountability. In July, the Board established two separate committees to address this matter; one to focus on reforms of the existing system of policing while another was tasked to reimagine policing in the Town. As 2020 concluded, both committees were actively engaging the community and meeting their charge.

As Town Meeting convened later in the spring, there were proposals to “de-fund” the police department. While understanding the symbolic nature of this national movement, I resisted arbitrary efforts at reducing funding until the police committees conclude their work.

The public anger and pressure on local police departments throughout the country was intense. In August, Chief of Police Andrew Lipson resigned from his position and returned to the management ranks of the Police Department. I thank former Chief Lipson for his dedication to police service and for his nearly two-year tenure as Chief. I recommended the appointment of Police Superintendent Mark Morgan to serve as Acting Chief of Police, a role he previously assumed during the last transition in Chief. I also contracted with former Police Chief Daniel O’Leary to support the Town and the two police committees in their important work. It is my intent to defer the recruitment of a new chief until the committees conclude their work and hopefully when a more positive environment emerges.

The Town continued its focus on taking action to address racial equity in municipal policies, programs and services. Building upon prior efforts with the Government Alliance for Race (GARE) and Equity, the Town has contracted with the Racial Equity Group to begin assessing current practices and establishing measurable goals to promote racial equity in all areas of town government. We are also pursuing efforts to establish more proactive procurement activities to increase participation by minority and women owned businesses in the provision of goods and services to the Town. I acknowledge the efforts of Deborah Brown and others in our Town Meeting to focus the Town’s priorities in these areas, and thank staff who have taken on this challenge.

Town Property and Infrastructure

The annual reports from the several years preceding 2020 were filled with discussion of the Town’s efforts to expand public school facilities during a period of high increase in student enrollment. In recent years, the Town has expanded and renovated most of its K-8 public school buildings, including the new Ridley School in Coolidge Corner. An effort to construct a 9th elementary school were in the works for many years, but were dealt a setback with defeat of the proposed Baldwin School project in Chestnut Hill in May of 2019. Since that time, the Town has continued its work to plan for expansion and renovation/replacement of the Driscoll School and the Pierce School. We were pleased to

2020 Annual Report learn that the state has approved financial contribution for Pierce by the Massachusetts School Building Authority (MSBA) program. Construction of a new building and expansion of Brookline High School was fully underway in 2020. Meanwhile, the School Department continues to use the Old Lincoln School and to lease private property to accommodate classroom needs. It appeared that the trend in enrollment increase may have leveled off prior to the COVID-19 pandemic. It will be interesting to update enrollment projections as Brookline emerges from the pandemic.

With rejection of the Baldwin project, the Town was left with a 3-unit residential townhouse development that it acquired to accommodate the project. At the Annual Town Meeting in June, the Select Board was authorized to sell those units on the open market in order to retire the debt assumed to acquire them.

At the Annual Town Meeting in June, several articles were approved to allow development of the former Newbury College property on Fisher Hill and to authorize the Town’s acquisition of land on the west side of the campus. Town Meeting approved an overlay zoning district on the main campus for development of nearly 200,000 square feet of a Senior Living community. In addition to the new tax revenue that such a development will generate, the Town negotiated various benefits including, but not limited to, a tax certainty agreement, a $6.5 million cash payment to the Town earmarked for development of subsidized housing by the Brookline Housing Authority, and a requirement that the project be sustainable including fossil fuel free sources to heat and cool the development. The Town also negotiated the purchase of 3.13 acres on the west side of the campus for the below market price of $14.9 million. The Select Board has committed to a comprehensive planning process likely to span multiple years to consider long term uses for the property. Based on the Town’s Strategic Asset Plan, the following uses are likely to be considered (listed in alphabetical order):

Affordable Housing Athletic Fields or Expanded Park Use Building Dept. Workshop/Storage and Offices Municipal/School Office Spaces and Training Center Recreational Facilities (Pool, Rink, Gym) Satellite Senior Citizen Space School Classrooms or Educational Spaces

Meanwhile the Town plans to use the former academic building to house the Building Department’s public buildings division, who is currently occupying substandard space at Larz Anderson Park. In addition to meeting this need, occupancy by the Town will maintain an important presence on Fisher Hill until a more permanent use is determined.

The cost of this land was financed by debt authorized by voter referendum to be exempt from the tax levy limitations imposed by Proposition 2½ (a debt exclusion).

The entire process of the Town’s consideration of Newbury’s disposition was an outstanding effort representing the best qualities of Brookline’s local government. Strong elected leadership, combined with competent staff and consulting resources, was supported by volunteer experts and an engaged neighborhood and public. The cooperation and motivation of Welltower as the property’s new owner was instrumental to the detailed and effective planning resulting in overwhelming support by Town Meeting and the voters of Brookline.

Footbridges were a source of activity in Brookline in 2020. The Carlton Street Footbridge, an historic structure built in 1894 and closed in 1976, moved toward reconstruction by MassDOT. The Town was compelled to reconstruct the footbridge as part of environmental requirements for the larger Muddy River restoration. The new footbridge will span the MBTA Green Line, providing essential pedestrian and bicycle access to the Riverway. This land is part of the Emerald Necklace, a series of public green spaces designed by renowned landscape architect Frederick Law Olmsted. By facilitating the design and permitting of the project, the Town was able to secure state and federal funding for the majority of its cost. Unfortunately a key footbridge in another part of Brookline has failed. The 100 year old Davis Path Footbridge, spanning the MBTA Green Line in Brookline Village, failed an inspection and was promptly removed due to risks to the public. This footbridge provided a safe and convenient way to access the Town’s schools, public parks and commercial areas for many residents. The Town has begun preliminary design work and is actively pursuing grants and other sources of funds to meet the cost of replacing this Town asset.

In the spring, the Town completed improvements to its historic and beautiful Reservoir Park. Initiated as part of a required federal dam safety project, the Park and its historic waterworks structures have been renovated. The Park

17 www.brooklinema.gov remains a very popular walking path and gathering place for the community. In November, a leak within a major MWRA water main near the Park created significant damage as millions of gallons of water flowed into the Reservoir. It was fortunate that the Reservoir was nearby to collect this water rather than creating even greater damage to private homes or assets. The MWRA repaired the damages to the Reservoir created by the leak and the new park was reopened again for the public’s enjoyment.

Governance

The cumulative stress and frustration from a dysfunctional federal government has contributed to challenges to Brookline’s town form of government. Faced with lack of progress (or worse) on a number of social and environmental priorities at the federal level, initiatives are being organized at the local level. Brookline has always been a leader in adopting progressive causes or policies, including many innovative regulations in public health and environment. But faced with rapid climate change and a reluctance of a federal administration to prioritize this concern, efforts to advance the Town’s aggressive climate reduction goals have intensified. This conflict was effectively reported on by the Collins Center of UMass Boston, who I had engaged to evaluate issues associated with the Town’s staffing and resources for environmental sustainability. A grass roots (petitioned) proposal to enact a by-law prohibiting the use of fossil fuels in new construction was an example of this tension and frustration. Eventually, a compromise proposal was adopted by Town Meeting, but in June we learned that the Attorney General did not approve the by-law due to conflicts with certain state laws. In November, Town Meeting passed authority to file special legislation to address these conflicts. Meanwhile work in underway to develop a modified fossil fuel free by-law proposal in 2021, possibly using zoning or other incentives to compel compliance. Finally, the Town is actively recruiting for a Sustainability Director and meeting other recommendations from the Collins Center report.

In addition, failure of the federal and state government to invest in affordable housing and other essential components of the social “safety net” has spurred proposals for the Town to contribute funding. This was clearly exacerbated by the pandemic, which forced many of our residents to experience job loss and lack of resources to meet basic needs. Unfortunately, limited funding, legal restrictions and a measured response from staff on these proposals have created conflict. We were able to allocate surplus federal CDBG funds other supplemental federal funding for some of these social needs, including emergency food and shelter. But staff remains skeptical that the Town can sustain this funding, especially given the well documented structural gap in funding the annual Town budget.

The pandemic has also exposed aspects of our volunteer government. In Brookline, five residents are elected to a part-time Select Board, who collectively make up the executive branch of our local government. Despite hiring a Town Administrator to manage the daily affairs of Town government, the Select Board maintains most executive authority. As a body subject to the state’s Open Meeting Law, the Select Board may only deliberate and decide upon matters by meeting in public after posting a notice 48 hours in advance. Controversial matters often generate extensive public debate that can extend the decision making process. When the COVID pandemic hit, decisions required immediate and decisive action. As Town Administrator, I made these decisions in lieu of the Select Board who, as a multiple member body, were subject to these delays and legal processes. This created temporary conflict which was eventually resolved, but it did expose an issue that creates frustration for an impatient public looking for immediate action.

I expect the dialogue about Brookline’s governance to continue. Recent changes in the town form of government in Framingham and Amherst has created an interest in evaluating the merits of changing to a “city form” of government. This involves the elimination of Town Meeting and the Select Board, to be replaced by a legislative council and a single executive (either a mayor or city manager). In Massachusetts, Brookline and Plymouth are the only municipalities over 50,000 population that retain a town form of government. Meanwhile, the Town is working to enhance engagement with its residents and has hired its first public engagement officer as part of the Diversity Inclusion and Community Relations department.

With the incapacity of elected Town Clerk Patrick Ward and the impending retirement of long term Assistant Town Clerk Linda Golburgh, I advanced a proposal to convert the elected status of Brookline’s Town Clerk to an appointed one, to become effective with the expiration of Mr. Wards’ term in May of 2021. In November, the Special Town Meeting overwhelmingly approved the proposal but it needs final approval by the voters at the Annual Town Election in 2021. I believe the increasing complexity of local government and the importance of the electoral system demands a Town Clerk especially fitted by education and experience to manage this role. Following the conversion of the elected Treasurer’s position to an appointed one several years ago, the Town Clerk position is the remaining elected department head in the Town’s organization.

2020 Annual Report

Economic Development The ability of the Town to expand its tax base is crucial for the sustainability of current programs and to enhance other public services. Prudent economic development is a key factor in this goal.

With the leadership of the Economic Development Advisory Board, hard work from staff and creativity of Select Board appointed project committees, the Town has been able to consistently attract positive commercial development. Brookline Village has been a continued focus of development activity in 2020, with the completion of Children’s Hospital’s Brookline Place project, construction of a hotel development at River Road, a major renovation of the Audi dealership on Boylston Street and several other projects. The Town’s Gateway East project was well underway in 2020 that will transform this gateway to the Longwood Medical Area, make the corridor safer for motorists, bikers and pedestrians and enhance access to the Emerald Necklace park system.

The development of multiple Chapter 40B housing projects continued in Brookline throughout 2020. However, in June the Town received word from the state that 10.21 percent of Brookline’s housing stock was affordable, exceeding the 10% threshold that obligates the Town to meet 40B developments regardless of underlying zoning and other land use controls. While the need for affordable housing remains, the Town is relieved that the “one size fits all” Chapter 40B approach can be replaced with processes to ensure residential development is consistent with neighborhood character and scale.

With a long timeline necessary for developing projects from concepts, it is essential to constantly facilitate project development. Drawing on the community visioning process undertaken in 2018, the Boylston Street (Route 9) Corridor Study Committee is comprehensively examining opportunities for preservation of housing stock, redevelopment, and infrastructure improvements along the Boylston Street Corridor. The committee’s work focuses on the area of Brookline immediately surrounding Boylston Street from Brington Road eastward to High Street, but may also include other adjacent areas as deemed appropriate. Like other areas of Brookline, the process for Boylston Street attempts to meet multiple Town policy objectives, including; improved streetscapes, affordable housing, increased housing rental and ownership opportunities for historically excluded populations in Town, denser development adjacent to MBTA stations while balancing appropriate scale and use, opportunities for new businesses and other uses in the corridor, increased daytime population presence along the corridor, enhanced business ownership by minority groups underrepresented in Brookline, growth of commercial property taxes and sustainability.

Finally, expansion of the new cannabis industry in Brookline was realized with the opening of Sanctuary in August, a new adult use retail store in the heart of Coolidge Corner. We were also informed of NETA’s plans to split off its medical marijuana sales to a new property in Chestnut Hill, while retaining its popular location for adult use sales in Brookline Village.

Management Transitions

In addition to the resignation of Police Chief Andrew Lipson mentioned previously, the Town also received the unexpected resignation of Kevin Stokes as Chief Information Officer in February. Kevin served the Town well for many years and made notable investments in the robust IT infrastructure that the Town currently enjoys. Thank you Kevin for your service to the Town and for your creative approaches to converting the Town from an analog to a digital organization. I was pleased to appoint Feng Yang, the Town’s longstanding Director of IT Applications, as the Acting CIO. Ms. Yang was immediately immersed in the conversion of our organization to remote operations due to the pandemic. Her contributions to the Town’s success in this area were substantial. To support the Town Clerk’s office during the incapacity of Patrick Ward, I retained Jeffrey Nutting as a temporary manager. Jeff is a retired town manager and long time colleague of mine. Conducting four separate elections including a presidential primary, a state primary, a state general election (including the US presidency) and the annual town election within a span of months was daunting. The demands of expanded absentee and early voting by mail to accommodate the pandemic was an additional challenge. I am forever grateful to Jeff Nutting and to Assistant Town Clerk Linda Golburgh for their incredible and successful management of this challenge. I would also be remiss for not acknowledging and thanking Patrick Ward for his long standing and successful tenure as Brookline’s Town Clerk.

In the fall of 2020, Andrew Pappastergion concluded his legendary service to the Town of Brookline, including several years as Brookline’s Commissioner of Public Works. Mr. Pappastergion served the Town for over 50 years, including his continued service as a consultant to the Town following his official retirement. It is hard to overestimate Andy’s

19 www.brooklinema.gov contributions to public services in Brookline. He left the Town with its critical infrastructure systems in fine condition and with an accredited public works agency. His “can do” attitude and professionalism will be missed. Thank you, and good luck Andy! Following an intensive and competitive process to select the new Commissioner, I was pleased in September to announce my recommendation to appoint Erin Chute Gallentine. Ms. Gallentine served as Brookline’s Director of the Parks and Open Space Division for approximately 20 years, and began her time in Brookline as the Conservation Administrator. As the Director of the Town’s Parks and Open Space Division, Erin was well prepared to assume the Commissioner’s position having directed the division in managing all phases of design, development, maintenance and management of over 500 acres of public parks, playgrounds, town/school grounds, park/street trees, athletic fields, cemeteries, nature sanctuaries and open spaces. Welcome Commissioner Gallentine. We look forward to your long and successful tenure with the Town.

During my career in local government, I have been blessed with outstanding and dedicated administrative professionals. I was appreciative of the willingness of my former assistant, Patty Parks, to return to the Town in a temporary assignment. I was fortunate to hire Devon Fields to support me and the Select Board’s office. The position was retitled Administrative Services Director, and Devon effectively converted the position to serve as a chief of staff and “chief troubleshooter”. Devon’s effectiveness was immediately felt as the Town entered the pandemic and needed to develop systems to support remote operations and public meetings. Thank you to Patty Parks and to Devon Fields!

Other management personnel of the Town offered to continue their service beyond retirement due to the unique challenges of the pandemic. I wish to formally acknowledge former Public Health official Pat Maloney and Director of Engineering Peter Ditto for their dedication in supporting their profession and the Town during this unprecedented emergency.

Conclusion

As Town Administrator, I rely upon many individuals for my success. I am appreciative to members of the Select Board for their support and their selfless service to the Town. In May at the annual town election, John VanScoyoc was elected to the Board to fill the position created when Select Board Member Ben Franco decided not to pursue reelection. Congratulations to Mr. VanScoyoc and thank you to Ben Franco for his effective and dedicated service to his community, first as an Advisory Committee member and then on the Select Board.

I am very pleased to have an outstanding group of competent and committed department heads of the Town. I wish to acknowledge the special contributions of Deputy Town Administrator Melissa Goff. Ms. Goff is a highly effective public manager and administrator who I rely upon greatly. Justin Casanova-Davis as Assistant Town Administrator and other members of the Town Administrator’s office led by Devon Fields and including Kate MacGillivray, Tiffany Souza and Susan Ford, are all dedicated employees who work in the best interests of all residents of Brookline.

The COVID -19 pandemic continues to impact most aspects of life in Brookline and elsewhere, making it difficult to see the future in a positive light. With our country mired in discord and partisanship over the most basic issues of civil and human rights, it is hard to remain optimistic. For me, the incredible contributions of Town staff and volunteers to maintain essential public services during the most challenging time of our lives is what motivates me and forces me to remain confident in the future.

Good riddance to 2020 with hopes for a brighter future!

2020 Annual Report

Town Moderator Edward (Sandy) Gadsby

Since the pandemic descended on us early in the year, we were foreclosed from holding our 2020 Town Meetings in- person. Fortunately, the Massachusetts legislature passed a comprehensive law just in time for our Annual Town Meeting which validated virtual meetings for Representative Town Meeting towns such as ours. The legislation required that a number of conditions be met if order for the meeting to qualify for validation, including an elaborate filing by the moderator, consultations with the Health Director and Chair of the Commission on Disabilities, Select Board actions and legal postings and publication. In addition to statutory compliance issues, preparation for a virtual meeting required extensive technological work and a broad public education process, for which I as moderator was principally responsible. I had set up an ad hoc committee of experts in various relevant areas when it became apparent that we could not hold an in-person meeting, to make technology decisions and otherwise assist in preparation for a virtual meeting. I had the good fortune of appointing as one of the committee members Tracy Schroeder, a Brookline resident who chairs the Boston University technology department, and through her we obtained the indispensable services of the BU technology team along with experts from our Town IT Department in staffing a Help Desk and the various other functions necessary to hold a virtual meeting. The committee selected the Zoom platform for our meetings, and we held a total of nine practice meetings for our Town Meeting Members, Town staff and other potential participants in the Annual Town Meeting.

In further preparation for the meeting, the Select Board made the wise decision to recommend to Town Meeting that the Annual Meeting consider only the most important and pressing items on the warrant for the meeting, with the remaining articles to be deferred to the Fall. We also decided to postpone the meeting until the latest possible date so that we would have the maximum amount of time to complete the complex preparations necessary for holding a meeting remotely while still being able to conclude the business of the meeting by the end of the fiscal year on June 30. So the meeting convened on June 23 and proceeded with remarkably few interruptions or glitches for four evenings. Town Meeting approved overwhelmingly the acquisition of the Newbury College property west of Fisher Avenue, the establishment of the Brookline Affordable Housing Trust Fund, the sale of Town property on Oak Street and the reallocation of certain liquor licenses. The Town budget article was a different story. There were motions to defund or redirect portions of the Police budget that resulted in extended and sometimes heated debate. Approximately one-third of our TMMs, an unprecedented number, signed up to speak to these motions, though only around 35 of them actually spoke before debate was terminated. Ultimately this attempt to reallocate the budget failed by an almost three-to-one margin. There were equally controversial and time-consuming debates over efforts to amend the Conditions of Appropriations of the budget regarding police riot gear (unsuccessful) and restricting the Town’s use of funds in connection with certain pending litigation to settling the case (successful but unenforceable). Finally, as the sun set on the fourth session the evening of June 30, a spent Town Meeting in an omnibus vote overwhelmingly approved a $316 million budget.

We held the usual Fall Special Town Meeting just before Thanksgiving. Given the number of articles that had been deferred from the Annual Meeting there was an unusually long warrant, which also contained several of the types of controversial articles that seem to be the norm in recent meetings. We followed essentially the same procedures as for the Annual Meeting, except that all technology functions were performed solely by Town staff. The major issues were:

 Short-term rentals – referred to a Moderator’s committee.  Community Preservation Act – accepted, subject to a Town-wide vote.  Prohibition of non-disclosure agreements in Town litigation settlements.  Elderly tax relief – home rule petition.  Ranked choice voting – sent to a Select Board study committee.  Appointed Town Clerk office – approved, subject to a Town-wide vote.  Mandatory training for certain committee members.  Increased compensation for SB and SC members – defeated.  Limitation on fossil fuel installations in future construction projects.  Advisory Committee membership – some restrictions removed.  Ratification of the Newbury College acquisition.  Approval of additional funding for the High School project.

21 www.brooklinema.gov

The most dramatic debates involved a late effort to reallocate the Town budget to our underprivileged residents, which was resolved with a last-minute compromise engineered by the Advisory Committee’s Paul Warren, and a move to give Town Meeting control over legal expenditures, which was handily defeated to the relief of advocates of orderly Town governance. All in all, consistent with our experience over the past few years, many TMMs participated in these debates, several efforts to terminate debate were defeated, the discussions were often acrimonious and the meeting required six sessions in order to conclude its business.

Voting in virtual town meeting has its hazards and peculiarities. In the first place, the Zoom voting system provides a ballot to all participants in a meeting, voters and non-voters alike, and any participant is able to submit a vote. In about 75 votes in our two 2020 meetings, there were only two instances of non-voters submitting votes. The main problem with the system is that there is no way effectively to check votes in real time. So, for voters to determine that their votes were properly recorded, they must wait until the voting results are posted on the Town website the following day. In practice the system worked well, since there was rarely more than one request per vote to change a TMM vote. This was fortunate, since only vote changes brought to the moderator’s attention prior to the dissolution of the meeting are able to be changed.

Another aspect of virtual meetings worth mention is that all participants are on mute until called upon by the moderator, at which time the speaker is “unmuted.” Those who have not signed up to speak in advance can “go to a microphone” to indicate a desire to speak (or make special motions such as points of order or motions for the question) by communicating through the Zoom chat line with the “Chat Monitor.” This actually makes for a somewhat more orderly meeting than usual, although we had some instances of TMMs improperly “jumping the queue” by purporting to make points of order (which call for the interruption of a speaker) when the point raised was not a point of order at all. This was a persistent and troublesome problem for the moderator.

Finally, the principal and undeniable benefit to virtual meetings is that they encourage maximum participation by TMMs, since they may be attended from home or anywhere else by TMMs via their computers. Our attendance at the two 2020 meetings averaged well over 90% and occasionally reached close to 100%. If the town meeting in large Massachusetts towns has a long-term future, it will doubtless include permitting these to be held remotely or at least partially remotely. This will take the cooperation of the Massachusetts legislature which, at least at this point, is probably not disposed to depart from the traditional in-person meeting except in emergency situations such as the pandemic.

As I have observed in my last few Annual Reports, Town Meeting has become a more contentious and less pleasant experience for many if not most of us, possibly reflecting the difficult social and political issues facing our Town and our society generally. To my great regret, there are an increasing number of TMMs who are disposed to attack our Town institutions and those who labor to keep them operating. Some key members of this cohort also appear to believe that the rules that govern our meetings do not apply to them. Because of these trends and other perceived problems of Town Meeting as a legislative body, there is are movements afoot in Town to create a charter commission to study alternative forms of government. While it would be a sad day for many of us who love our Town Meeting for Brookline to become a city, that is not a reason to stand in the way of at least considering alternatives.

As I do each year, I extend my gratitude and that of the Town to the Advisory Committee, under the able leadership of Mike Sandman and Carla Benka, and the Committee on Town Organization and Structure and its Chair, Jean Berg. Without the work of these committees, particularly the hard-working members of the Advisory Committee, Town Meeting would be far less well-informed and capable of making sensible choices. This year I also want to single out Karim Matin and Dave Marquardo of the Town IT Department and former Select Board member Ben Franco, our Chat Monitor, for their hard work and invaluable contributions to our successful virtual meetings.

This is my 27th and final Annual Report, since I will be stepping aside at the Annual Town Election in May of 2021 for my successor. This is not the appropriate place for an extensive valedictory statement, were I inclined to make one, so I will confine myself to observing being your moderator has consumed a significant part of my life and has had great rewards, although I must confess that the rewards have diminished as the tribulations of the office have increased in the past few years. In any event, I will leave the podium with good will for all, including my harshest critics, and the hope that our Town Meeting will survive its current turmoil and emerge with renewed health.

2020 Annual Report

Advisory Committee Mike Sandman, Chair

The Advisory Committee operated effectively despite the COVID-19 pandemic. It was the first Town body to move to online meetings and public hearings using the Zoom platform.

The FY21 Financial Plan was delivered by the Town Administrator on February 15, 2020 in accordance with normal practice. Subcommittees held hearings on the various departmental budgets and had largely concluded those hearings when economic and social activity was interrupted by the spread of COVID-19.

As the impact from the pandemic on the Town’s revenue became apparent in April 2020, members of the Advisory Committee developed a model of the Town’s revenue and expenses to include a likely drop in revenue derived from meals taxes and similar local option sources of funds. We used the model as a starting point for working with the Town Administrator and the Town School Partnership Committee to support the development of a revised FY21 budget that was presented to Town Meeting in our virtual Annual Town Meeting in June.

During the re-budgeting process, in addition to balancing the need to provide for adequate operating funds and still hold adequate short-term reserves for what was clearly going to be a financially challenging fiscal year, it was important to balance the need for operating funds with the need to follow practices that help Brookline maintain its AAA bond rating. The Advisory Committee successfully advocated for substantially increasing the amount of money set aside for the annual Reserve Fund by $1.9 million. The subsequent need for that increased level of annual reserves was demonstrated as FY21 progressed.

Similarly, as November’s Special Town Meeting approached, the Committee worked with staff and members of the public to identify $300,000 in funding for food aid related to the increased demand driven by the pandemic.

Beyond those extraordinary activities related to the COVID-19 pandemic, the Advisory Committee provided recommendations to Town Meeting on more than 40 warrant articles submitted to the Annual Town Meeting and the November Special Town Meetings. Articles were reviewed at online public hearings either by a subcommittee or by the Advisory Committee acting as a committee of the whole. The public was invited to comment at the hearings, all of which were conducted over the Zoom meeting platform, which provided an opportunity for all participants to speak.

The Committee provided Town meeting members and the public with recommendations on all of articles on which it voted, recommendations that were published in the Combined Reports and supplements. The voluminous November 2020 Combined Reports included virtually all of the 40-plus recommendations, an improvement vs. November 2019, when many of the recommendations had to be included in supplemental mailings.

Throughout this process, Advisory Committee subcommittees met with warrant article petitioners and proponents to help their articles. This was particularly significant in the case of resolutions advocating action of social issues. During the weeks when the June and November virtual Town Meetings convened, the Advisory Committee continued to hold online meetings to review numerous amendments from warrant article petitioners and from the Select Board.

One of the broad trends that was clear to the Advisory Committee and other government bodies during 2020 was the public’s increased desire for more transparency. The Advisory Committee responded by:

 Posting a regularly updated summary on docs.google.com of all warrant articles, the public hearing dates for each article, the Advisory Committee meetings dates at which the articles would be reviewed and voted on, and the results of those votes  Taking roll call votes and posting the complete results along with our minutes  Taking video recordings of our meetings, including automated transcripts, and including them in the public record and posting links along with the minutes  Including a 15-minute public comment period at the start of each meeting of the full Advisory Committee  Sending email announcements of meetings to all Town Meeting members who have email addresses rather than just posting them to the TMMA listserv

23 www.brooklinema.gov

 Holding educational meetings for Committee members and for the public on key topics, including three meeting at the end of 2020 and the beginning of 2021 on the linked issues of housing, commercial development and zoning  Supported changes in the bylaw that governs the Advisory Committee that will broaden the pool of residents who can be appointed to the Committee

Moving to online meetings further aided transparency by increasing attendance by members of the public during 2020, a welcome side effect from a most unwelcome situation. Once the pandemic is over, we anticipate moving to hybrid meetings with both in-person and online video participation to allow the broadest possible access to our meetings.

2020 Annual Report

TOWN MEETING

A summary of actions taken at Town Meeting can be found in the Town Clerk report. ***Due to the COVID pandemic, and the remote Town Meeting, the attendance report is in a different format this year.***

2020 Attendance

Precin FirstName LastName Suffi Full Name Attende Attende Attende Attende ct x d 6/23 d 6/24 d 6/25 d 6/30 01 Ana Albuquerq Ana Albuquerque N Y Y Y ue 01 Deborah Brown Deborah Brown N Y Y Y 01 Cathleen Cavell Cathleen Cavell N Y Y Y 01 Elijah Ercolino Elijah Ercolino N Y Y Y 01 James Franco James Franco N Y Y Y 01 Neil Gordon Neil Gordon N Y Y Y 01 Susan Daley Susan Daley Y Y Y Y 01 Carol Hillman Carol Hillman Y Y Y Y 01 Sean Lynn- Sean Lynn-Jones Y Y Y Y Jones 01 Alexandra Metral Alexandra Metral Y Y Y Y 01 Bettina Neuefeind Bettina Neuefeind Y Y Y Y 01 Robert Schram Robert Schram Y Y Y Y 01 Kate Silbaugh Kate Silbaugh Y Y Y Y 01 Charles Terrell Charles Terrell Y Y Y Y 01 Paul Warren Paul Warren Y Y Y Y 02 Barbara O'Brien Barbara O'Brien Y Y Y Y 02 Benjamin Hellerstein Benjamin Hellerstein Y Y Y Y 02 Lisa Liss Lisa Liss Y Y Y Y 02 Susan Park Susan Park Y Y Y Y 02 Linda Pehlke Linda Pehlke Y Y Y Y 02 Jane Piercy Jane Piercy Y Y Y Y 02 Susan Roberts Susan Roberts Y Y Y Y 02 Livia Schachter- Livia Schachter-Kahl Y Y Y Y Kahl 02 John Shreffler John Shreffler Y Y Y Y 02 Diana Spiegel Diana Spiegel Y Y Y Y 02 Stanley Spiegel Stanley Spiegel Y Y Y Y 02 Davis Wimberly Davis Wimberly Y Y Y Y 02 Martin Yaseen Martin Yaseen Y Y Y Y 02 Rita McNally Rita McNally Y Y Y Y 03 Gary Jones Gary Jones Y Y Y Y 03 Kathryn Becker Kathryn Becker Y Y Y Y 03 Jeffrey Benson Jeffrey Benson Y Y Y Y

25 www.brooklinema.gov

03 Harry Bohrs Harry Bohrs Y Y Y Y

03 Mary Dewart Mary Dewart Y Y Y Y

03 Murray Dewart Murray Dewart Y Y Y Y

03 Dennis Doughty Dennis Doughty Y Y Y Y

03 Jane Gilman Jane Gilman Y Y Y Y

03 Donald Leka Donald Leka Y Y Y Y

03 Meggan Levene Meggan Levene Y Y Y Y

03 Michael Sandman Michael Sandman Y Y Y Y

03 Kathleen Scanlon Kathleen Scanlon Y Y Y Y

03 Frank Steinfield Frank Steinfield Y Y Y Y

03 Rebecca Stone Rebecca Stone Y Y Y Y

03 Michael Wiecek Michael Wiecek Y Y Y Y

04 Sarah Axelrod Sarah Axelrod Y Y Y Y

04 Sarah Boehs Sarah Boehs Y Y Y Y

04 Alan Christ Alan Christ Y Y Y Y

04 Martha Farlow Martha Farlow Y Y Y Y

04 Daniel Fishman Daniel Fishman Y Y Y Y

04 Peter Frumkin Peter Frumkin Y Y Y Y

04 Nadine Gerdts Nadine Gerdts Y Y Y Y

04 Wendy MacMillan Wendy MacMillan Y Y Y Y

04 John Mulhane John Mulhane Y Y Y Y

04 Mariah Nobrega Mariah Nobrega Y Y Y Y 04 Donelle O'Neal Sr. Donelle O'Neal Y Y Y Y

04 Vena Priestly Vena Priestly Y Y Y Y

04 Virginia Smith Virginia Smith Y Y Y Y

04 Marissa Vogt Marissa Vogt Y Y Y Y

04 Robert Volk Robert Volk Y Y Y Y

05 Bonnie Bastien Bonnie Bastien Y Y Y Y

05 Robert Daves Robert Daves Y Y Y Y

05 Cynthia Drake Cynthia Drake Y Y Y Y

05 Olivia Fischer Olivia Fischer Fox Y Y Y Y Fox 05 Michael Glover Michael Glover Y Y Y Y

05 Amie Lindenboi Amie Lindenboim Y Y Y Y m 05 Wendy Machmuller Wendy Machmuller Y Y Y Y

05 Hugh Mattison Hugh Mattison Y Y Y Y

05 Randolph Meiklejohn Randolph Y Y Y Y Meiklejohn 05 Faith Michaels Faith Michaels Y Y Y Y

05 Phyllis O'Leary Phyllis O'Leary Y Y Y Y

05 Andrew Olins Andrew Olins Y Y Y Y

05 William Reyelt William Reyelt Y Y Y Y

2020 Annual Report

05 Claire Stampfer Claire Stampfer Y Y Y Y

05 Neil Wishinsky Neil Wishinsky Y Y Y Y 06 Bryan Fuller Bryan Fuller Y Y Y Y

06 Catherine Anderson Catherine Anderson Y Y Y Y

06 John Bassett John Bassett Y Y Y Y 06 Arthur Conquest III Arthur Conquest Y Y Y Y

06 Christoph Dempsey Christopher Y Y Y Y er Dempsey 06 Malcolm Doldron Malcolm Doldron Y Y Y Y

06 Cher Duffield Cher Duffield Y Y Y Y

06 Scott Englander Scott Englander Y Y Y Y

06 Samuel Levine Samuel Levine Y Y Y Y

06 Clinton Richmond Clinton Richmond Y Y Y Y

06 Jeffrey Rudolph Jeffrey Rudolph Y Y Y Y

06 Daniel Saltzman Daniel Saltzman Y Y Y Y

06 Kim Smith Kim Smith Y Y Y Y

06 Ruthann Sneider Ruthann Sneider Y Y Y Y

06 Anne Trecker Anne Trecker Y Y Y Y

07 Susan Cohen Susan Cohen Y Y Y Y

07 Keith Duclos Keith Duclos Y Y Y Y

07 Christi Electris Christi Electris Y Y Y Y

07 Susan Ellis Susan Ellis Y Y Y Y

07 Ernest Frey Ernest Frey Y Y Y Y

07 Susan Granoff Susan Granoff Y Y Y Y

07 Mark Gray Mark Gray Y Y Y Y

07 Kelly Hardebeck Kelly Hardebeck Y Y Y Y

07 Lara Jarrell Lara Jarrell Y Y Y Y

07 Mark Levy Mark Levy Y Y Y Y

07 Jonathan Margolis Jonathan Margolis Y Y Y Y

07 Stacey Provost Stacey Provost Y Y Y Y

07 Rita Shon- Rita Shon-Baker Y Y Y Y Baker 07 James Slayton James Slayton Y Y Y Y

07 Ilan Wapinski Ilan Wapinski Y Y Y Y

08 Lauren Bernard Lauren Bernard Y Y Y Y

08 Tracie Burns Tracie Burns Y Y Y Y

08 David- Goldstein David-Marc Y Y Y Y Marc Goldstein 08 Anne Greenwald Anne Greenwald Y Y Y Y

08 John Harris John Harris Y Y Y Y

08 Anita Johnson Anita Johnson Y Y Y Y

08 Edward Loechler Edward Loechler Y Y Y Y

08 Hadassah Margolis Hadassah Margolis Y Y Y Y

27 www.brooklinema.gov

08 Robert Miller Robert Miller Y Y Y Y

08 Kate Poverman Kate Poverman Y Y Y Y

08 Barbara Scotto Barbara Scotto Y Y Y Y

08 Michael Toffel Michael Toffel Y Y Y Y

08 Maura Toomey Maura Toomey Y Y Y Y

08 Donald Weitzman Donald Weitzman Y Y Y Y

08 Amanda Zimmerma Amanda Zimmerman Y Y Y Y n 09 Harriet Rosenstein Harriet Rosenstein Y Y Y Y 09 Dwaign Tyndal Dwaign Tyndal Y Y Y Y

09 Paul Harris Paul Harris Y Y Y Y

09 Barr Jozwicki Barr Jozwicki Y Y Y Y

09 Joyce Jozwicki Joyce Jozwicki Y Y Y Y

09 Pamela Katz Pamela Katz Y Y Y Y

09 Benjamin Kaufman Benjamin Kaufman Y Y Y Y

09 Robert Lepson Robert Lepson Y Y Y Y

09 Elizabeth Loula Elizabeth Loula Y Y Y Y

09 Kevin Roberts Kevin Roberts Y Y Y Y

09 Martin Rosenthal Martin Rosenthal Y Y Y Y

09 Charles Swartz Charles Swartz Y Y Y Y

09 Judith Vanderkay Judith Vanderkay Y Y Y Y

09 Robert Weintraub Robert Weintraub Y Y Y Y

09 George White George White Y Y Y Y

10 C. Ananian C. Ananian Y Y Y Y

10 Francis Caro Francis Caro Y Y Y Y

10 Jonathan Davis Jonathan Davis Y Y Y Y

10 Linda Davis Linda Davis Y Y Y Y

10 Lilly Gaehde Lilly Gaehde Y Y Y Y

10 Jesse Gray Jesse Gray Y Y Y Y

10 Jonathan Klein Jonathan Klein Y Y Y Y

10 Frederick Livingston Frederick Livingston Y Y Y Y

10 Kimberly Loscalzo Kimberly Loscalzo Y Y Y Y

10 Ariel Maddocks Ariel Maddocks Y Y Y Y

10 Jessica Morris Jessica Morris Y Y Y Y

10 Theodore Scholnick Theodore Scholnick Y Y Y Y

10 Alexandra Spingarn Alexandra Spingarn Y Y Y Y

10 Daniel Stone Daniel Stone Y Y Y Y

10 Naomi Sweitzer Naomi Sweitzer Y Y Y Y

11 Shira Fischer Shira Fischer Y Y Y Y

11 Shanna Giora- Shanna Giora- Y Y Y Y Gorfajn Gorfajn 11 Jennifer Goldsmith Jennifer Goldsmith Y Y Y Y

11 Martha Gray Martha Gray Y Y Y Y

2020 Annual Report

11 Boney Jones- Boney Jones-Dasent Y Y Y Y Dasent 11 David Krewingha David Krewinghaus Y Y Y Y us 11 David Lescohier David Lescohier Y Y Y Y

11 Kenneth Lewis Kenneth Lewis Y Y Y Y

11 David Lowe David Lowe Y Y Y Y

11 Rebecca Mautner Rebecca Mautner Y Y Y Y

11 Nicole McClelland Nicole McClelland Y Y Y Y

11 David Pollak David Pollak Y Y Y Y

11 Lisa Shatz Lisa Shatz Y Y Y Y

11 Anne Weaver Anne Weaver Y Y Y Y

11 Leonard Wholey Leonard Wholey Y Y Y Y

12 Stephanie Bruce Stephanie Bruce Y Y Y Y

12 Michael Burstein Michael Burstein Y Y Y Y

12 Lee Cooke- Lee Cooke-Childs Y Y Y Y Childs 12 Nancy Daly Nancy Daly Y Y Y Y

12 Harry Friedman Harry Friedman Y Y Y Y

12 Stefanie Greenfield Stefanie Greenfield Y Y Y Y

12 Casey Hatchett Casey Hatchett Y Y Y Y

12 Amy Hummel Amy Hummel Y Y Y Y

12 Jonathan Karon Jonathan Karon Y Y Y Y

12 David Klafter David Klafter Y Y Y Y

12 Mark Lowenstein Mark Lowenstein Y Y Y Y

12 Harry Margolis Harry Margolis Y Y Y Y

12 Judy Meyers Judy Meyers Y Y Y Y

12 Jules Milner- Jules Milner-Brage Y Y Y Y Brage 12 Mike Offner Mike Offner Y Y Y Y

13 Miriam Aschkenas Miriam Aschkenasy Y Y Y Y y 13 Carla Benka Carla Benka Y Y Y Y

13 Richard Benka Richard Benka Y Y Y Y

13 Chris Chanyasul Chris Chanyasulkit Y Y Y Y kit 13 John Doggett John Doggett Y Y Y Y

13 Andrew Fischer Andrew Fischer Y Y Y Y

13 John Freeman John Freeman Y Y Y Y

13 David Gacioch David Gacioch Y Y Y Y

13 Francis Hoy Francis Hoy Y Y Y Y

13 Gil Hoy Gil Hoy Y Y Y Y

13 Werner Lohe Werner Lohe Y Y Y Y

13 Paul Saner Paul Saner Y Y Y Y

13 Lee Selwyn Lee Selwyn Y Y Y Y

29 www.brooklinema.gov

13 Ada Tadmor Ada Tadmor Y Y Y Y

13 Barbara Senecal Barbara Senecal Y Y Y Y

14 Clifford Brown Clifford Brown Y Y Y Y

14 Paula Friedman Paula Friedman Y Y Y Y

14 Kenneth Goldstein Kenneth Goldstein Y Y Y Y

14 Roger Lipson Roger Lipson Y Y Y Y

14 Pamela Lodish Pamela Lodish Y Y Y Y

14 Shaari Mittel Shaari Mittel Y Y Y Y

14 Kathleen O'Connell Kathleen O'Connell Y Y Y Y

14 Carlos Ridruejo Carlos Ridruejo Y Y Y Y

14 Lynda Roseman Lynda Roseman Y Y Y Y

14 Youkavet Samih Youkavet Samih Y Y Y Y

14 Sharon Schoffman Sharon Schoffmann Y Y Y Y n 14 Arthur Segel Arthur Segel Y Y Y Y

14 Jennifer Segel Jennifer Segel Y Y Y Y

14 Sami Zelkha Sami Zelkha Y Y Y Y

14 Sassan Zelkha Sassan Zelkha Y Y Y Y

15 Eileen Berger Eileen Berger Y Y Y Y

15 Michael Berger Michael Berger Y Y Y Y

15 Elisabeth Cunningha Elisabeth Y Y Y Y m Cunningham 15 Jason Cunningha Jason Cunningham Y Y Y Y m 15 Jane Flanagan Jane Flanagan Y Y Y Y

15 Barbara Gutman Barbara Gutman Y Y Y Y

15 John Hall John Hall Y Y Y Y

15 Benedicte Hallowell Benedicte Hallowell Y Y Y Y

15 Janice Kahn Janice Kahn Y Y Y Y

15 Kristine Knauf Kristine Knauf Y Y Y Y

15 Ira Krepchin Ira Krepchin Y Y Y Y

15 Richard Nangle Richard Nangle Y Y Y Y

15 David Pearlman David Pearlman Y Y Y Y 15 James Rourke Jr. James Rourke Y Y Y Y

15 Cornelia van der Ziel Cornelia van der Ziel Y Y Y Y

16 Saralynn Allaire Saralynn Allaire Y Y Y Y

16 Laura Baines- Laura Baines-Walsh Y Y Y Y Walsh 16 Adrienne Bowman Adrienne Bowman Y Y Y Y

16 Stephen Chiumenti Stephen Chiumenti Y Y Y Y

16 Regina Frawley Regina Frawley Y Y Y Y

16 Scott Gladstone Scott Gladstone Y Y Y Y

16 Michael Harrington Michael Harrington Y Y Y Y

16 Julie Jette Julie Jette Y Y Y Y

2020 Annual Report

16 Alisa Jonas Alisa Jonas Y Y Y Y

16 Judith Leichtner Judith Leichtner Y Y Y Y

16 Puja Mehta Puja Mehta Y Y Y Y

16 William Pu William Pu Y Y Y Y

16 Nathan Shpritz Nathan Shpritz Y Y Y Y

16 Timothy Sullivan Timothy Sullivan Y Y Y Y

16 Carolyn Thall Carolyn Thall Y Y Y Y AL Patrick Ward Patrick Ward Y Y Y Y

AL Raul Fernandez Raul Fernandez Y Y Y Y

AL John VanScoyoc John VanScoyoc Y Y Y Y AL Edward Gadsby Jr. Edward Gadsby Y Y Y Y

AL Bernard Greene Bernard Greene Y Y Y Y

AL Heather Hamilton Heather Hamilton Y Y Y Y

AL Nancy Heller Nancy Heller Y Y Y Y

AL Tommy Vitolo Tommy Vitolo Y Y Y Y

STM November 17- 18-Nov 19- 30-Nov 2-Dec 3-Dec 2020 Nov Nov Display Name Precinct Name DAY DAY 02 DAY DAY 04 DAY 05 DAY 06 01 03 Albuquerque, Ana P01 Albuquerque, TRUE TRUE TRUE TRUE TRUE TRUE P01 Ana Allaire, Saralynn P16 Allaire, Saralynn TRUE TRUE TRUE TRUE TRUE TRUE P16 Ananian, C. P10 P10 Ananian, C. TRUE TRUE TRUE TRUE TRUE TRUE Anderson, P06 Anderson, TRUE TRUE TRUE TRUE TRUE TRUE Catherine P06 Catherine Aschkenasy, P13 Aschkenasy, TRUE TRUE TRUE TRUE TRUE TRUE Miriam P13 Miriam Axelrod, Sarah P04 P04 Axelrod, Sarah TRUE TRUE TRUE TRUE TRUE TRUE Baines-Walsh, P16 Baines-Walsh, TRUE TRUE TRUE TRUE TRUE TRUE Laura P16 Laura Bassett, John P06 P06 Bassett, John TRUE TRUE TRUE TRUE TRUE TRUE Bastien, Bonnie P05 Bastien, Bonnie TRUE TRUE TRUE TRUE TRUE TRUE P05 Becker, Kathryn P03 Becker, Kathryn TRUE TRUE TRUE TRUE TRUE TRUE P03 Benka, Carla P13 P13 Benka, Carla TRUE TRUE TRUE TRUE TRUE TRUE Benka, Richard P13 Benka, Richard TRUE TRUE TRUE TRUE TRUE TRUE P13 Benson, Jeffrey P03 Benson, Jeffrey TRUE TRUE TRUE TRUE TRUE TRUE P03 Berger, Eileen P15 P15 Berger, Eileen TRUE TRUE TRUE TRUE TRUE TRUE

31 www.brooklinema.gov

Berger, Michael P15 Berger, Michael TRUE TRUE TRUE TRUE TRUE TRUE P15 Bernard, Lauren P08 Bernard, Lauren TRUE TRUE TRUE TRUE TRUE TRUE P08 Birnbaum, TAC Birnbaum, TRUE TRUE TRUE TRUE TRUE TRUE Benjamin AC Benjamin Boehs, Sarah P04 P04 Boehs, Sarah TRUE TRUE TRUE TRUE TRUE TRUE Bohrs, Harry P03 P03 Bohrs, Harry TRUE TRUE TRUE TRUE TRUE TRUE Bowman, Adrienne P16 Bowman, TRUE TRUE TRUE TRUE TRUE TRUE P16 Adrienne Brown, Clifford P14 Brown, Clifford TRUE TRUE TRUE TRUE TRUE TRUE P14 Brown, Deborah P01 Brown, Deborah TRUE TRUE TRUE TRUE TRUE TRUE P01 Bruce, Stephanie P12 Bruce, TRUE TRUE TRUE TRUE TRUE TRUE P12 Stephanie Burns, Tracie P08 P08 Burns, Tracie TRUE TRUE TRUE TRUE TRUE TRUE Burstein, Michael P12 Burstein, TRUE TRUE TRUE TRUE TRUE TRUE P12 Michael Cavell, Cathleen P01 Cavell, Cathleen TRUE TRUE TRUE TRUE TRUE TRUE P01 Chanyasulkit, Chris P13 Chanyasulkit, TRUE TRUE TRUE TRUE TRUE TRUE P13 Chris Chiumenti, P16 Chiumenti, TRUE TRUE TRUE TRUE TRUE TRUE Stephen P16 Stephen Christ, Alan P04 P04 Christ, Alan TRUE TRUE TRUE TRUE TRUE TRUE Cohen, Susan P07 P07 Cohen, Susan TRUE TRUE TRUE TRUE TRUE TRUE Display Name Precinct Name DAY DAY 02 DAY DAY 04 DAY 05 DAY 06 01 03 Conquest, Arthur P06 Conquest, TRUE TRUE TRUE TRUE TRUE TRUE P06 Arthur Cooke-Childs, Lee P12 Cooke-Childs, TRUE TRUE TRUE TRUE TRUE TRUE P12 Lee Cunningham, P15 Cunningham, TRUE TRUE TRUE TRUE TRUE TRUE Elisabeth P15 Elisabeth Cunningham, Jason P15 Cunningham, TRUE TRUE TRUE TRUE TRUE TRUE P15 Jason Daley, Susan P01 P01 Daley, Susan TRUE TRUE TRUE TRUE TRUE TRUE Daly, Nancy P12 P12 Daly, Nancy TRUE TRUE TRUE TRUE TRUE TRUE Daves, Robert P05 P05 Daves, Robert TRUE TRUE TRUE TRUE TRUE TRUE Davis, Jonathan P10 Davis, Jonathan TRUE TRUE TRUE TRUE TRUE TRUE P10 Davis, Linda P10 P10 Davis, Linda TRUE TRUE TRUE TRUE TRUE TRUE Dempsey, P06 Dempsey, TRUE TRUE TRUE TRUE TRUE TRUE Christopher P06 Christopher Dewart, Mary P03 P03 Dewart, Mary TRUE TRUE TRUE TRUE TRUE FALSE

2020 Annual Report

Dewart, Murray P03 Dewart, Murray TRUE TRUE TRUE TRUE TRUE FALSE P03 Doggett, John P13 P13 Doggett, John TRUE TRUE TRUE TRUE TRUE TRUE Doldron, Malcolm P06 Doldron, TRUE TRUE TRUE TRUE TRUE TRUE P06 Malcolm Doughty, Dennis P03 Doughty, TRUE TRUE TRUE TRUE TRUE TRUE P03 Dennis Drake, Cynthia P05 P05 Drake, Cynthia TRUE TRUE TRUE TRUE TRUE TRUE Duclos, Keith P07 P07 Duclos, Keith FALSE FALSE FALSE FALSE FALSE FALSE Duffield, Cher P06 P06 Duffield, Cher TRUE TRUE TRUE TRUE TRUE TRUE Electris, Christi P07 Electris, Christi TRUE TRUE TRUE TRUE TRUE TRUE P07 Ellis, Susan P07 P07 Ellis, Susan TRUE TRUE TRUE TRUE TRUE TRUE Englander, Scott P06 Englander, Scott TRUE TRUE TRUE TRUE TRUE TRUE P06 Ercolino, Elijah P01 P01 Ercolino, Elijah TRUE TRUE TRUE TRUE TRUE TRUE Farlow, Martha P04 Farlow, Martha TRUE TRUE TRUE TRUE TRUE TRUE P04 Fernandez, Raul AL TAL Fernandez, Raul TRUE TRUE TRUE TRUE TRUE TRUE Fischer Fox, Olivia P05 Fischer Fox, TRUE TRUE TRUE TRUE TRUE TRUE P05 Olivia Fischer, Andrew P13 Fischer, Andrew TRUE TRUE TRUE TRUE TRUE TRUE P13 Fischer, Shira P11 P11 Fischer, Shira TRUE TRUE TRUE TRUE TRUE TRUE Fishman, Daniel P04 Fishman, Daniel TRUE TRUE TRUE TRUE TRUE TRUE P04 Flanagan, Jane P15 P15 Flanagan, Jane TRUE TRUE TRUE TRUE TRUE TRUE Franco, James P01 P01 Franco, James TRUE TRUE TRUE TRUE TRUE TRUE Frawley, Regina P16 Frawley, Regina TRUE TRUE TRUE TRUE TRUE TRUE P16 Display Name Precinct Name DAY DAY 02 DAY DAY 04 DAY 05 DAY 06 01 03 Freeman, John P13 P13 Freeman, John TRUE TRUE TRUE TRUE TRUE TRUE Frey, Ernest P07 P07 Frey, Ernest TRUE TRUE TRUE TRUE TRUE TRUE Friedman, Harry P12 Friedman, Harry TRUE TRUE TRUE TRUE TRUE TRUE P12 Friedman, Paula P14 Friedman, Paula TRUE TRUE TRUE TRUE TRUE TRUE P14 Frumkin, Peter P04 Frumkin, Peter TRUE TRUE TRUE TRUE TRUE TRUE P04 Fuller, Bryan P06 P06 Fuller, Bryan FALSE FALSE FALSE TRUE TRUE FALSE Gacioch, David P13 Gacioch, David TRUE TRUE TRUE TRUE TRUE TRUE P13 Gadsby, Edward TAL Gadsby, Edward TRUE TRUE TRUE TRUE TRUE TRUE AL

33 www.brooklinema.gov

Gaehde, Lilly P10 P10 Gaehde, Lilly TRUE TRUE TRUE TRUE TRUE TRUE Gelbart, Janet AC TAC Gelbart, Janet FALSE FALSE FALSE FALSE FALSE FALSE Gerdts, Nadine P04 Gerdts, Nadine TRUE TRUE TRUE TRUE TRUE TRUE P04 Gilman, Jane P03 P03 Gilman, Jane TRUE TRUE TRUE TRUE TRUE TRUE Giora-Gorfajn, P11 Giora-Gorfajn, TRUE TRUE TRUE TRUE TRUE TRUE Shanna P11 Shanna Gladstone, Scott P16 Gladstone, TRUE TRUE TRUE TRUE TRUE TRUE P16 Scott Glover, Michael P05 Glover, Michael TRUE TRUE TRUE TRUE TRUE TRUE P05 Goldsmith, Jennifer P11 Goldsmith, TRUE TRUE TRUE TRUE TRUE TRUE P11 Jennifer Goldstein, David- P08 Goldstein, TRUE TRUE TRUE TRUE TRUE TRUE Marc P08 David-Marc Goldstein, Kenneth P14 Goldstein, TRUE TRUE TRUE TRUE TRUE TRUE P14 Kenneth Gordon, Neil P01 P01 Gordon, Neil TRUE TRUE TRUE TRUE TRUE TRUE Granoff, Susan P07 P07 Granoff, Susan TRUE TRUE TRUE TRUE TRUE TRUE Gray, Jesse P10 P10 Gray, Jesse TRUE TRUE TRUE TRUE TRUE TRUE Gray, Mark P07 P07 Gray, Mark TRUE TRUE TRUE TRUE TRUE TRUE Gray, Martha P11 P11 Gray, Martha TRUE TRUE TRUE TRUE TRUE TRUE Greene, Bernard TAL Greene, TRUE TRUE TRUE TRUE TRUE TRUE AL Bernard Greenfield, P12 Greenfield, TRUE TRUE TRUE TRUE TRUE TRUE Stefanie P12 Stefanie Greenwald, Anne P08 Greenwald, TRUE TRUE TRUE TRUE TRUE TRUE P08 Anne Gutman, Barbara P15 Gutman, TRUE TRUE TRUE TRUE TRUE TRUE P15 Barbara Hallowell, P15 Hallowell, TRUE TRUE FALSE TRUE TRUE TRUE Benedicte P15 Benedicte Hamilton, Heather TAL Hamilton, TRUE TRUE TRUE TRUE TRUE TRUE AL Heather Hardebeck, Kelly P07 Hardebeck, TRUE TRUE TRUE TRUE TRUE TRUE P07 Kelly Harrington, P16 Harrington, TRUE TRUE TRUE TRUE TRUE TRUE Michael P16 Michael Display Name Precinct Name DAY DAY 02 DAY DAY 04 DAY 05 DAY 06 01 03 Harris, John P08 P08 Harris, John TRUE TRUE TRUE TRUE TRUE TRUE Harris, Paul P09 P09 Harris, Paul TRUE TRUE TRUE TRUE TRUE TRUE Hatchett, Casey P12 Hatchett, Casey TRUE TRUE TRUE TRUE TRUE FALSE P12 Heller, Nancy AL TAL Heller, Nancy TRUE TRUE TRUE TRUE TRUE TRUE

2020 Annual Report

Hellerstein, P02 Hellerstein, TRUE TRUE TRUE TRUE TRUE TRUE Benjamin P02 Benjamin Hillman, Carol P01 P01 Hillman, Carol TRUE TRUE TRUE TRUE TRUE TRUE Hoy, Francis P13 P13 Hoy, Francis TRUE TRUE TRUE TRUE TRUE TRUE Hoy, Gil P13 P13 Hoy, Gil TRUE TRUE TRUE TRUE TRUE TRUE Hummel, Amy P12 P12 Hummel, Amy TRUE TRUE TRUE TRUE TRUE TRUE Jarrell, Lara P07 P07 Jarrell, Lara TRUE TRUE TRUE TRUE TRUE TRUE Jette, Julie P16 P16 Jette, Julie TRUE TRUE TRUE TRUE TRUE TRUE Johnson, Anita P08 P08 Johnson, Anita TRUE TRUE TRUE TRUE TRUE TRUE Jonas, Alisa P16 P16 Jonas, Alisa TRUE TRUE TRUE TRUE TRUE TRUE Jones-Dasent, P11 Jones-Dasent, TRUE TRUE TRUE TRUE TRUE TRUE Boney P11 Boney Jones, Gary P03 P03 Jones, Gary TRUE TRUE TRUE TRUE TRUE TRUE Jozwicki, Barr P09 P09 Jozwicki, Barr TRUE TRUE TRUE TRUE TRUE TRUE Jozwicki, Joyce P09 P09 Jozwicki, Joyce TRUE TRUE TRUE TRUE TRUE TRUE Kahn, Janice P15 P15 Kahn, Janice TRUE TRUE TRUE TRUE TRUE TRUE Kanes, Steven AC TAC Kanes, Steven TRUE TRUE TRUE TRUE TRUE TRUE Karon, Jonathan P12 Karon, Jonathan TRUE TRUE TRUE TRUE TRUE TRUE P12 Katz, Pamela P09 P09 Katz, Pamela TRUE TRUE TRUE TRUE TRUE TRUE Kaufman, Benjamin P09 Kaufman, TRUE TRUE TRUE TRUE TRUE TRUE P09 Benjamin Klafter, David P12 P12 Klafter, David TRUE TRUE TRUE TRUE TRUE TRUE Klein, Jonathan P10 Klein, Jonathan TRUE TRUE TRUE TRUE TRUE TRUE P10 Knable, Bobbie TAL TAL Knable, Bobbie FALSE FALSE FALSE FALSE FALSE FALSE Knauf, Kristine P15 P15 Knauf, Kristine TRUE TRUE TRUE TRUE TRUE TRUE Krepchin, Ira P15 P15 Krepchin, Ira TRUE TRUE TRUE TRUE TRUE TRUE Krewinghaus, P11 Krewinghaus, TRUE TRUE TRUE TRUE TRUE TRUE David P11 David Leichtner, Judith P16 Leichtner, TRUE TRUE TRUE TRUE TRUE TRUE P16 Judith Leka, Donald P03 P03 Leka, Donald TRUE TRUE TRUE TRUE TRUE TRUE Lepson, Robert P09 Lepson, Robert TRUE TRUE TRUE TRUE TRUE TRUE P09 Display Name Precinct Name DAY DAY 02 DAY DAY 04 DAY 05 DAY 06 01 03 Lescohier, David P11 Lescohier, David TRUE TRUE FALSE FALSE FALSE FALSE P11 Levene, Meggan P03 Levene, Meggan TRUE TRUE TRUE TRUE TRUE TRUE P03 Levin, Carol AC TAC Levin, Carol TRUE TRUE FALSE FALSE FALSE FALSE Levine, Samuel P06 Levine, Samuel TRUE TRUE TRUE TRUE TRUE TRUE P06

35 www.brooklinema.gov

Levy, Mark P07 P07 Levy, Mark TRUE TRUE TRUE FALSE TRUE TRUE Lewis, Kenneth P11 Lewis, Kenneth TRUE TRUE TRUE TRUE TRUE TRUE P11 Lindenboim, Amie P05 Lindenboim, TRUE TRUE TRUE TRUE TRUE TRUE P05 Amie Lipson, Roger P14 P14 Lipson, Roger TRUE FALSE TRUE TRUE TRUE TRUE Liss, Lisa P02 P02 Liss, Lisa TRUE TRUE TRUE TRUE TRUE TRUE Livingston, P10 Livingston, TRUE TRUE TRUE TRUE TRUE TRUE Frederick P10 Frederick Lodish, Pamela P14 Lodish, Pamela TRUE TRUE TRUE TRUE TRUE TRUE P14 Loechler, Edward P08 Loechler, TRUE TRUE TRUE FALSE TRUE TRUE P08 Edward Lohe, Werner P13 P13 Lohe, Werner TRUE TRUE TRUE TRUE TRUE TRUE Loscalzo, Kimberly P10 Loscalzo, TRUE TRUE TRUE TRUE TRUE TRUE P10 Kimberly Loula, Elizabeth P09 Loula, Elizabeth TRUE TRUE TRUE TRUE TRUE TRUE P09 Lowe, David P11 P11 Lowe, David TRUE TRUE TRUE TRUE TRUE TRUE Lowenstein, Mark P12 Lowenstein, TRUE TRUE TRUE TRUE TRUE TRUE P12 Mark Lynn-Jones, Sean P01 Lynn-Jones, TRUE TRUE TRUE TRUE TRUE TRUE P01 Sean Machmuller, P05 Machmuller, TRUE TRUE TRUE TRUE TRUE TRUE Wendy P05 Wendy MacMillan, Wendy P04 MacMillan, TRUE TRUE TRUE TRUE TRUE TRUE P04 Wendy Maddocks, Ariel P10 Maddocks, Ariel TRUE TRUE TRUE TRUE TRUE TRUE P10 Margolis, Hadassah P08 Margolis, TRUE TRUE TRUE TRUE TRUE TRUE P08 Hadassah Margolis, Harry P12 Margolis, Harry TRUE TRUE TRUE TRUE TRUE TRUE P12 Margolis, Jonathan P07 Margolis, TRUE TRUE TRUE TRUE TRUE TRUE P07 Jonathan Marton, Thomas P09 Marton, FALSE TRUE TRUE TRUE TRUE TRUE P09 Thomas Mattison, Hugh P05 Mattison, Hugh TRUE TRUE TRUE TRUE TRUE TRUE P05 Mautner, Rebecca P11 Mautner, TRUE TRUE TRUE TRUE TRUE TRUE P11 Rebecca McClelland, A. P11 P11 McClelland, A. TRUE FALSE TRUE TRUE TRUE TRUE McNally, Rita P02 P02 McNally, Rita TRUE TRUE TRUE TRUE TRUE TRUE Mehta, Puja P16 P16 Mehta, Puja TRUE TRUE TRUE RETIRED RETIRED RETIRED Meiklejohn, P05 Meiklejohn, TRUE TRUE TRUE TRUE TRUE TRUE Randolph P05 Randolph

2020 Annual Report

Display Name Precinct Name DAY DAY 02 DAY DAY 04 DAY 05 DAY 06 01 03 Metral, Alexandra P01 Metral, TRUE TRUE TRUE TRUE TRUE TRUE P01 Alexandra Meyers, Judy P12 P12 Meyers, Judy TRUE TRUE TRUE TRUE TRUE TRUE Michaels, Faith P05 Michaels, Faith TRUE TRUE TRUE TRUE TRUE TRUE P05 Miller, Robert P08 P08 Miller, Robert TRUE TRUE TRUE TRUE TRUE TRUE Milner-Brage, Jules P12 Milner-Brage, TRUE TRUE TRUE TRUE TRUE TRUE P12 Jules Mittel, Shaari P14 P14 Mittel, Shaari TRUE TRUE TRUE TRUE TRUE TRUE Morris, Jessica P10 P10 Morris, Jessica TRUE TRUE TRUE TRUE TRUE TRUE Mulhane, John P04 Mulhane, John TRUE TRUE TRUE TRUE TRUE TRUE P04 Nangle, Richard P15 Nangle, Richard TRUE TRUE TRUE TRUE TRUE TRUE P15 Neuefeind, Bettina P01 Neuefeind, TRUE TRUE TRUE TRUE TRUE TRUE P01 Bettina Nobrega, Mariah P04 Nobrega, TRUE TRUE TRUE TRUE TRUE TRUE P04 Mariah O'Brien, Barbara P02 O'Brien, FALSE FALSE FALSE FALSE FALSE FALSE P02 Barbara O'Connell, P14 O'Connell, TRUE TRUE TRUE TRUE TRUE TRUE Kathleen P14 Kathleen O'Leary, Phyllis P05 O'Leary, Phyllis TRUE TRUE TRUE TRUE TRUE TRUE P05 O'Neal, Sr., Donelle P04 O'Neal, Sr., TRUE TRUE TRUE TRUE TRUE TRUE P04 Donelle Offner, Mike P12 P12 Offner, Mike TRUE TRUE TRUE TRUE TRUE TRUE Olins, Andrew P05 P05 Olins, Andrew TRUE TRUE TRUE TRUE TRUE TRUE Park, Susan P02 P02 Park, Susan TRUE TRUE TRUE TRUE TRUE TRUE Pearlman, David P15 Pearlman, David TRUE TRUE TRUE TRUE TRUE TRUE P15 Pehlke, Linda P02 P02 Pehlke, Linda TRUE TRUE TRUE TRUE TRUE TRUE Piercy, Jane P02 P02 Piercy, Jane TRUE TRUE TRUE TRUE TRUE TRUE Pollak, David P11 P11 Pollak, David TRUE TRUE TRUE TRUE TRUE TRUE Poverman, Kate P08 Poverman, Kate TRUE TRUE TRUE TRUE TRUE TRUE P08 Priestly, Vena P04 P04 Priestly, Vena TRUE TRUE TRUE TRUE TRUE TRUE Provost, Stacey P07 Provost, Stacey TRUE TRUE TRUE TRUE TRUE TRUE P07 Pu, William P16 P16 Pu, William TRUE TRUE TRUE FALSE FALSE FALSE Reyelt, William P05 Reyelt, William TRUE TRUE TRUE TRUE TRUE TRUE P05

37 www.brooklinema.gov

Richmond, Clinton P06 Richmond, TRUE TRUE TRUE TRUE TRUE TRUE P06 Clinton Ridruejo, Carlos P14 Ridruejo, Carlos TRUE TRUE TRUE TRUE TRUE TRUE P14 Roberts, Susan P02 Roberts, Susan TRUE TRUE TRUE TRUE TRUE TRUE P02 Roseman, Lynda P14 Roseman, Lynda TRUE TRUE TRUE TRUE TRUE TRUE P14 Display Name Precinct Name DAY DAY 02 DAY DAY 04 DAY 05 DAY 06 01 03 Rosenstein, Harriet P09 Rosenstein, TRUE TRUE TRUE TRUE TRUE TRUE P09 Harriet Rosenthal, Martin P09 Rosenthal, TRUE TRUE TRUE TRUE TRUE TRUE P09 Martin Rourke, James P15 P15 Rourke, James FALSE FALSE FALSE TRUE TRUE FALSE Rudolph, Jeffrey P06 Rudolph, Jeffrey TRUE TRUE TRUE TRUE TRUE TRUE P06 Saltzman, Daniel P06 Saltzman, TRUE TRUE TRUE TRUE TRUE TRUE P06 Daniel Samih, Youkavet P14 Samih, TRUE TRUE TRUE TRUE TRUE TRUE P14 Youkavet Sandman, Michael P03 Sandman, TRUE TRUE TRUE TRUE TRUE TRUE P03 Michael Saner, Paul P13 P13 Saner, Paul TRUE TRUE TRUE TRUE TRUE TRUE Scanlon, Kathleen P03 Scanlon, TRUE TRUE TRUE TRUE TRUE TRUE P03 Kathleen Schachter-Kahl, P02 Schachter-Kahl, TRUE TRUE TRUE TRUE TRUE TRUE Livia P02 Livia Schoffmann, P14 Schoffmann, TRUE TRUE TRUE TRUE TRUE TRUE Sharon P14 Sharon Scholnick, P10 Scholnick, FALSE FALSE FALSE FALSE FALSE FALSE Theodore P10 Theodore Schram, Robert P01 Schram, Robert TRUE TRUE TRUE TRUE TRUE TRUE P01 Scotto, Barbara P08 Scotto, Barbara TRUE TRUE TRUE TRUE TRUE TRUE P08 Segel, Arthur P14 P14 Segel, Arthur TRUE TRUE TRUE TRUE TRUE TRUE Segel, Jennifer P14 P14 Segel, Jennifer TRUE TRUE TRUE TRUE TRUE TRUE Selwyn, Lee P13 P13 Selwyn, Lee TRUE TRUE TRUE TRUE TRUE TRUE Senat-Fleury, Jean P15 Senat-Fleury, TRUE TRUE TRUE TRUE TRUE TRUE P15 Jean Senecal, Barbara P13 Senecal, TRUE TRUE TRUE TRUE TRUE TRUE P13 Barbara Shatz, Lisa P11 P11 Shatz, Lisa TRUE TRUE TRUE TRUE TRUE TRUE Shon-Baker, Rita P07 Shon-Baker, TRUE TRUE TRUE TRUE TRUE TRUE P07 Rita

2020 Annual Report

Shpritz, Nathan P16 Shpritz, Nathan TRUE TRUE TRUE TRUE TRUE TRUE P16 Shreffler, John P02 P02 Shreffler, John TRUE TRUE TRUE TRUE TRUE TRUE Silbaugh, Katherine P01 Silbaugh, TRUE TRUE TRUE TRUE TRUE TRUE P01 Katherine Slayton, James P07 P07 Slayton, James TRUE TRUE FALSE TRUE TRUE TRUE Smith, Kim P06 P06 Smith, Kim TRUE TRUE TRUE TRUE TRUE TRUE Smith, Virginia P04 P04 Smith, Virginia TRUE TRUE TRUE TRUE TRUE TRUE Sneider, Ruthann P06 Sneider, TRUE TRUE TRUE TRUE TRUE TRUE P06 Ruthann Spiegel, Diana P02 P02 Spiegel, Diana TRUE TRUE TRUE TRUE TRUE TRUE Spiegel, Stanley P02 Spiegel, Stanley TRUE TRUE TRUE TRUE TRUE TRUE P02 Spingarn, P10 Spingarn, TRUE TRUE TRUE TRUE TRUE TRUE Alexandra P10 Alexandra Display Name Precinct Name DAY DAY 02 DAY DAY 04 DAY 05 DAY 06 01 03 Stampfer, Claire P05 Stampfer, Claire TRUE TRUE TRUE TRUE TRUE TRUE P05 Steinfield, Frank P03 Steinfield, Frank TRUE TRUE TRUE TRUE TRUE TRUE P03 Stone, Daniel P10 P10 Stone, Daniel TRUE TRUE TRUE TRUE TRUE TRUE Stone, Rebecca P03 Stone, Rebecca TRUE TRUE TRUE TRUE TRUE TRUE P03 Sullivan, Timothy P16 Sullivan, TRUE TRUE TRUE FALSE FALSE FALSE P16 Timothy Swartz, Charles P09 Swartz, Charles TRUE TRUE TRUE TRUE TRUE TRUE P09 Sweitzer, Naomi P10 Sweitzer, Naomi TRUE TRUE TRUE TRUE TRUE TRUE P10 Tadmor, Ada P13 P13 Tadmor, Ada TRUE TRUE TRUE TRUE TRUE TRUE Takinami, Emy P10 P10 Takinami, Emy TRUE TRUE TRUE TRUE TRUE TRUE Terrell, Charles P01 Terrell, Charles TRUE TRUE TRUE TRUE TRUE TRUE P01 Thall, Carolyn P16 P16 Thall, Carolyn TRUE TRUE TRUE TRUE TRUE TRUE Toffel, Michael P08 Toffel, Michael TRUE TRUE TRUE TRUE TRUE TRUE P08 Toomey, Maura P08 Toomey, Maura TRUE TRUE TRUE TRUE TRUE TRUE P08 Trecker, Anne P06 P06 Trecker, Anne TRUE TRUE TRUE TRUE TRUE TRUE Tyndal, Dwaign P09 Tyndal, Dwaign FALSE TRUE FALSE TRUE TRUE FALSE P09 van der Ziel, P15 van der Ziel, TRUE TRUE TRUE TRUE TRUE TRUE Cornelia P15 Cornelia Vanderkay, Judith P09 Vanderkay, TRUE TRUE TRUE TRUE TRUE TRUE P09 Judith

39 www.brooklinema.gov

VanScoyoc, John TAL VanScoyoc, TRUE TRUE TRUE TRUE TRUE TRUE AL John Vitolo, Hon. TAL Vitolo, Hon. TRUE TRUE TRUE TRUE TRUE TRUE Tommy AL Tommy Vogt, Marissa P04 P04 Vogt, Marissa TRUE TRUE TRUE TRUE TRUE TRUE Volk, Robert P04 P04 Volk, Robert TRUE TRUE TRUE TRUE TRUE TRUE Wapinski, Ilan P07 P07 Wapinski, Ilan TRUE TRUE TRUE TRUE TRUE TRUE Ward, Patrick AL TAL Ward, Patrick FALSE FALSE FALSE FALSE FALSE FALSE Warren, Paul P01 P01 Warren, Paul TRUE TRUE TRUE TRUE TRUE TRUE Weaver, Anne P11 P11 Weaver, Anne TRUE TRUE TRUE TRUE TRUE TRUE Weintraub, Robert P09 Weintraub, TRUE TRUE TRUE TRUE TRUE TRUE P09 Robert Weitzman, Donald P08 Weitzman, TRUE TRUE TRUE TRUE TRUE TRUE P08 Donald Westphal, Christine TAC Westphal, TRUE TRUE TRUE TRUE TRUE FALSE AC Christine White, George P09 P09 White, George TRUE TRUE TRUE TRUE TRUE TRUE Wholey, Leonard P11 Wholey, TRUE TRUE TRUE TRUE TRUE TRUE P11 Leonard Wiecek, Michael P03 Wiecek, TRUE TRUE TRUE TRUE TRUE TRUE P03 Michael Display Name Precinct Name DAY DAY 02 DAY DAY 04 DAY 05 DAY 06 01 03 Wimberly, Davis P02 Wimberly, Davis TRUE FALSE FALSE TRUE TRUE TRUE P02 Wishinsky, Neil P05 Wishinsky, Neil TRUE TRUE TRUE TRUE TRUE TRUE P05 Yaseen, Martin P02 Yaseen, Martin TRUE TRUE TRUE TRUE TRUE TRUE P02 Zelkha, Sami P14 P14 Zelkha, Sami TRUE TRUE TRUE TRUE TRUE TRUE Zelkha, Sassan P14 P14 Zelkha, Sassan TRUE TRUE TRUE TRUE TRUE TRUE Zimmerman, P08 Zimmerman, TRUE TRUE TRUE TRUE TRUE TRUE Amanda P08 Amanda

2020 Annual Report

GENERAL GOVERNMENT

Town Clerk Patrick Joseph Ward

The table below summarizes the actions taken at the 2020 Annual Town meeting in June and the 2020 Fall Special Town Meetings in November

Annual Town Meeting, June 2020

 Authorized the Treasurer to enter into compensating balances for FY 21.  Authorized the Comptroller to close out unexpended balances.  Authorized the payment of previous fiscal year bills.  Establish as additional property tax exemption for FY 21 in accordance with Section 4 of chapter 73 of the Acts of 1986 as amended.  Amended the Zoning Bylaws and Map related to Newbury College Zoning.  Approved a Restrictive Covenant on 117 Fisher Ave and 124 Holland Road.  Authorized the Select Board to enter into a Tax Certainty agreement between Welltower Inc. the Town of Brookline  Authorized the Select Board to accept a grant of easement from Welltower, Inc on Holland Road and Fisher Street.  Approved the Select Board to acquire 3.13 acres of land related to the Newbury Zoning Change. Reaffirmed at the November Special Town Meeting. Funding approved by a ballot vote at November 3, 2020 election.  Authorized the Select Board to sell the parcels of land located at 15-19 Oak Street.  Adopted the provisions of MGL Chapter 44, Section 55C to establish the Brookline Affordable Housing Trust Fund.  Authorized the creation of the Housing Advisory Board.  Approved restrictions on use of Riot Gear without a process except in emergencies  Authorize the Select Board to petition the Legislature to relocate two liquor Licenses  Approved an appropriation of $2,000,000 for water system improvements  Approved an appropriation of $3,000,000 for waste water improvements.  Approved an appropriation of $2,200,000 for improvements to Larz Anderson Park.  Approved an appropriation of $3,1000,000 for school/town roof repairs/replacements

Special Town Meetings One and Two, November 2020  Approved the annual Town Budget (see below)  Appropriate $248,871.50 for improvements to roads, bridges and other transportation infrastructure  Appropriated $50,000 for improvements to Netherland’s Road facility.  Appropriate $300,000 from the Cares fund to help Brookline Food Pantry and Thrives.  Appropriated $32,700,000 for renovate and expand Brookline High School  Authorized the Select Board to acquire 3.13 acres of the land located at 110, 124 and150 Fisher Street and 146 Hyslop Road for $14,900,000.  Approved the appointment of two measurers of wood and bark  Approved the Police MOA for one year.  Voted to rescind the bond Authorization for improvements to the Driscoll School for $4,000,000.  Voted to accept the 4th paragraph of MGL Chapter 40, section 5B related to the Marijuana Stabilization fund  Amended the Town of Brookline Zoning Bylaw related to Affordable Housing  Amended the General Bylaw section 3.13.2 Membership  Referred Zoning and General Bylaw articles on Short term rental to a Moderators Committee and report at the 2021 Town Meeting.  Authorized the Select Board to file a Home Rule petition related to elderly Tax relief.  Amended the Tobacco Control Bylaw.  Referred proposed Disadvantaged Business Enterprise proposal to the Select Board to report back to the 2021 Town Meeting.  Amended the General Bylaws related to signs on Election Day.  Amended section 3.1 of the Town’s Bylaws related to section 3.1.3 Litigation and claims to restrict the Towns options in settling claims involving the Town.

41 www.brooklinema.gov

 Amended the General Bylaws related to general neutral pronouns  Amended the Zoning Bylaws related to general neutral pronouns.  Authorized the Select Board to establish a Rank Choice Voting Study Committee to report back no later than the fall of 2021  Voted to place a question on the 2021 Annual Town Election to see if the town will appoint the Town Clerk’s position.  Adopted a bylaw on the appointment and responsibilities of an appointed Town Clerk.  Amended several sections of the General Bylaws related to notice requirements to tenants and property owners  Amended several sections of the Zoning Bylaws related to notice requirements to tenants and property owners  Amended Section 2.2 of the General Bylaws related to roll call votes of the Advisory Committee.  Passed a Resolution related to Town/School Partnership  Amended General Bylaw sections 2.1.14 and Article 2.2 and Article 3.2 requiring fiscal education of certain elected and appointed committee members.  Adopted a resolution to take prudent steps to address disparities in the community  Voted to place a question on the 2021 Annual Election Ballot to adopt the Community Preservation Act  Adopted a resolution related to a planning process to for housing production and related topics.  Adopted a resolution related to Decarbonization in the Commonwealth.  Voted to authorize the Select Board to file legislation to Relating to prohibition of new fossil fuel infrastructure adopted under Article 21 of the 2019 Special Town Meeting.

Vital Statistics Marriage intentions -153 Marriages -136 Births - 365 Deaths - 392 Birth or Death amendments - 0 Marriage amendments 1

Dog Licenses Resident Dogs - 1,190 Green dogs -1,352 Green Dog quest pass – 25

Elections Presidential Primary On Tuesday, March 3, 2020, the Presidential Preference Primary was held. Polling Places were open from 7:00 A.M. to 8:00 P.M. A total of 19,457 of the 38,614 eligible registered voters in the Town, or 50.4%, participated in the Presidential Preference Primary. This election included Early in Person voting. The Totals are as follows: Total Votes 19,457

Annual Town Election

On Tuesday, June 9, 2020, the Annual Town Election was held after being delayed for a month due to the Covid-19 Pandemic. Four polling locations were relocated. Three were moved from the Brookline Housing Authority properties and one from Fire Station #6 to schools. Polls were open from 12:00 P.M. to 8:00 P.M. A total of 6,815 of the 38,614 eligible registered voters cast ballots or 17.6%. Mail in voting was used for the first time and the total votes were as follows: Absentee or Early Mail in Votes 4,488 Voting on Election Day 2,327 Total Votes 6,615

State Primary

On Tuesday, September 1, 2020, the State Primary was held. Polling Places were open from 7:00 A.M. to 8:00 P.M. A total of 18,885 of the 38,910 eligible registered voters in the Town, or 48.5%, participated in the State Primary. This election included Early Mail, Early in person and voting on Election Day. The totals are as follows

2020 Annual Report

Absentee or Early Mail in Votes 14,340 Early in Person Votes 1,914 Votes on Election Day 2,631 Total 18,885

State General Election On Tuesday, November 3, 2020, the Presidential Election was held. Polling Places were open from 7:00 A.M. to 8:00 P.M. A total of 30,076 of the 40,345 eligible registered voters in the Town, or 74.5%, participated in the Presidential Election. This election included Early Mail, Early in person and voting on Election Day. The totals are as follows Absentee or Early Mail in Votes 18,458 Early in Person Votes 6,286 Votes on Election Day 5,332 Total 30,076

Registrars of Voters

The Board of Registrars of Voters is a four member board whose responsibilities include registering voters, creating a local listing of residents, certifying nomination papers and petitions, processing absentee voter applications and administering elections and any necessary recounts or challenges. The Town Clerk serves as an Ex Officio member of the Board of Registrars of Voters. The Democratic Registrars are Town Clerk Patrick J. Ward and Assistant Town Clerk Linda G. Golburgh, who serves as Chair. The Republican Registrars are Andrew J. McIlwraith and Margaret C. Maguire. In 2020 the Board of Registrars of Voters administered and supervised the March 03, 2020 Presidential Primary, the June 6, 2020 Local Election, the September 01, State Primary, and the November 03, 2020 Presidential Election. The Board of Registrars of Voters published the 2020 Street List of Persons Seventeen Years of Age and Older and established a total population of 45,738, an increase of 4,189 residents from 2019. Of this population, 40,345 were registered voters, an increase of 2,850 from 2019.

Political Parties and Designations Democrat 19,358 Unenrolled 18,680 Republican 1,976 United Independent Party 116 Libertarian 77 Green Rainbow 24 Conservative 21 Interdependent 3rd Party 20 American Independent 16 Socialist 14 MA Independent Party 13 Green Party USA 8 Working Families 6 Pizza Party 4 Pirate Party 4 Constitution Party 1 Latino-Vote Party 1 Natural Law Party 1 Prohibition Party 1 We the People 1 World Citizens Party 1

43 www.brooklinema.gov

Town Counsel Joslin H. Murphy

Every year, the Town’s Legal Department encounters one or more unusual municipal legal challenges. In 2020, the Office encountered the greatest challenge of all – the onset of the COVID-19 pandemic. When the pandemic unleashed its extraordinary grip on this country, municipalities throughout the country and this state faced multiple challenges that didn’t have ready answers. Once the Governor issued a Declaration of Emergency, the state legislature began churning out emergency legislation to address these challenges, which required legal interpretation and implementation. Office staff responded admirably, working with their colleagues across the state to provide guidance to city and town officials who were struggling to keep government going. Throughout this challenge, office staff maintained course on the typical day to day work that is performed by the Legal Department – including defending the Town and its officials and employees in federal and state lawsuits, providing daily advice and guidance to elected and appointed Town officials, administrators, and Town Meeting members, drafting and reviewing contracts and legal agreements, and reviewing and resolving personal injury and property damage claims. Some of the achievements reached by the Legal Department in FY2020 include the following:  Awarded Summary Judgment in a significant federal civil rights case brought against the Town and several Town officials by a former public safety employee;  Principal participant in briefing the Town’s posture in its appeal of a Civil Service decision in the Supreme Judicial Court.  Successful defense of a preliminary challenge to Section 5.09 of the Zoning By-Law requiring design review prior to demolition.  Advising the Planning Board and Zoning Board of Appeals on a number of complex issues, including the effect of G.L. c. 40A,§6; the intersection of c. 40B and infectious invalidity, and others.  Guiding the Fisher Hill Overlay District project through final stages of permitting, including extended negotiations to acquire the west side of the former Newbury College Campus.  Successfully defending the Town against preliminary injunctive relief sought by the Firefighters local union in the Norfolk Superior Court.  Providing guidance to Town officials on regulatory matters pertaining to short term rentals and marijuana dispensaries.  Assisting Town officials and Board and Commission members with guidance related to remotely conducted public meetings and hearings.  Successful defense of the Town, its officials and employees in various matters in litigation, including civil rights and personal injury, property damage, and Land Court claims.  Drafting warrant articles proposing amendments to the Town’s general and zoning by-laws.  Negotiated, drafted and reviewed contracts and other legal documents related to environmental issues, real estate transactions, and real estate development projects.  Worked with staff in the Town Clerk’s Office to improve the Town’s response to public records requests and ensure more efficient and effective compliance with the requirements of the law. The Legal Department is currently staffed by Town Counsel Joslin H. Murphy, First Assistant Town Counsel Patricia Correa, Associates Town Counsel John Buchheit, Jonathan Simpson, and Michael Downey, Senior Paralegal Kerry Fleming, Paralegal Christina Moore, and Senior Clerk Jane Tavolieri, all of whom are pictured below at a weekly remote staff meeting:

2020 Annual Report

Human Resources Ann Braga, Director

Brookline's Human Resources (HR) Department is at the HeaRt of the Town's provision of services to Brookline residents, businesses and visitors. Human Resources staff interacts with every School and Town employee, whether temporary or permanent, throughout their time with the Town and even afterwards. Our small staff of seven dedicated professionals assist employees and department leaders and managers on issues ranging from recruiting, onboarding and benefits, to discipline, supervision and coaching, to disability and leave management, offboarding, and retirement.

As with other departments, the strategic plans and operations of the Human Resources Office changed significantly due to the COVID pandemic, resulting budget impacts and the renewed focus on racial justice in light of Black Lives Matter. In particular, Human Resources work in 2020 focused more on the “human” part of our workforce through supports for employees and their families. Throughout COVID, Town of Brookline was never closed, but moved to remote operations where possible, and re-opened buildings to in person public interactions when protocols were in place to keep everyone safe.

COVID-Specific Accomplishments:

COVID and the workplace: Facilitated remote work and supervision by providing guidance to departments on best practices for remote management and to employees on work-life balance from home. Examples include: Stress management/mindfulness, issues related to remote work and remote management practices, question and answer sessions.

Face Covering & Sanitation Protocols: In conjunction with Brookline Public Health, issued protocols for employees who need to report for work to stay safe and keep others safe, including: self-certifications and check in procedures, face coverings, social distancing, and “Call Ahead” visits to other departments.

COVID Contact Tracing: Conducted contact tracing on Town employees who were exposed or tested positive to determine exposure to other employees and the resulting quarantines, following up with employees and issuing approval for return to work. Provided guidance to adjust operations to reduce potential impact on the organization as a whole. Four HR staff completed the CDC certification for contact tracing.

Work From Home: While Work From Home (WFH) was necessary due to COVID, HR will present a formal WFH policy for adoption as we move forward into a post-COVID workplace. The goal is to provide equitable access to WFH where the roles provide for that option.

45 www.brooklinema.gov

Re-Opening Services: While much of the public facing services were shuttered due to COVID, HR worked with all departments to put in place staff, policies, and procedures to open safely. Implementation of Re-Opening included: a concierge at a new “Front Desk” at Town Hall, installing a web-based appointment system for necessary in-person appointments, regular meetings for departments to check-in on issues related to re-opening, and meeting the changing state requirements.

COVID Leave Policy: Per federal law, adopted a COVID Leave Policy that provided employees with additional leave for their own illness and caring for others, including home school supervision. The Town’s Policy exceeded the federal mandates in order to provide income security for our employees, and support for families navigating school- from-home. The Town did not exempt first responders from use of the time.

COVID Travel Policy: Per state law, adopted and implemented a COVID Travel Policy for Town employees, including a review and return to work approval through HR.

COVID & Reasonable Accommodations: Due to the health impacts of COVID, HR worked with employees and departments to address increased issues around employee health and the workplace through the interactive reasonable accommodation process.

Other Human Resources Accomplishments:

Re-Imagine and Reform Policing Groups: Provided subject matter expertise to the two groups and their subcommittees around human resource impacts related to issues and initiatives under review.

Committee on Diversity Inclusion and Community Relations (CDICR) Citizen Complaint Working Group: As a result of a Warrant article at the Spring 2020 Town Meeting, a revised process for the review of citizen complaints was proposed. HR is working collaboratively to assist the Working Group in the development of a new model for complaint review.

Racial Equity Group Implementation: Work with ODICR to implement the work of the Town’s consultant to identify, develop, implement, and champion racial equity practices throughout the Town.

Collective Bargaining: The Town’s bargaining team negotiated a one-year agreement with the Brookline Police Union to formalize adoption of GPS, and begin the process of negotiating the implementation of body worn cameras and dash cameras. As all other Town collective bargaining agreements end on June 30, 2021, initial discussions have begun with other collective bargaining units.

Human Resources-Labor Meetings: With the hiring of an Assistant Town Counsel focusing on Labor Relations, new weekly meetings promote the review and resolution of issues including both the human resources and labor/legal perspectives.

Local 950 Human Relations Committee: Firefighters Local 950 has initiated a Human Relations Committee to discuss and address various employee issues affecting its members. Human Resources staff serves to collaborate with the Committee to address issues not specifically related to collective bargaining, but quality of life issues.

Human Resources Board: Continue to work with the Human Resources Board to evaluate positions and hear grievances.

Flu Clinics: Implemented employee workplace illness prevention programs by vaccinating employees for seasonal flu through a partnership with CVS, at no cost to the Town.

GIC Online: Open Enrollment for health benefits moved from a paper process to an electronic platform for employees and retirees, all while in the early period of the pandemic. While not without its challenges, HR is working to bring all benefits enrollment processes online.

Occupational Health: Continued our relationship with PhysicianOne Urgent Care to use our case management model to ensure employees are returning to work safely and ready to work for pre-employment testing, Workers Compensation/IOD, and COVID related issues.

2020 Annual Report

PUBLIC SAFETY

Police Department Mark Morgan, Acting Chief of Police

This past year was like no other as it proved to be a difficult year not only for the police department, but across all Town departments and the citizens of Brookline. January through mid-March were extremely productive months where the planning and logistics coordination for many special events, activities and trainings that occur throughout the year began. Some of the planning during this time included preparation for the 125th running of the Boston Marathon, the Brookline Police Department Summer Youth Program for 7th and 8th graders, the Chief for a Day Essay Contest for 5th graders, the Police and Youth Basketball League, Active Threat training for local houses of worship and the Public Schools of Brookline, as well as the Community Roll Call events that started in 2019. The COVID-19 pandemic put a pause on many of these cherished events and activities and ultimately their cancellation as we entered the “New Normal.”

Even with the COVID-19 pandemic emerging in mid-March, the officers and civilians that make up the Brookline Police Department continued to demonstrate their professionalism and willingness to face any and all challenges by adapting to the changing environment. While the fear of contracting the Coronavirus and possibly bringing it home to their loved ones weighed heavily on everyone’s mind, the members of the BPD showed up to work every day and continued to provide an exceptional level of service to those that call Brookline home as well as those traveling through or visiting.

While the COVID-19 pandemic halted many of our in-person activities designed to build relationships with the community, our officers were able to adapt to an online platform so that remote check-ins could be conducted.

As a result of the COVID-19 pandemic, many traditional celebrations were postponed, suspended or switched to a virtual ceremony, which takes away from the in-person connection. Officers were able to initiate and/or be invited to remote/socially distanced celebrations for residents and students. Officers participated in numerous drive-by birthday parties and graduation ceremonies and as the COVID-19 pandemic regulations eased, they participated in some in-person celebrations as well, such as an adoption ceremony, Halloween Pumpkin Painting with Brookline Housing Authority (BHA) families, Friendsgiving dinner at the Brookline Teen Center, and collaborated with community organizations and businesses to deliver Thanksgiving Day meals to local seniors and residents of BHA.

The Department has continued to utilize the power of social medial to share human interest pieces about officers and the work they are doing day in and day out in Brookline. In the past year, we have significantly increased our use of Facebook, Instagram and Twitter, while continuing to build our presence on YouTube in order to maximize our outreach to the community across multiple platforms. These efforts resulted in increased followers amongst all of our social media platforms.

As a result of retirements, in January 2020 the Department made two promotions. John Canney was promoted to Lieutenant and is assigned as the commander of the third platoon and Noah Brother was promoted to Sergeant and is also assigned to the third platoon as a patrol supervisor.

In June of 2020, our newest class of recruit officers graduated from the Cambridge-Northeastern Police Academy. Throughout the second half of 2020, these officers completed several weeks of in-service training with our Training Unit to become acclimated to Brookline specific operating procedures, before being assigned to the Patrol Division for two and a half months of field training where they were assigned to a senior officer across all shifts. Throughout their field training period, these officers were constantly evaluated and provided feedback based on their performance. I All six officers completed their field training and were released to patrol on their own.

47 www.brooklinema.gov

The annual Brookline Police Awards ceremony was held in September. The following officers were recognized: 2020 Police Officer of the Year: Officer Christopher Elcock, Public Service Medal: Officer Brian Bridges and Detective Julie McDonnell, and the Commendation Medal (for 5 commendations): Detective Lieutenant Paul Cullinane. Additionally, throughout the year there were numerous commendations issued to officers of all ranks and divisions and civilians for exceptional work they performed.

YEAR END REVIEW OF CRIME

In 2020, there were 778 Part A crimes reported in Brookline, up 28% from the 608 Part A crimes reported in 2019. In addition, there were also 70 attempted Part A crimes reported in 2020 and 19 crimes reported in 2020, but occurred in previous years.

Of the 778 Part A crimes reported in 2020, there were 91 cases cleared by arrest, 128 cases cleared by court action, 84 cases cleared exceptionally, three cleared through a referral, five administratively closed, seven closed by completed service, and one in-active case resulting in a 41% clearance of crimes.

In 2020, there was a reduction in rapes but increases in robberies, assaults, larcenies and motor vehicle thefts when compared to 2019. Murders remained the same compared to 2019.

There was 1 murder in 2020, which is the same number that occurred in 2019. There was one rape in 2020, which is a decrease from the two rapes reported in 2019. There were 15 robberies in 2020, which is an increase from the 11 robberies in 2019. There were 120 assaults in 2020, which is an increase from the 103 assaults in 2019. There were 43 burglaries in 2020, which is the same number of burglaries reported in 2019. There were 582 larcenies in 2020, which is an increase from the 440 larcenies in 2019. There were 16 motor vehicle thefts in 2020, which is an increase from the eight motor vehicle thefts in 2019.

RACE AND GENDER BREAKDOWN OF POLICE/COMMUNITY INTERACTIONS

Arrests

In 2020, there were 206 arrests, down 39.94% from the 343 arrests made in 2019. In 2020, 109 arrestees were identified as White (52.91%), 65 arrestees were identified as Black (31.55%), 19 arrestees were identified as Hispanic/Latino (9.22%), four were identified as Asian/Pacific Islander (1.94%), eight were identified as Middle Eastern/East Indian (3.88%), and one was identified as Native American/Alaskan Native (0.49%). Of the 206 arrests in 2020, 171 identified as males (83%) and 35 identified as females (13%). Juveniles accounted for three arrests in 2020 (1.46%).

2020 Annual Report

Of the 206 arrests in 2020, 49 identified as residents of Brookline by providing a residential address within the Town’s borders (23.8%). The remaining 157 arrestees identified as non-Brookline residents by providing a residential address in other municipalities and states (76.2%).

In 2020, there were 0 sex offenders registered in our records management system. There were two individuals placed in protective custody. Both individuals were identified as Hispanic/Latino males. Additionally, seven individuals in the custody of various federal agencies were housed at the Brookline Police Department on behalf of the agencies until they could be brought to court

Field Interrogations

In 2020, there were 36 field interrogations conducted, which is a decrease of 5.26% from the 38 field interrogations conducted in 2019. Of the 36 field interrogations, 17 were identified as White (47.22%), 11 were identified as Black (30.56%), 1 was identified as Hispanic/Latino (2.78%), 5 were identified as Asian/Pacific Islander (13.89%), 2 were identified as Middle Eastern/East Indian (5.56%), and none were identified as Native American/Alaskan Native. Of the 36 field interrogations, 30 were identified as male (83%) and 6 identified as female (17%).

49 www.brooklinema.gov

Moving Violations

In 2020, there were 3,400 moving violations issued, which is a decrease of 75.26% from the 13,745 issued in 2019. Of the motorists issued moving violations in 2020, 57.44% were identified as White, 18.26% were identified as Black, 7.88% were identified as Asian/Pacific Islander, 11.18% were identified as Hispanic/Latino, 4.56% were identified as Middle Eastern/East Indian, none were identified as Native American/Alaskan Native, and 0.68% were not identified by a race category. Of these moving violations, 59.21% were issued to individuals identified as male, 40.41% were issued to individuals identified as female, and 0.38% were issued to individuals without a gender identified.

. Citizen Complaints

In 2020, there were two citizen complaints filed with the Office of Professional Responsibility.

The first complaint was filed against two unknown Police Officers for racial profiling and unlawful stop. After a thorough investigation by the Office of Professional Responsibility, the two unknown Police Officers could not be identified by the complainant, with the possibility that they were not members of the Brookline Police Department. As a result, the complaint had a finding of filed.

The second complaint was filed against multiple unknown Police Officers (not identified by the complainant) for discourtesy and rudeness. After a thorough investigation by the Office of Professional Responsibility, the complaint was withdrawn by the complainant.

COMMUNITY SERVICE AND TRAINING DIVISION

Training Unit

In 2020, the Training Unit continued to adjust its curriculum to meet and/or exceed Massachusetts Police Training Council standards as well as meet the needs of our Department’s Accreditation requirements. During the course of the year the Training Unit focused heavily on transitioning training to online-training due to the COVID-19 Pandemic.

Prior to the pandemic- in January, Brookline Officers attended a train the trainer event for Fair and Impartial Policing at Boston College. This will assist in bringing implicit-bias-awareness curriculum that will help convey to officers the science of bias and discuss the negative consequences of letting “hidden biases” impact perceptions and behavior. This skill will teach our officers the skills we need to reduce and manage their biases. Those skills will not keep them from doing our job of crime control; instead they will enhance our ability to engage in that important work more safely, justly and effectively.

2020 Annual Report

In March, the COVID-19 Pandemic struck which created many new challenges for our Training Unit. We transitioned to on-line training via the Municipal Police Institute site in order to complete MPTC/state mandated training topics such as Police Pursuit Policies, Suicide by Cop, Police Survival/Officer Wellness, Legal Updates, Defensive Tactics, and Animal Cruelty.

Elder Affairs

The Community Service Division continues to assign an Officer (Officer Michael Disario) to assist the senior residents of Brookline, age 55 and older, addressing a wide range of issues affecting them.

Throughout the COVID-19 pandemic, Officer Disario worked closely with various Town agencies, including the Senior Center/Council on Aging to ensure seniors were still receiving the necessary services. Officer Disario assisted in the coordination of supplies and resources for many organizations in Town, assisted with the drive-thru testing sites, and supported various programs for sheltered residents at Center Communities.

The COVID-19 pandemic also presented a new issue for seniors as many lost the ability to socialize in person with others due to their high risk category. As a result, Officer Disario reached out and assisted many seniors he had not been working with previously.

51 www.brooklinema.gov

Officer Disario, along with all members of the Community Service Division actively post on the Department’s social media platforms in order to engage with the public especially during the COVID-19 pandemic. This includes a website, Twitter account, Facebook page, Instagram account and a YouTube channel. The Department currently has 4,813 people following us on Facebook, 2,240 followers on Instagram, and 10,959 followers on Twitter.

Walk and Talk Unit

The Walk & Talk Officers continued to work in partnership with the Brookline Housing Authority (BHA) as well as members of the Brookline Teen Center (BTC) and Brookline High School (BHS). During the course of the year, Walk & Talk Officers were involved with as many community groups and events as possible given the social limitations due to COVID-19. Throughout the year, they took part in events such as the weekly BHS Roundtable meetings, peer support training, monthly Critical Incident Stress Management meetings and Youth Police Initiative regional meetings. They also participated in numerous rolling birthday party parades, the BHS graduation ceremonies, various eighth grade graduation ceremonies, the Sean Roberts Challenger League celebration parade, participated in ZOOM meetings with BHA management, helped to distribute personal protective equipment to the BHA and assisted at Larz Anderson Park during the COVID-19 antibody screenings.

In August, Officer Lawlor transitioned out of the Walk and Talk Unit and into the Detective Division. Additionally, Walk & Talk Officer Lauren O’Connor retired from the Department. This created two openings in the Unit which were filled with Officer Kristin Healy and Officer David Pilgrim. Officers Healy and Pilgrim both brought to their new positions a strong foundation in community policing and crisis intervention and are service oriented. They are both Brookline natives who have deep roots in the community.

This fall, Officers Stephenson, Healy and Pilgrim assisted with and participated in the Halloween Pumpkin Painting events at BHA, assisted with the delivery of Thanksgiving meals and pies to community partners, assisted the Brookline Food Pantry on numerous occasions, supported Teen Center events and delivered hot chocolate to residents of BHA at the holidays. They also assisted with the Flu Clinics and various programs and events throughout the fall.

2020 Annual Report

During 2020, Walk & Talk Officers also conducted or supported investigations of crime within BHA properties and worked with various families with on-going issues. The Walk & Talk Officers also continued their role coordinating the Department’s Juvenile Justice Program and have been actively involved with local Special Olympics programs through the Recreation Department.

AWARE Program and School Resource Officers

The AWARE program involves lessons on Citizenship, Healthy Relationships, Substance Abuse, Cyber- Safety Bullying and Student Empowerment. Throughout 2020, AWARE Officers Kerrigan, J. Amendola and McCabe continued to discuss the topic of Cyber-Awareness in all eight of the Brookline elementary schools grades 6th -8th. The Brookline Public School reports that there were 1,626 students enrolled in the middle school grades for the 2020-2021 school-year and there were roughly 50 AWARE classes taught from January 1 to March 12th. Unlike in years past, due to the COVID-19 pandemic, classes the officers teach have shifted to an online model, via Zoom. The officers continued to build relationships with middle school age students through Zoom, Facetime, outdoor events or Google Meets. Officers have also continued to keep a positive working relationship with school staff and administration during the pandemic.

Outside of the AWARE classes in the schools, the officers are CIT trained and follow up on the juvenile CIT clients. While schools were closed due to COVID-19, the AWARE officers continued to communicate with the schools and assisted with students, when asked, who were having a difficult time transitioning to remote learning. The Officers continue to work on developing and maintaining strong relationships with the school administration to ensure lines of communication are open.

Due to the COVID-19 pandemic, Officers were not able to interact with students as in years past with in person visits. As a result, Officers needed to think outside the box for outreach with the community this year. This included, birthday car parade celebrations for residents and students, walks and visits with Bear, the community resource dog, assisting the School Department with the delivery of Chromebook’s, graduation ceremonies for the eight elementary schools and Brookline High School, held pumpkin painting events at various locations in Town and helped serve Friendsgiving dinner at the Brookline Teen Center.

In addition to being assigned to the schools, AWARE Officers are also heavily involved within the Brookline Community. They assist with Brookline Thrives, Brookline Food Pantry, and the Food Service Team of Brookline. As a non-traditional role, Officer Amendola has been assigned as the Department’s

53 www.brooklinema.gov liaison to assist the homeless population taking shelter in Brookline with basic needs such as cold weather gear, food, and shelter resources. As a result of his regular check-ins, he has been able to build a relationship with these individuals and some reach out to him individually for further assistance when issues arise.

Prior to the start of the COVID-19 pandemic, Officer Conneely, who is assigned as the Brookline High School Resource Officer, continued to create a safe and welcoming environment for all students at the High School. She developed incredible relationships with both staff and the students. She was extremely involved in the day to day going-ons at BHS and is relied on for her counsel by many. With the transition to remote learning, Officer Conneely continued to work with High School staff and students to provide them with assistance and support. Officer Conneely works closely with the other School Resource Officers and the Detective’s Juvenile Unit and has a strong understanding of the CIT model.

Community Resource/Comfort Dog

Throughout 2020, K9 Officer Bear and his handler, Officer McCabe, continued to be active members of the community and letting people know in Town and at the Schools that they are available as a resource during a time of need. Officer McCabe and Bear made some new friends through CIT referrals throughout

2020 Annual Report the year who they do regular check-ins on, whether in-person or online, and were also part of some difficult conversations with the schools. During COVID-19, Officer McCabe and Bear continued to do check-ins virtually and work with their most vulnerable students who have struggled with the disruption of their school schedule due to COVID-19. This spring, Officer McCabe started a round table for the Community Resource Dogs in Norfolk County.

DETECTIVE DIVISION

During 2020, the Detective Division was assigned 1,869 cases for follow-up and investigation. These assignments include both Part A and B crimes, attempts to commit a crime and other situations which may not have amounted to a crime but required further investigation. Many cases had multiple Detectives assigned to them, due to the complexity of the case.

Like the rest of the Department, the Detective Division had to adjust to policing during the COVID-19 pandemic. Detectives rose to the occasion and adjusted their practices when possible to protect the health and safety of the public and of each other. Members of the Division were instrumental in the Departments internal contact tracing and personal protective equipment procurement and distribution. Detectives also assisted with the Towns anti-body testing and vaccination efforts.

Due to retirements and previously unfilled positions created by a shortage in personnel, two open detective positions were filled in August of 2020 by Detectives Audrey Underwood and Michelle Lawlor. They both served with distinction in their previous roles in the department.

The Domestic Violence Unit was involved in the investigation of 121 cases in 2020, in addition to other general investigative duties. These cases involved follow up on arrests for domestic violence, restraining order violations, allegations of domestic abuse and juvenile crimes. The unit regularly provided resources, support and referrals to victims of domestic violence and their families. The unit also regularly worked in coordination with the Brookline Public Schools on various issues involving students and juvenile matters. The Domestic Violence Unit additionally works conjointly with victim witness advocates from the Norfolk County District Attorney’s Office in a variety of investigations, to ensure collaboration and sharing of resources.

55 www.brooklinema.gov

Throughout the COVID-19 pandemic, there were numerous reports of unemployment fraud across the Commonwealth and Brookline was not immune. Detectives were assigned and conducted follow ups on over 30 unemployment fraud cases. Throughout the process, Detectives worked closely with special agents from the US Secret Service. One case led to the arrest of an individual suspected of directing one individual on how to apply for unemployment and monitor incoming payments. This individual is still under investigation for his involvement with a larger organized group.

PATROL DIVISION

Dispatch Center

Throughout 2020 the Brookline Public Safety Dispatch Center consisted of fifteen full-time positions for Emergency Telecommunications Dispatchers and one full-time position for the Chief Emergency Telecommunications Dispatcher who manages and directs the operations of the Public Safety Dispatch Center and its personnel. During the beginning of 2020 there were two vacancies for Dispatcher positions and one vacancy for the Chief Dispatcher position. All three vacant positions were filled by the by the end of March, 2020. During the remainder of the year there were five Dispatchers who resigned to pursue other opportunities and six Dispatchers who were hired, trained and certified.

2020 Annual Report

Throughout the year, Brookline Public Safety Dispatchers handled 63,806 computer-aided dispatch entries. Of these, 54,242 were for the Police Department, 9,564 were for the Fire Department and approximately 4,095 for Emergency Medical Services. Dispatchers also handled 17,967 Enhanced 9-1-1 calls. Of these, 17,917 were 9-1-1 Voice calls and 50 were SMS text messages through Text-to-911.

Special Response Team

The Brookline Police Special Response Team is made up of 16 Officers from various divisions under the supervision of Commander-Deputy Superintendent Ward, Tactical Commander-Detective Lieutenant O’Neill, Support Commander-Lieutenant Amendola, Designated Observer Team Leader-Sergeant Richards, and Entry Team Leader-Sergeant Gustie.

Throughout 2020, the SRT was activated 13 times. Two activations were for the arrest of violent felons living in Brookline with outstanding warrants for violent crimes. The remaining activations came in the form of mutual aid requests as well as call outs that resulted in a ready posture for the team to be on standby during periods of civil unrest and violence.

Patrol Warrant Unit

For 2020, the Patrol Warrant Unit has been comprised of nine officers and is under the Supervision of Det. Sgt. Matthew McDonnell. For 2020, 20 subjects/individuals were investigated and 34 separate outstanding warrants cleared either through arrest, turn-in by initiation of PWU such as calling subjects for minor offenses and requesting they clear their warrant otherwise we would initiate an arrest, or through investigation such as confirming a subject is in custody of the County, State, Federal custody possibly being held on other charges. Bike Unit

During 2020, the bike unit went through changes to the unit’s personnel. The bike unit has one new supervisor and seven new officers. At this time, the bike unit consists of two Sergeants who share supervision of the unit (Sergeant Sutherland and Sergeant Hatchett) and 14 officers from various divisions. During the year the new bike officers participated in a crowd control training run by the Boston Police Department. In October, the entire unit participated in a chemical munitions training run by the Boston Police Department.

57 www.brooklinema.gov

During the year, the Bike Unit was activated for assignments both within the Town of Brookline and with the regional COBRA unit. Throughout the summer of 2020, there were numerous demonstrations and protests that required the Brookline Police Bike Unit to be called upon and utilized both in Brookline and surrounding municipalities.

Liquor Licensing

In 2020, 30 Administrative Inspections were conducted. Throughout the year, 36 one-day licenses and new or transferred alcohol licenses were issued. There were approximately 72 additional special reports completed regarding alteration of premises, entertainment licenses, manager changes, liquor investigations, new licenses, and license transfers. Throughout the year, six verbal warnings were issued for violations which occurred during Administrative Inspections and one violation reported to the Alcohol Beverage Control Commission (ABCC) regarding COVID-19 regulations. The violation resulted in the Coolidge Corner Clubhouse receiving a hearing and punishment from the ABCC.

Cannabis Licensing

Currently, Brookline has two marijuana dispensaries open. New England Treatment Access is operating as an adult use and medical dispensary while Sanctuary Medicinal is operating as an adult use dispensary, both of which are currently utilizing a reserve ahead method in order to reduce lines and overcrowding. Sanctuary Medicinal opened in August 2020, after delay due to COVID-19, and has received one complaint which was thoroughly investigated and steps have been taken to prevent further occurrence. There are additionally, two companies currently in the licensing process to open marijuana dispensaries and anticipate opening sometime in 2021.

Lodging Report

In 2020, there were no major issues with our lodging houses. All Lodging houses were inspected by the Health, Building, Fire and Police Departments. Pine Street Inn Properties was the only lodging house of concern, due to them not having a resident agent living on the property at the time of inspection. The issue is being rectified by management.

Animal Control

Officer Cheung is assigned as the Animal Control Officer for the Town of Brookline. He answered a total of 628 animal related calls for service in 2020. Officer Cheung is a reliable Animal Control Officer who is not only available to answer a host of various animal related service calls but also general police duties. Officer Cheung also proactively patrols parks and other open spaces for violators concerning animal issues.

TRAFFIC AND RECORDS DIVISION

2020 Annual Report

The Traffic and Records Division has a variety of responsibilities that include data collection, revenue collection, traffic enforcement, details, public records law processes and oversight of special events within the town. In 2020, there were 73,271 parking violations issued and processed with the Traffic/Parking Division collecting $2,235,721 in fines and penalties.

Complaints received from citizens about traffic concerns in their neighborhoods are followed up by this Division. Studies are conducted to verify the concerns and data is collected and analyzed. This includes utilizing technology that captures traffic data on specific roads, and analysis of data from past parking enforcement efforts and crashes. Traffic Division personnel are sent to address any parking or other traffic concerns.

In 2020, there were 788 reported traffic crashes in Brookline. This includes calls placed to Brookline Police Dispatch as well as crashes observed by police officers that resulted in a service call. It should be noted that not all crashes involved a motor vehicle. The majority of crashes were property damage only where operators required assistance with exchanging information.

CRISIS INTERVENTION TEAM

In 2020, with the exception of the six most recent police academy graduates, all sworn members of the Department as well as most of our Public Safety Dispatchers have been trained in Mental Health First Aid and have received basic training on responding to individuals in crisis as part of our required annual in- service training. In addition, all but three of our sworn personnel have received a minimum of forty hours of CIT training, and have received additional, specialized training in areas such as restorative justice, human trafficking, trauma-informed care, homeless outreach, suicide prevention, Alzheimer’s/Dementia and overdose response. Our Department’s grant-funded social worker has continued to assist our officers with some of our more complicated cases, allowing us to collaborate with mental health professionals in innovative ways to protect and assist some of our most vulnerable community members.

During the first six months of 2020, our Department offered two 40-hour CIT trainings before we were forced to put further trainings on hold due to the COVID-19 pandemic. Since being designated a TTAC, our Department has trained over 500 police officers from numerous agencies.

59 www.brooklinema.gov

CRITICAL INCIDENT STRESS MANAGEMENT

The Greater Boston Critical Incident Stress Management (CISM) Team has been established as a collaboration among 10 police departments in the Greater Boston area. These 10 police departments include: Arlington, Belmont, Brookline, Cambridge, Chelsea, Everett, MIT, Somerville, Tewksbury, Watertown and Waltham. The Team is a resource of specially trained officers who will serve as Peer Support and provide peer counseling to officers who have experienced a traumatic event or may be affected by a loss. In 2020, CISM team members from the Brookline Police Department responded to support officers from surrounding communities in the aftermath of 36 different incidents, and activated the team seven times to respond to our agency. Activation types included officer involved shootings, gruesome suicides, death or serious injuries to babies and young children and unexpected deaths of active duty police officers.

The unique circumstances that came from working through the COVID-19 pandemic as well as the “Defund the Police” protests throughout the summer added a considerable amount of stress to our officers and their families. Our Peer Support members were available to assist in a number of ways, including making appropriate referrals, suggesting coping strategies and assisting with materials to enable officers to have conversations with their families, particularly their children, about the anti-police sentiments they may become aware of. We continued to rely on our own social worker as well as the Riverside Trauma team for clinical support.

CRITICAL INFRASTRUCTURE MONITORING SYSTEM

In 2020, there were 53 requests for review of camera footage from the Critical Infrastructure Monitoring System cameras located in Town. Incidents that footage was requested for include Criminal Investigations (Larcenies, Assault and Batteries, Firearm Incidents, Breaking and Entering of Motor Vehicles, Counterfeiting, Domestic Assault and Batteries, Forgery, Malicious Damage, Motor Vehicle Pursuits, Robberies and Vandalism), Hate Crimes, Outside Agency Investigations, Public Records Requests and Traffic Investigations into Crashes. Throughout the year there were no incidents of misuse reported and no violations of policy/procedure regarding the use of these cameras.

2020 Annual Report

Fire Department John F. Sullivan, Chief

Administration Division

One crucial area of demand is our Fire Prevention and Community Risk Reduction Division. The Town of Brookline continues its expansion as a strong regional economic development engine. This growth continues to strain the small dedicated staff resources of our Fire Prevention Division. Increased staffing in this critically important functional area is essential in order to meet this mounting demand while continuing to maintain the division’s core responsibilities of inspection, code enforcement and education. This past year dramatically emphasized the importance of having a comprehensive Emergency Management function for the Town of Brookline. Through an Urban Area Security Initiative (UASI) grant we were able to develop and fill a full-time Emergency Management Coordinator role which proved invaluable during our sustained and on-going state of Emergency

The department will continue in this challenging period of rejuvenation, reform and refurbishment. Our Administration along with Local 950 IAFF remain committed to ensuring that we meet and exceed the highest standards for diversity and inclusion and that all of our members enjoy a safe and accepting workplace.

Despite the COVID setback the FD Administration remains committed to the following on-going measures:

 Developing a strategic plan for the fire department  Continuing to build a coalition of support for the fire station renovations project  Overhaul of the department’s antiquated Rules and Regulations  Formulating a detailed blueprint for professional development for all ranks  Cultivating stable and cooperative relations with IAFF Local 950  Mapping the core information technology strategies for the future.

Fire Suppression Division

The Fire Suppression Division is divided into four working groups whose responsibilities include the protection of the lives and property of the citizens of Brookline from fires, natural and manmade disasters, and hazardous materials incidents. The division also renders emergency medical services and helps to prevent fires by conducting building inspections to enforce state and local fire laws and codes. Suppression is the largest division of the fire department and is staffed by 4 deputy chiefs, 7 captains, 21 lieutenants and 114 firefighters. They respond from five fire stations geographically distributed throughout the town.

The B.F.D. responded to a variety of incidents from medical and household emergencies to major accidents and structure fires. In 2020 we extinguished 24 structure fires in commercial and mercantile occupancies, multifamily homes, high-rise buildings, and single family homes. Fire department response times were exemplary in all instances. Our emergency response system has proven to be multi- dimensional, efficient, effective, and timely. All structure fires for the year were contained to the building of origin with no extension to exposures. In 2020, suppression companies responded 12,813 times to a total of 7732 calls. Of these, 3572 were for medical emergencies (including multiple administrations of Narcan and numerous performances of C.P.R), 430 were box alarms and 3647 were still alarms for hazardous conditions, service calls, and other assistance rendered.

 To maintain their skills, fire companies reported to the training facility numerous times throughout the year for classes and practical evolutions. Suppression companies also conducted 448 building inspections of structures with 6 or more dwelling units for compliance with Mass. General Laws regarding installation and upkeep of detection and suppression equipment and conditions relative to occupant safety. Upon the transfer or refinancing of property, a smoke and carbon

61 www.brooklinema.gov

monoxide detector inspection (commonly called a 26F inspection) is conducted. Fire companies performed 714 smoke and carbon monoxide detector inspections. In compliance with Mass General Laws, fire companies conducted 44 quarterly fire drills in all public schools and educational occupancies. The town received or rendered mutual aid to surrounding towns 97 times in accordance with our METROFIRE agreement.  There were 11 fires requiring the response of additional resources above the first alarm including the provision of mutual aid from our partner communities.  In 2020, the Brookline Fire Department continued it’s time honored tradition of rendering efficient and effective fire extinguishment and life- saving efforts to the entire community.

PUBLIC SAFETY DISPATCH DIVISION

During the beginning of 2020 there were two vacancies for Dispatcher positions and one vacancy for the Chief Dispatcher position. All three vacant positions were filled by the by the end of March, 2020. During the remainder of the year there were five Dispatchers who resigned to pursue other opportunities and six Dispatchers who were hired, trained and certified.

Brookline Public Safety Dispatchers handled 63,806 computer-aided dispatch entries. Of these, 54,242 were for the Police Department, 9,564 were for the Fire Department and approximately 4,095 for Emergency Medical Services. Dispatchers also handled 17,967 Enhanced 9-1-1 calls. Of these, 17,917 were 9-1-1 Voice calls and 50 were SMS text messages through Text-to-911.

All Enhanced 9-1-1 Dispatchers throughout the Commonwealth of Massachusetts are required to undergo a minimum of 16 hours of continuing education annually. Brookline Public Safety Dispatchers met this training requirement and received training in topics including, but not limited to Mental Health First Aid for Public Safety, Multi-Agency Response to Active Shooter & Hostile Events, Excited Delirium Syndrome and Stress Management.

The Brookline Public Safety Dispatch Center applied for and received two grants from the Commonwealth of Massachusetts State 911 Department. The two grants totaled more than $210,000 and were used to

2020 Annual Report assist with costs related to personnel, training, equipment, hardware, software and programs which enhance the performance and efficiency of the Public Safety Dispatch Center.

Fire Prevention Division The Bureau of Fire Prevention is led by a Deputy Chief, and the staff consists of 1 Captain, 1 Lieutenant, and a full time clerk. Fire Prevention personnel focus on all aspects of life safety within the community. The primary objective of the Group is to reduce preventable deaths, injuries, and property loss through public education programs, yearly and quarterly fire inspections of residential and commercial properties, and through enforcement of adopted fire codes, laws and by-laws. The process of fire inspections in combination with code enforcement and fire prevention education enlightens building owners and tenants. This helps to gain voluntary compliance, as well as limit the number of repeat violations in the future. In addition to annual fire safety inspections, the fire inspectors have a wide range of other responsibilities which include:

 Investigation of fires within the Town.  Annual Lodging House Inspections  Common Victualler Inspections  Fire Watch for Hotworks Involved Construction  Sale of Home Smoke and Carbon Monoxide Inspections  Construction Plan Reviews  Certificate of Occupancy Inspections  Coordination of Building Inspections of 6 units or more  Incidents for Cooking Fires  Quarterly Healthcare and Hotel inspections  Issuance of Various Permits  Site Assessments  Propane use/storage permits and Plan Review  Open Air Parking lot inspections  Retail package store inspections  Second hand motor vehicle License inspections  Annual Daycare Inspections  Complaint Investigations  Hazardous Materials Review and Permitting  Receiving and processing all telephone, in-person, and email inquiries  Fire Drills and Emergency Evacuation drills coordination  Large building project review including 40B project review

63 www.brooklinema.gov

The Fire Prevention Bureau prides itself on our collaboration with all Town Departments including Police, Health, Building, Planning, Transportation, Preservation and the Select Board Office on various Town wide issues including:

 Staying current on Legislation, code and bylaw changes  Custodians of MFIRS reporting to the Department of Fire Services  Medicinal and Retail Marijuana working group meetings  Short-term rental Warrant Article Working Group  Participation and collaboration with the Transportation Department and public meetings  Preliminary discussions and meetings on the 2022 US OPEN  Hoarding Task Force partnership  Senior Smoke Detector Installation Program  Coordination of SAFE grant program with the public Schools  Enforcement and oversight of NFPA 241 plans- Construction Site safety  Liaison duties with Fire Alarm/Police Dispatchers  Establishing and maintaining working relationships with local Hospitals Colleges and Universities  Blasting projects review and investigation of complaints  Outdoor Seating and Patio Heater plan reviews  Temporary Propane Installation

Due to the COVID-19 Pandemic, the Fire Prevention office has had to make major adjustments to accommodate the public. The Bureau has operated without a Public Access Window since the pandemic began. We have adjusted to accommodate all Business related matters to Fire Prevention and we look forward to interacting with the public in person in the future.

Fire Maintenance Division The Fire Department has 7 front line fire apparatus’, 4 spare fire apparatus’, 16 administrative vehicles, 2 trailers, 1 cold water rescue boat and 2 ice rescue boats with equipment. We maintain the SCBA breathing equipment as well as the mobile and portable radio equipment. This year we worked cautiously and safely through the coronavirus pandemic and took proper precaution with the personnel interaction and disinfecting each piece of equipment we touched. ENGINE 1- Performed regular maintenance and repairs. Replaced oil pan from accident on roadway. Performed annual pump test, passed. Passed state inspection. ENGINE 3- Performed regular maintenance and repairs. Repaired several coolant leaks issues from previous freezing accident. Performed annual pump test, passed. Passed state inspection. ENGINE 5- Performed regular maintenance and repairs. Replaced cab lift pump assembly from roadway accident. Brought to dealer for warranty work. Repaired transfer case pump switch to operate. Performed annual pump test, passed. Passed state inspection. ENGINE 6- Performed regular maintenance and repairs. Sent to dealer for recall issues. Repaired several suspension issues, made custom leveling rods for rear suspension air ride. Performed annual pump test, passed. Passed state inspection. Ladder 1- Performed regular maintenance and repairs. Sent out to have front spring re-bushed and shocks replaced. Sent to dealer for recall work. Replaced main air components for proper air build up and release from motor. Performed annual aerial test, passed. Passed state inspection. Ladder 2- Performed regular maintenance and repairs. Towed to dealer to have coolant overheating and over pressurizing issue fixed, had radiator and hoses replaced. Towed to dealer for driveshaft repair from falling out of apparatus. Performed annual aerial test, passed. Passed state inspection. Ladder 3- (spare aerial) Performed regular maintenance and repairs. Installed new docking station system and T.I.C charger. Performed annual aerial test, passed. Passed state inspection. QUINT 4 - Performed regular maintenance and repairs. Towed to dealer to replaced broken radiator and replaced parts from road incident. Passed state inspection. Passed annual aerial inspection. Failed annual pump testing for mechanical seal, is currently a spare aerial apparatus.

 Put in place Engine 15 as Engine 4 until the Quint is repaired.  Performed regular maintenance and repairs on all the spare pieces and all the admin vehicles.

2020 Annual Report

 Began moving the old SCBA repair room out of Station 5 to Station 6 as it will become the new repair room for the SCBA’s. Began moving the radio room out of Station4 to Station 6 as it will become the new repair room.  Continued the clean out of the old maintenance shop at Station 1, contacted clean harbor and removed all the old oil left behind.  We received the new portable and mobile radios and are awaiting install.

Fire Training Division

The Training Division is staffed with one Deputy Chief, one Captain, and a Lieutenant. Training is responsible for initial recruit training, as well as the continuing education and training of the Fire Department personnel. The Training Division also has a continued partnership with the Massachusetts Emergency Management Agency (MEMA), State Homeland Security Urban Area Security Initiative (UASI) as well as the MA Fire Academy.

Training is responsible for keeping all the members of the Department up to date with their EMT re- certifications and CPR. The Captain is the Department’s Disease and Infection Control Officer. The Lieutenant is the Emergency Medical Services (EMS) Officer. The Training Division will additionally operate as Safety and Accountability Officers during all fires. In addition, the Training Division keeps track of all the equipment needs of the Department and its members.

During this past year the training staff has played a critical role in the department’s response to COVID- 19. The Deputy serves as the department Logistics Officer, maintaining our PPE supply and distribution. The Captain has been a vital link, serving as the Department Infection Control Officer (D.I.C.O.), helps our members navigate the effects of the virus on themselves and their families. Our Training Lieutenant serves as our records coordinator, maintaining our daily health assessment logs as well as oversight of station disinfecting.

Training programs initiated and/or completed in 2020:  Semi-annual gear wash/rotation  Live Fire - Vent Enter Isolate Search (V.E.I.S)  Live Fire training  Traffic Incident Management  Safety Equipment and Gear Analyzed, ordered, Distributed  Barricaded Subjects  SCBA Bunker gear Donning/Doffing  Exposure Control SOG 17  New 45 Minutes SCBA bottles research/experiment/Training  Ground Ladders, Roof ladders, Aerial ladders  Forcible Entry/Roof Ventilation  Ballistic Gear sizing and distribution  Hydraulics  Master stream  Relay Pumping  Water Supply  Hose line deployment  Covid 19 Operational Plan  Hepa Filters for Ambu bags  Covid 19 PPE inventory/Tracking/supplying  SCBA regulator Cleaning Covid 19  Disinfecting training for Fire Stations Covid 19  Donning Doffing Covid 19 Medical PPE  Autism Awareness  Cleaning the Training Facility

65 www.brooklinema.gov

 Fit testing all members Scott masks  EMS Continuing Education  Ice Water Rescues  Rescue Boat Training  Mass Decon  New Zumbro Tent  SCBA Training/ May Day  RIT procedures  Communications  Connection Detection of Occupational cancer

The health and safety of all our members is a primary concern of the Brookline Fire Department. Our department is on the forefront in the fight against occupational cancer. The Training Division coordinated with 15-40 Connection and held a course on the early detection of cancer and when/how to follow up with a member’s Primary Care Physician. Effective, realistic training is the key to any operational successful. Our training staff is instrumental in the overall mission of keeping our members at peak readiness to respond to the emergency needs of our community.

2020 Annual Report

Building Department Daniel F. Bennett, Building Commissioner

Code Enforcement and Inspection

The Building Department is responsible for administering the General Laws of the Commonwealth of Massachusetts and Town of Brookline bylaws as they relate to land use and the construction and occupancy of buildings and structures.

The Department's goal is to safeguard the public health, safety, and general welfare through structural strength, means of egress, facilities, stability, sanitation, adequate light and ventilation, energy conservation, and safety to life and property from fire and other hazards attributed to the built environment.

In the early part of the year, our Department transitioned to a remote operation due to the impacts of the COVID worldwide pandemic. Throughout the pandemic, the department has remained operational and continued to perform plan reviews, issue permits, conduct inspections and responded to complaints. For the safety of our staff, contractors and the public, department policies and procedures were adjusted and the inspection process was modified for the protection of all involved.

Staff enforces the State Building Code as well as Town by-laws and regulations related to zoning, building, plumbing, gas fitting, electrical, mechanical/sheet metal, fire safety, sprinklers, accessibility, noise, signage, preservation and demolition. The Department performs annual inspections of lodging houses, places of assembly, parking facilities and common victualler locations prior to their annual license renewal. Building Department staff reviews applications, inspects projects for which permits have been issued, and enforces provisions of the Massachusetts State Building Code.

The Building Department issued 5,445 permits in 2020. There were 12 new single-family residential building permits issued and 14 permits for new two family and multi-family residential buildings (215 Units). In addition, there were numerous permits issued and inspections performed for tenant fit outs, signs, additions, alterations, roofing, siding, window replacement, basement remodel, bathroom and kitchen renovations. As a result, there were more than 700 certificates of use & occupancy, annual inspections and condominium conversions issued.

Pursuant to M.G.L. inspectors attended continuing education courses offered by the Board of Building Regulations and Standards. These courses assure that inspectors are well versed in code updates/changes, latest construction materials and methods. The department continues to improve the Accela Permitting System. Staff will continue to work with other Departments to bring them on to the Accela program. This aligns with the departments desire to enhance document storage and minimize paper usage.

The following major projects took place in 2020:

 Completed close out process for new commercial building at 2 Brookline Place.  Reviewed and approved building permits to commence construction at Residences of South Brookline (ROSB) consisting of 11 infill buildings for 44 attached single-family dwellings and a 6 story multi family dwelling apartment building with 127 units and parking under.  Issued building permit to construct a 36 unit multi family dwelling with parking below.  Continued onsite inspections and code compliance work for a 10 story hotel with 174 guest rooms - 30 structured parking spaces and first floor restaurant /bar.  Finalized tenant fit up permits at 1 Brookline Place; 14,500 sf outpatient clinic, 8,000 sf legal offices – 2 Brookline Place; retail space and outpatient services 1st thru 5th floors.  Completed construction of a 6 story residential building with 62 units of Senior Housing and 1st floor retail for JCHE.  Provided staff support to the Board of Appeals and Planning Dept. for Comprehensive Permit applications, Zoning By Law and Warrant Articles

67 www.brooklinema.gov

 Completed construction and issued Certificate of Occupancy of a 25 (twenty-five) unit residential building, appx. 5,000 sf of mixed use retail, and 27 (twenty-seven) parking spaces between two buildings.  Completed construction of a 5 story residential multi family dwelling with 45 residential units and 1st floor parking garage.  Continued construction related inspections and code oversight of the Brookline High School Expansion Project. The project consists of a five story 117,000 sf education facility for 700 students and a 70,000 sf three story Stem Wing addition.

The following permits and certificates were issued in 2020:

Permits Issued: 5,445 Certificates Issued 524 Building 1,841 Electrical 1,356 Board of Appeals Cases 70 Plumbing 893 Plan Review 84 Gas Fitting 658 Lodging House 51 Mechanical 433 Violation notices 55 Sprinkler 44 Inspections: Sign/Façade 41 Common Vic. /Food Vendor 221 Occupancy 179 Complaints 210

Public Buildings

The Public Buildings Division of the Building Department is responsible for the repair, maintenance, rehabilitation and general upkeep of all Town and School buildings. Division staff, made up of a Director, Operations Manager, Energy Systems Manager, Assistant Energy Systems Manager, Tradesman and others, provide services to all Town and School buildings. Presently there are 90 buildings at approximately 2.9 million sq.ft. The Division uses its staff for emergency calls, small to medium size projects and completion of punch list and other remaining items from larger projects. Generally, outside contractors perform large-scale projects and preventative maintenance. In addition, outside contractors perform specialized services such as burner/boiler maintenance, elevator, sprinkler testing, fire alarm and glazing services. Buildings are monitored 24/7 through our energy management system for heating and cooling. The tradesmen handled more than 7800 in house work orders, while outside contractors responded to 2100 service orders in 2019. A majority of these work orders are due the department’s shift, a few years ago, to increasing preventative maintenance (PM) work. The volume of PM work orders now exceeds those of Corrective Work Orders.

Department staff continues to work with the School Administration to complete and open the upcoming CIP projects, which include the High School Expansion Project (22 Tappan St), Stem Wing Addition, Gymnasium and misc. renovations). In September, 9th grade students from the High School started attending the Old Lincoln School as the project started. Staff has also assisted with the planning of the Pierce and Driscoll School renovation projects.

Routine maintenance and testing occurs during the summer months. With the arrival of the COVID-19 pandemic, the Public Buildings Division faced many challenges. The most challenging was evaluating our existing HVAC systems to determine if they could function per the design standards or better. This included installing more efficient air filters, increasing the amount of fresh air into the buildings and running the ventilation systems longer than normal. These improvements were made help prevent the virus from spreading throughout the buildings and improve air quality in the facilities. Rooms in schools were modified to create “covid spaces” for nurses. Additional ventilation equipment was added to the Pierce Primary School, Lynch Recreation Center, Eliot Recreation and Soule Recreation buildings. Numerous hands free devices and sanitizing dispensers were installed in bathrooms, elevators, lobbies, entrances and exits in many Town Buildings. Offices were fitted with plexiglass dividers, temporary walls and partition extensions to protect employees and reduce the transmission of COVID-19. Fire Alarm panels were upgraded at the Public Safety Building, Health Building, Eliot Recreation and Senior Center as part of a continuing program. This will ensure the long-term safety of staff, students and others using the buildings.

2020 Annual Report

As part of our energy savings measures new LED lighting has been installed Soule Recreation building. LED lighting is planned to be installed at other buildings as well. Funding for these projects was paid from Energy Conservation funds budgeted in the CIP; Energy rebate monies from Eversource and National Grid were also utilized.

The Town will continue to pursue the installation of Photovoltaic Solar Array’s on Town and School Buildings. The plan in place now is to install photovoltaic solar panels at the High School Complex, Florida Ridley School, Runkle School, Pool, Heath School and Municipal Service Center.

The Public Buildings Division will continue work closely with the using agencies and building committees to come up with designs for fossil free buildings – Fire Stations, Driscoll and Pierce Schools

The Capital Improvement Program (CIP) funds the ongoing work at the Fire Stations – with a proposal in place to do more renovation work. The elevators at the Unified Arts Building and Physical Education Building at the High School Complex were upgraded and modernized as part of a long-term program for elevators. As the CIP continues to be reviewed and funded, Building Department staff works internally to plan and implement the Roof Replacement program, Building Envelope & Fenestration repairs, Fire Alarm upgrades, Elevator Modernization Program and many upgrades and improvements to Town Buildings.

Building Commission

The five Building Commission members are appointed by the Select Board in accordance with Town By- Laws. Three staff members report to the Commission. Collectively their responsibilities include the management of engineers and architects and oversight of contractors in connection with construction work on public buildings.

Typically, at the beginning of a project, the Commission assists the Using Agency in identifying program and infrastructure needs. Once funds are approved by Town Meeting, the project proceeds to design and then construction and lastly closeout. The Commission’s staff conduct many of its routine activities and report regularly to it.

The projects in which the building commission was involved with are as follows:

 Building Envelope Work (Public Safety, Main Library, Soule Rec, Baker Windows) - it is anticipated that the design, bid, contract award and completion will occur toward the end of summer 2021.  Building Roof Work (New Lincoln, Pierce Primary, Heath, Municipal Service Center) - it is anticipated that the design, bid, contract award and completion will occur toward the end of summer 2021.  High School Expansion Design -. Procurement of project is being done in phases and the final Guaranteed maximum Price (GMP) for the STEM wing and 22 Tappan was approved in the summer of 2020 . It is anticipated that the design, bid, contract award and completion will occur toward the end of summer/ fall 2021 for the following projects (pending approval from MA DOR for the warrant article approved by fall Town meeting for additional funding) : o Deferred maintenance (boiler / mechanical equipment replacement) o Tappan Gym/ Third Floor Renovations o Tappan Streetscape o Cypress Field  High School Expansion – work continues with an anticipated completion of June 2021 for the new STEM wing and December 2021 for 22 Tappan.  Reservoir Gatehouse Building Interior Renovation- part of park project; contract was bid, awarded and completed spring of 2020; coordinated with parks department.  Harry Downes Field House – part of park project; the work was bid and the bid was over budget; the redesign, rebid, contract award and completion occurred toward the end of fall 2020; coordinated with parks department.

69 www.brooklinema.gov

 Water Department Floor Replacement- work commenced in the spring. Unanticipated under slab conditions were encountered, resulting in changes to contract work and added work outside of said contract. Despite these issues, staff worked with the designer, contractor and others to bring the project to completion and on budget by the end of summer of 2020.  Miscellaneous- closeout and continued planning and implementation of capital projects.  Accessible bathrooms at the Putterham Library Community Room was designed and bid in the spring of 2020. All construction work complete by November.  MSBA pre-audit activities commenced for the Florida Ruffin Ridley School project. Audit expected to be complete in the first half of 2021.  The design of the Michael Driscoll School Project reached 90% Construction documents by the end of calendar year 2020. The project team worked closely with a multitude of stakeholders and other interested parties to achieve that milestone. At the time the project remained on budget and is scheduled for bidding in winter and spring with a planned construction start sometime in the spring or summer of 2021.  The John R. Pierce School project was accepted by the MSBA to enter feasibility and schematic design early in 2020. Subsequent to that, the Town conducted a thorough procurement process to retain the Owner’s Project Manager, followed by the Design Team. By the end of the calendar year the selection of the Design Team was well underway.

Going forward into 2021, the Building Commission is prepared for new challenges and is committed to maintaining high quality in the design, construction and renovation of Town and School buildings.

Board of Examiners

The Board of Examiners was established with the adoption of the Town of Brookline Building Code in 1956. The Board consists of three members appointed by the Board of Selectmen. The Board meets as required to hold examinations and ensure that all work in the construction, reconstruction, enlargement, alteration, repair, removal and demolition of all buildings or structures in the Town is performed by qualified licensed persons. The Board established eleven classes of licenses for specific types of work. In 1994 the BBRS ruled those Municipalities that established licensing requirements for construction supervisors prior to January 1, 1975 may maintain their existing licensing requirements and accept either their Municipal License or the State Construction Supervisor’s License (CSL). Today the State CSL program consists of eight designations under the Massachusetts State Building Code and accounts for a majority of the license in the Town. During 2020 no Brookline licenses were renewed.

2020 Annual Report

DEPARTMENT OF PUBLIC WORKS Erin Chute Gallentine, Commissioner

The Department of Public Works provides services and programs that protect the safety and welfare of the public, balance community goals for livability, inclusivity, and economic vitality, and fulfill local, state, and federal mandates. Department services are delivered in a manner that is clear, consistent, professional, and both environmentally and fiscally responsible. As an organization, we take pride in our work, treat people respectfully, and value innovation and collaboration.

The Department of Public Works is responsible for the planning, design, engineering, construction, operation, maintenance, and management of streets, sidewalks, bicycle, and multi-modal pathways, parks, open space, public grounds, cemeteries, water distribution systems, sewer collection systems, stormwater utility, street lights, signage and signalization. The Department is also responsible for the collection, and disposal of solid waste, recycling initiatives, urban forestry, environmental regulatory compliance, emergency response, snow and ice management, and fleet maintenance services to Town departments. The Department accomplishes its’ mission through the efforts of a well- trained workforce and the leadership of competent and accountable professional staff.

Management The Department of Public Works (DPW) divides its multiple responsibilities for the management, maintenance and operations of the Town’s infrastructure among five principle Divisions: Administration, Engineering and Transportation, Highway and Sanitation (including Fleet Service), Parks and Open Space (including Forestry, Conservation and Cemetery) and Water and Sewer.

Overseeing each of these Divisions is the Commissioner of Public Works, Erin Chute Gallentine. Commissioner Gallentine was appointed to the position in September 2020. She formerly served the Town for over 20 years as the DPW Director of the Parks and Open Space Division. She is passionate about public service and the foundational support that Public Works provides for the daily activities of the community. She possesses a master’s degree from Tufts University College of Civil and Environmental Engineering, has experience in consulting, organizational development, capital improvements, long-term planning, sustainability initiatives, land use management, regulatory compliance and waste management. With her leadership skills and experience in both the public and private sector she is aligning the Department goals with the following mission: 1.) Provide a clean, safe, inclusive sustainable, accessible, inviting and well-maintained network of public ways, infrastructure and public spaces; 2.) Foster a culture of continuous improvement, growth and excellence; and, 3.) Be the service provider of choice for construction, maintenance, management and design

Together with her management team, the Commissioner establishes both long and short-term policy direction, forecasts annual operations and capital budgets, and structures departmental management and staffing.

71 www.brooklinema.gov

Excluding Administration, each Division is headed by a Director, charged with operations, budget and management responsibilities that are tailored to the specific public resource under their jurisdiction. Kevin Johnson serves as Director of Highway & Sanitation. Frederick Russell serves as the Director of Water & Sewer.

The Department saw the retirement of Andy Pappastergion, Commissioner of Public Works and Peter Ditto, Director of Engineering and Transportation, who collectively had committed over 100 years of distinguished service to the Town of Brookline. Selection Committees were established and professional recruitment processes underway in 2020 to fill successors in both the Engineering and Transportation Director and Parks and Open Space Director positions.

“Andy Pappastergion and Peter Ditto recognized for over 100 years of service.”

For purposes of departmental scale, Public Works employs 163 permanent full-time positions and has an annual FY2021 operating budget of $16M, excluding the Water and Sewer Division, which is operated as an enterprise with an annual budget of $29.2M. In addition, the DPW Capital Improvement Program for fiscal year 2021 was funded at $13.5M, which includes the Water and Sewer Enterprise.

Middle Management While each division within Public Works is lead by a Director, the mid-level management structure includes Operations Managers, General Foremen, a Fleet and Facilities Maintenance Supervisor, a Tree Warden/Conservation Administrator, Landscape Architects, Sanitation Supervisor, Code Enforcement, Visitor Services and a Transportation Administrator, all delivering professional technical services to the public and providing support and assistance to the management team.

Administrative Team The Administrative staff consists of ten (10) positions, led by the Administrative Manager that provides critical support services for all the daily functions of the Department. Located at Town Hall and the Municipal Service Center on Hammond Street (Highway, Sanitation, Parks & Fleet Services) the business team is responsible for Department communications and business solutions. They provide customer service and handle inquiries for utility and refuse billing, refuse and recycling collection, work requests through the BrookOnLine mobile application and permitting system. The Administrative staff support Board and Commission public meetings, working groups and regulatory functions by posting meetings, preparing materials, taking minutes and assisting in project and policy execution. In addition, all normal business functions for payroll processing, accounts billable and payable, requisition and purchase order processing and budget tracking, are efficiently performed by administrative staff.

Public Guidance and Governance Brookline citizenry play an integral role in Town management, programming and politics through an appointed structure of official Boards and Commissions. The Department of Public Works operates within this vein of public participation,

2020 Annual Report supporting the roles of specific project advisory or selection committees, targeted task forces, and boards or commissions with certain mandated authorities or controls. The following boards and commissions, whose memberships are appointed by the Board of Selectmen, work on a permanent and prescribed basis with various Public Works Divisions: Park and Recreation Commission; Tree Planting Committee; Conservation Commission; Transportation Board; Solid Waste Advisory Committee; and the Cemetery Trustees.

PeopleGIS Maintenance Management System The PeopleGIS Maintenance Management System is a work order, asset management and work load management tool that tracks service requests and generates task orders for roadway/sidewalk repair, traffic control, sanitation, parks, forestry, fleet maintenance, water and wastewater maintenance. Task orders are forwarded to each Division for scheduling, follow up and completion. In 2020, the Department received and processed 18,805 work requests from the public.

BrookOnLine Mobile Application The BrookOnLine Notifier Application is a tool that gives citizens the ability to report issues of concern directly to the DPW for resolution using either the internet or a mobile device. Issues such as potholes, graffiti, street lights, tree damage, obstructed sidewalks and broken parking meters can be reported in real time providing the Department with additional eyes on the streets. Resolution of each issue can be tracked for timely completion. In 2020, the Town received 2,078 requests for all categories which was a decrease of 20.3% over 2019. Areas with the largest increases were Public Tree Requests (83.6%), Park Equipment (32.2%) and Graffiti (41.7%). The most notable decreases were Sidewalk Repairs (59.2%), Broken Meters (63.8%) and Unshoveled Sidewalks (48.5%).

BrookOnLine Requests

Roadway Broken Unshoveled Plowing Potholes Parking Sidewalks 45 Meters 247 236 17 Street Lights Abandoned 106 Bikes 79 Sidewalk Graffiti Repairs 180 267

Damaged Park Signs Equipment 153 312

Trees 437

Bylaw 7.7 – Removal of Snow and Ice from Sidewalks Pursuant to Section 7.7.6 of the Bylaw, the Department hereby reports that during 2020 the following efforts were made to implement the provisions of the Bylaw:

73 www.brooklinema.gov

 Public Education – The provisions of the Bylaw are detailed in the annual Winter Guide that is sent to all residents and businesses, including a listing of the penalties for non-compliance.  Enforcement – Enforcement areas are divided among the DPW, Police, Health and Building Departments and include both commercial and residential areas. In 2020, 74 requests for enforcement were received and investigated resulting in the issuance of 17 citations.  Public Assistance – Public assistance to homeowners in need was provided through the Shovel Our Snow program administered by the Recreation Department.

By-Law 8.31 - Leaf Blower Control Gasoline powered leaf blowers are permitted only between March 15th to May 15th and October 1st to December 31st between the hours of 8am and 8pm on Monday through Friday and 9am and 6pm on Saturday, Sunday and holidays. Leaf blowers must have a manufacturer’s label certifying a noise level of no more than 67dBA at 50 feet. In 2020, the Department updated the Leaf Blower Bylaw brochure and communications, promulgated new regulations including annual permit applications for all commercial landscapers and increased enforcement.

For calendar year 2020, the Department received 142 complaints and pursuant to Section 8.31.8 of the By-Law, issued 40 contractor warnings and 47 homeowner warnings. 13 Citations were issued.

DPW: Essential Services & Covid19 COVID-19 (Coronavirus) developments changed the world forever in 2020. There was much concern and uncertainty as the pandemic impacted lives across the globe, however the Brookline Department of Public Works remained steadfast in its’ commitment to the safety of residents, customers, volunteers, and staff. The ongoing daily support for essential services such as: drinking water, sanitation, cemetery, forestry, snow and ice treatment and many other critical functions could not stop in the face of the crisis. This required a delicate balance between maintaining staffing requirements while simultaneously protecting our employees who continued working to provide for the health, safety and wellness of the community. With this in mind, the Department took a proactive approach, in consultation with the Health and Human Services Department and Human Resources Department, to implement measures to protect employees from the spread of COVID-19 at work, while continuing to provide essential operations.

The Department of Public Works transitioned all professional and administrative staff with the equipment and technology to work remotely. This allowed the Department to split work shifts and/or move employees remote and yet enable them to answer town phone lines, access engineering or project files, attend Zoom meetings and effectively communicate with co-workers and constituents to provide a high level of service and value to the Town. Continuity of business operations also included staggered work shifts, creating as much space between people as possible, reducing crew sizes, reducing number of employees to a vehicle, enhanced cleaning schedules of the office, vehicles and equipment, hand sanitization at work entrances, daily temperature readings, improved communication and personal protective equipment. In addition, the Department began to shift services to digital platforms and engaged in necessary person-to-person transactions at time of need and by appointment only.

In addition to operational changes, the DPW made strategic accommodations to support residents and businesses of the Town. The Town’s public spaces have never been more critical than they were during the pandemic. The parks and open spaces provided respite for isolated and weary individuals and families, supported physical and mental wellness while also allowing for distant, but visual, connections between neighbors and friends. The Department worked with colleagues in Boston, the Commonwealth and Newton to provide consistency in messaging, signage, support and implementation. While some close contact amenities such as playgrounds and picnic tables were closed for a period of time, the Department worked hard to keep the parks open to the public. It yielded dividends as the parks were core to community health, mental wellness and access to nature.

The Department expanded outdoor dining opportunities on sidewalks and parking spaces to support our restaurant businesses dealing with indoor seating restrictions, including a winter pilot program to allow them to extend beyond November 15th, and allowed fitness programs to offer classes in the Town’s public spaces. In addition, the Department, through its Transportation Division, worked with various boards and commissions to expand sidewalks and pedestrian corridors into commercial areas for residents to get to food markets, pharmacies, hardware stores, restaurants, banks, hospitals and other businesses.

2020 Annual Report

Reimaging and Repurposing the Public Way for People in the wake of the COVID-19 Pandemic In 2020, the Transportation Division staff received national and international recognition for their leadership in altering the public way to respond to the COVID-19 pandemic. Staff worked with the Town’s COVID-19 Taskforce implementing changes that sought to minimize and reduce unnecessary contact with surfaces and provide extra space to allow for essential trips for employment, commerce, and general health and welfare by pedestrians, cyclists, and micro-mobility users to take place while socially distancing. These included:

 being the first municipality in North America to place all traffic signals on pedestrian recall and not require the use of the push button for pedestrian phasing  being the first municipality in Massachusetts to designate special parking restrictions outside restaurants to support delivery and takeout activities  being the first municipality in Massachusetts to support pedestrians, cyclists, and micro-mobility users by creating extended sidewalks on key designated routes to support access to those seeking essential services such as grocery shopping, trips to the pharmacy, commuting to work as essential employees, and seeking medical treatment; exercise and passive recreation at local parks; and mental and physical wellbeing to combat isolation, depression, and domestic violence  closing the Webster Street parking lot and creating a public outdoor eating area with picnic tables and umbrellas  creating a pilot program allowing both sandwich boards and retail goods in the public way to support retail establishments

These efforts by Town staff were not only recognized on social media by Transportation professionals and advocates throughout the country, but were also included as best practices by the National Association of City Transportation Officials (NACTO) and included in their Streets for Pandemic & Recovery Guidelines and were the foundations for the creation of state and private grant programs to encourage other municipalities to implement similar initiatives. These grant programs, including the Massachusetts Shared Streets and Spaces and the Solomon Foundation Streets for Recovery not only recognized Brookline’s leadership in transforming the public way in the face of the pandemic, but also provided the Town with over $115,000 to expand these efforts.

This has been a very difficult year that included a great deal of loss for many, but the Department of Public Works is proud that it was able to do its part to support the daily functioning and well-being of our residents, businesses and visitors.

Engineering and Transportation Division The Engineering and Transportation Division of the Department of Public Works (DPW) is charged with the management and administration of Town infrastructure, as well as the design and implementation of the vast majority of Public Works’ items contained in the Town’s Capital Improvement Program (CIP). DPW managed Town

75 www.brooklinema.gov infrastructure includes surface facilities in the areas of all public right-of-ways, such as roadways, sidewalks, traffic signals and parks, as well as those facilities that lie underground, for example, storm drain/sewer systems, water supply lines, and traffic signal/street lighting conduit. CIP projects range in type from roadway reconstruction, to sewer separation, to park renovation, to landfill reclamation efforts.

In order to effectively manage both the diversity and complexity of infrastructure issues for which the Division is responsible, administrative programs and project undertakings are assigned to one of two disciplines: Engineering or Transportation. While it is inevitable, and largely by organizational design, that these two sectors should frequently overlap, the Engineering Section is fundamentally concerned with issues of civil and environmental engineering, while the Transportation Section is devoted primarily to transportation planning and traffic engineering.

ENGINEERING

Division Charges Responsibilities of the Engineering Program are divisible into four (4) broad categories: 1) Permit Administration and Inspection; 2) Archival Maintenance and Reference; 3) Interagency Coordination and Oversight; 4) CIP Project Engineering, Management and Construction.

Permit Administration and Inspection The Division oversees the issuance of Street Opening and Occupancy Permits, typically given to contractors working in public right-of-ways for utility companies, communication corporations, public authorities or private property owners. Construction work that would typically require such permitting can be either at the sidewalk or street surfaces, or require digging or trenching beneath these finished grades. Parks and school grounds also demand permit consideration.

The purpose of this permit process is both to protect the public infrastructure (property) of the municipality and to promote public safety. This permit system and associated data base is actively maintained on the Town’s network. The system does generate revenue through licensing fees, which serve to offset costs of oversight and administration. Division Inspectors, with the aid of a pre-application process, determine the type of work, associated charges and anticipated impacts to material integrity and traffic/parking conditions. In addition, Inspectors monitor the work and assure that restoration meets with Town specifications.

Sanitary sewer, storm drain and water supply connections are also within the permitting purview of the Engineering Division. Following application procedures, engineered plans and necessary documentation are submitted to Division personnel for review and subsequently, if recommended, for approval by the Director. Generally, these connection permits are associated with parcel developments, capacity and material upgrades, or maintenance when failures occur. The Division issued 576 Street Opening permits and 261 Occupancy permits in 2020.

Archival Maintenance and Reference The Division maintains record plans of its water, sewer and storm drain systems, including individual parcel connections. In addition, plot plans, or surveyed drawings, complete with bound locations, are maintained for all lands within the Town, whether public or private. These infrastructure and survey documents are kept in an extensive archive, copies of which are available to the public upon request. Along with records of property and Town-owned services, the Engineering archives contain construction plans for all Public Works projects, such as roadways, bridges and park facilities.

Interagency Coordination and Oversight The Division coordinates directly with state authorities, such as the MBTA and MWRA, whose infrastructure is both located in Brookline and serves the community and/or its immediate region. Similarly, it permits and supervises the maintenance, upgrade and installation of utility systems or communication networks, whether publicly or privately sponsored. Significant projects this past year were undertaken by the following State agencies or utility companies:

 MWRA  National Grid  Eversource

2020 Annual Report

In addition, Brookline Engineering works closely with the Massachusetts Department of Transportation (MADOT), both in administering state and federal transportation dollars for local Brookline projects through two programmatic vehicles: the State’s Chapter 90 Reimbursable Roadway Funds and the State’s Transportation Improvement Program (TIP).

The Chapter 90 Program is a recurring annual state appropriation for municipalities, the amount of which will fluctuate annually based on the formulaic tabulation and legislative authorization factors. Approximately $1,024,191 was allocated to Brookline in FY 2020 through the Chapter 90 program.

CIP Project Management and Design Engineering The Division implements projects listed in the Town’s CIP, which might entail project planning; feasibility studies; site surveys; design engineering; preparation of specifications and cost estimates; project advertising and bidding; contract execution; and construction administration and supervision. In this capacity, it functions inter-divisionally, serving the professional engineering, architecture, landscape and surveying needs of each of the other divisions within DPW.

The following projects offer an overview of the Division’s 2020 endeavors:

Capital Improvement Projects

Roadway Reconstruction Contracts PW/20-21“ClintonRoadImprovements”-$1,225,894.00 PW/20-24 “Fiber Reinforcement Crack Sealing” - $38,543.00 PW/20-12 “Complete Streets Improvements on Harvard Street, Washington Street, and Summit Avenue” - $499,214.00 PW/20-17 “Improvements at Chestnut Hill Avenue at Dean Road Intersection and Carlton Street at Monmouth Street Intersection” - $828,812.00 PW/20-07 “Repair of Bituminous Concrete Patches” - $280,832.00 PW/20-04 “Pavement Marking” - $101,830.00

Material Storage Bin Construction The materials storage bin roof project included the installation of new concrete block bins to replace and expand upon those that had degraded and provides structural cover over various stored materials at the Transfer Station. The structural cover protects stored bulk materials, such as catch basin cleanings, yard waste, asphalt and other materials from the weather in order to reduce and eliminate contamination that may otherwise enter the Town’s stormwater drainage system and/or natural resource areas downstream of the Transfer Station. Keeping the materials dry also saves the Town money in handling and disposal fees. The value of PW/19-24 “Material Storage Bin Roofs (Rebid)” was $197,802.10

“Material Storage Bin Roofs “

77 www.brooklinema.gov

Davis Path Footbridge Removal The Town hired a consultant to complete a structural analysis study of the Davis Path Footbridge which runs from White Place to Boylston Playground. The results concluded that the footbridge was not safe and should be removed. The deck spanning the MBTA Green Line was successfully and safely removed, however, the abutments and stairs on either side of the bridge have been abandoned in place and secured until the Town determines if, when and how it wants to replace the footbridge.

Carlton Street Footbridge Restoration Bids were opened on October 27, 2020 for “Pedestrian Bridge Repairs and Related Work (including Painting) Br. No. B-27-01016 Carlton Street Footbridge over the MBTA D Green Line”. Five bids were received with the lowest bid being $3,955,053.50. A notice to proceed was issued to Aetna Bridge Company on December 9, 2020. Construction is anticipated to commence winter 2021 with a completion in spring 2022. The project is being supervised with MADOT personnel and funded with state funds.

Water and Sewer CIP (Town) Green Mountain Pipeline Services LLC substantially completed the work required under Contract PW/18- 22 “Sewer System Rehabilitation”. Work in the contract involved cured in place-pipe liners, close circuit television and pipe cleaning. It is anticipated that this contract will be completed by spring 2021.

TRANSPORTATION

The Transportation Section led by Transportation Administrator, Todd Kirrane, with support from a Traffic Engineer and two Administrative Assistants, is responsible to:

1. Provide technical support and administrative services to the Select Board, Transportation Board, School Committee, Bicycle Advisory Committee, Pedestrian Advisory Committee, Shared Mobility Advisory Committee, Safe Routes to School Townwide Task Force, Zoning Board of Appeals, Brookline Police Department and other town departments; 2. Respond to resident inquiries or complaints regarding motor vehicle, cyclist, or pedestrian safety, parking, and taxi operations; 3. Conduct traffic/bike/ped safety improvement, and parking studies; as well as spot studies on the use and placement of traffic control devices and parking signage; 4. Oversee the design of intersection and traffic signal improvement projects in compliance with the Town’s Complete Streets, Traffic Calming, and Crosswalk Policies; 5. Manage the town parking system (metered and curbside parking spaces); 6. Administer the school staff, resident daytime, guest overnight, resident overnight, and commercial area employee parking permit programs; 7. Regulate the taxicab industry, valet services, and livery services; 8. Assess the impacts of all major new development projects on traffic flow and parking.

Transportation Board Meetings The Transportation Board, a citizen body of six appointed by the Select Board, is charged with oversight of the Town’s Traffic Rules and Regulations. The Board meets on a regular basis to review and adopt traffic and parking policies, to review and approve various license applications, and to act upon recommendations for traffic safety and parking improvements identified by town residents and Division staff. During 2020, the Board conducted seventeen (17) public meetings and hearings at which they took action on over one hundred (100) traffic, parking, taxi, and other items under their jurisdiction.

2020 Annual Report

“Transportation Board Meeting via zoom”

Program Administration Division staff administer the resident daytime parking permit program, the overnight guest parking program, the overnight resident parking program, the commercial lot permit parking program, the commercial meter permit parking program, the commercial on-street permit parking program, and the temporary parking permit program as well as regulating the Valet, Taxi, and Livery industries. It also evaluates and acts upon, with the approval of the Transportation Board, all requests for handicapped parking and valet parking spaces.

In 2020, the Division:

 Issued 2483 resident daytime parking permits;  Issued 474 commercial daytime on-street parking permits;  Issued 1 Jitney License;  Issued Valet Parking Licenses for 1 restaurant establishment and 1 private residential building;  Issued over 10,000 Temporary No Parking/Tow Zone signs to residents and/or contractors to assist during moving or construction periods;  Issued 1884 temporary parking permits, equivalent to 116,602 days of parking, to residents and others who suffered conditions that qualified them for short-term exemptions to the 2-hour daytime and overnight parking time limits;  Managed the resident overnight parking program, that now encompasses over 326 off-street parking spaces in 13 locations, renting an average of 103 overnight parking spaces each month;  Issued 89 commercial meter hang-tags to over 40 businesses for employee parking in Brookline Village, and 59 parking permits for employee daytime parking in the Coolidge Corner commercial district lots;  Developed and oversaw the issuance of over 860 school teacher and staff daytime parking permits for the BEEP @ Temple Emeth, BEEP at Temple Ohabei Shalom, Coolidge Corner School, District wide, Driscoll, High School, Lawrence, Lincoln, Pierce, Runkle, Webster Place Administrative Offices, and the Maimonides schools.

Complete Streets Staff continues to implement the Complete Streets Policy, adopted by the Select Board, which formalized the Town’s commitment to create a comprehensive transportation network that sufficiently accommodates people of all ages and abilities, whether traveling by foot, bicycle, wheelchair, mass transit, or motor vehicle. In 2020, staff oversaw the complete street design process for Chestnut Street and Columbia Road to improve pedestrian and cyclist access and safety. Additionally, staff developed the concept designs for Davis Avenue, Greenough Street, and Tappan Street in the vicinity of Brookline High School as part of the school building project. It is expected that these projects will be constructed in 2021 and 2022 by the Engineering Division using Town capital improvement funds.

79 www.brooklinema.gov

In addition to plan development, in 2020 staff successfully applied for a grant in the amount of $386,000 from the Massachusetts Department of Transportation’s Complete Streets program to fund the construction of the following projects in 2021 and 2022:

 Pedestrian and Bicycle safety and access improvements at the intersection of Harvard Street at Green Street Intersection  Pedestrian and Bicycle safety and access improvements on Greenough Street in front of Brookline High School  Pedestrian safety and access improvements at the intersection of Beacon Street and Strathmore Road  Pedestrian safety and access improvements at the intersection of Hammond Street and the Soule Recreation driveway

Finally, in conjunction with the Engineering Division, staff oversaw the completion of the previously grant funded complete streets projects including:

 Pedestrian safety and access improvements at the intersections of Harvard Street and Harvard Avenue, Washington Street and Greenough Street, Harvard Street and Longwood Avenue  Bicycle safety and access improvements at the intersections of Beacon Street and Harvard Street and Harvard Street and Babcock Street  Pedestrian safety and transit access improvements at the intersection of Harvard Street and Vernon Street

“ RRFB at the intersection of Washington at Greenough”

Town Funded Pedestrian & Motor Vehicle Safety Improvement Program Our in-house staff and on-call transportation consultants perform area-wide safety improvement studies in response to traffic volume, speed or parking conditions that might contribute to unsafe vehicular, bicycle, or pedestrian movements. Neighborhood associations or residents living on a particular street will typically initiate such requests for a traffic calming study, which is then prepared and approved by the Transportation Board following a lengthy public process.

In 2020 DPW - Transportation Division staff worked with residents and the Transportation Board in the following parts of town to design and/or implement safety improvement projects to lower motor vehicles speed and increase motor vehicle and pedestrian safety:

 Developed and oversaw the construction of new pedestrian actuated rectangular rapid flash beacons to improve pedestrian safety on Washington Street at Gardner Road  Oversaw the construction of raised crosswalks on Summit Avenue at Corey Hill Playground

2020 Annual Report

“Raised Crosswalks on Summit Ave”

Bicycle Infrastructure Design & Construction In response to the Town of Brookline’s continued desire to become a Green Community and design facilities that reduce our carbon footprint, the Transportation Board and the Transportation Division staff have made it a priority to build a multi-modal transportation network that encourages alternative modes of transportation instead of personal automobile trips. In order to encourage more citizens to use bicycles to travel throughout the town, and to connect regional bicycle routes, a safe network of routes must be designed and constructed. This commitment led to the Town receiving the designation as a Bicycle Friendly Community in the Bronze level from the League of American Bicyclists.

In 2020 Division staff oversaw  the design and installation of bicycle accommodations on Beacon Street westbound from St. Mary’s Street to Carlton Street including a parking and bollard protected bicycle lane and a new, year round BlueBike Bike Share station  the design and installation of bicycle accommodations on Newton Street (Goddard Street to town line), as part of a pavement preservation project, including a buffered street level bicycle lane and a green bike-walk crossing  the design and installation of bicycle accommodations on Goddard Street (Newton Street to Avon Road), as part of a pavement preservation project, including a bike lane and shared lane markings  the design and installation of a buffered contra-flow bike lane and green bike-walk crossing on Green Street  secured grant funding from the Mass Trails program to partially cover the cost of the Feasibility and Concept Design Study of the Beacon Street Bridle Path Restoration study

HIGHWAY, SANITATION AND FLEET SERVICES DIVISION The Highway, Sanitation and Fleet Services Division is comprised of four (4) separate work programs each with independent goals and objectives. The Highway, Sanitation, Fleet and Facilities, and the Traffic Systems are each described below along with their key accomplishments. All of the Division Programs are managed by senior supervisors who report directly to the Division Director.

HIGHWAY The Highway Program is responsible for the maintenance of more than 254 lane miles of asphalt roadways and 150 miles of sidewalks of varying surface types. During 2020, the Division continued to make intermediate repairs to roadways and sidewalks in an effort to preserve their surface integrity for the safety of the public and to keep them clean and more aesthetically appealing. The Division also continued its in-house program, of supplementing contractual services, to accelerate the replacement of sidewalks in areas of Town where pedestrian traffic is heaviest and the sidewalks are in an advanced state of deterioration. In addition to the surface repair of streets and sidewalks, the Highway Program is responsible for the public pathways, municipal and school parking lots, paved play areas, along with other roadway appurtenances including curbside benches, litter baskets, fencing, and guardrails as well as clearing of snow, sand, leaves, litter, graffiti, and other unwanted debris from public ways and facilities.

HIGHWAY STATISTICS 2020

81 www.brooklinema.gov

Bituminous Concrete placed 846.68 tons

Concrete Sidewalk placed 1178sq. yd. /5200 linear feet

Leaves collected 3279 tons

Street Sweeping debris 748 tons

Waste Concrete, Asphalt & Gravel 2795 tons

Snow Storms / Events 11 Snow Accumulation 26.5”

Household Hazardous Waste Drop-Off Annual Participants 1040

Snow and Ice Control The Department is responsible for the clearing of snow and ice from 254 lane miles of public roadway, 900 street intersections, and 77 private ways. In addition, snow clearing operations are done on over 60 miles of public sidewalk generally within commercial areas, along walking routes to and from public schools and adjacent to public buildings and parks. Winter operations also include snow clearing from all public buildings and facilities including public schools and libraries.

Sidewalk Replacement Trained staff continued with an aggressive sidewalk replacement program placing a total of 572 cubic yards of concrete in 2020. The ability to sustain this level of productivity is based on in-house staffing and funding from the capital sidewalk replacement program to purchase concrete.

“Town Hall accessibility improvement”

Recyclable Concrete and Asphalt The disposal of asphalt and concrete waste materials generated by roadway and utility repairs has resulted in increased expenses for hauling and off-site disposal. In 2020, the Division continued implementation of a program to recycle these waste materials into useable processed gravel for reuse as a base material for sidewalks and backfill for utility trenches thereby avoiding both disposal costs and the expense of purchasing new material.

2020 Annual Report

SANITATION The Sanitation Program is responsible for the collection and disposal of municipal solid waste for 7676 accounts that serve 13,338 residential and commercial units and a recycling and recovery program that includes the annual collection of residential household hazardous wastes.

Solid Waste On June 1, 2017, the Department implemented a Hybrid Pay As You Throw (HPAYT) curbside collection system for municipal solid waste (MSW). The program was revenue neutral at the time and re-distributed fees among 3 different cart sizes. Nearly half of all residents saw an annual fee reduction. In 2020, the Town signed new 5-year contracts for recycling services and solid waste disposal. Due to increases in these contracts and inflation associated with equipment and service delivery, the Town increased fees for the first time in over 10-years to support the sanitation program. 12,727 carts are distributed Town-wide. The Department will monitor costs, continue seeking operational efficiencies and look to increase rates more frequently, in smaller increments, over time with inflation.

“Sanitation Waste Cart pickup”

HPAYT Cart Distribution 35 Gallon carts 65 Gallon carts

7000 6128 5932 5923 5732 6000 4649 5000 4286 4432 4540 4000

CARTS 3000 2098 2155 2243 2346 2000 1000 0 2017 2018 2019 2020 2021

CALENDER YEAR

Recycling Since the implementation of the Single Stream Recycling program in 2010, recycling volumes have seen an increase by 4.58 %, while solid waste tonnage has decreased by 15.96%

83 www.brooklinema.gov

Household Hazardous Waste The Sanitation Division continued offering the weekly household hazardous waste drop-off center. The center located at the Transfer Station is opened to residents every Tuesday from May thru October. Dates were extended due to a later opening date in Spring 2020 due to the pandemic.

Solid Waste & Recyling Program 10000

9000 8495 8403 8353 8584 8000 7000

6000 Solid waste 5084 4968 5000 4681 4721 Recycling Tons 4000 3000 2000 1000 0 2017 2018 2019 2020 Calender years

Solid Waste Code Enforcement Program Solid Waste Complaints Received 527 Inspections/Re-inspections 757 Solid Waste Warnings Issued 651 Solid Waste Citations Issued 106 Total Fines Collected $8740 Number of Waste Haulers Permitted 31 Waste Hauler Permit Fees Collected $13,670

FLEET AND FACILITY SERVICES The Fleet and Facility Services Program is responsible for the acquisition, inventory, inspection, maintenance and disposal of all mechanized Public Works equipment, with the exception of the Water and Sewer Division. The Fleet Services Program also maintains and inspects all other automotive / truck equipment within the Town except for equipment operated by the Fire Department. In addition, this Program administers the Town’s taxi licensing and inspection program, as well as the routine physical maintenance of all Department of Public Works buildings, including garages, office, and storage facilities town-wide.

Employee Technician Training A strong and continued emphasis on technical training has benefited the Fleet Services Program. By utilizing vendor and manufacturer relationships, technician training has been increased at minimal or no cost to the Town.

Employee Technician Shifts The Fleet Maintenance Program continued to operate two work shifts. This enabled the section to better serve the needs of all Town Departments. Operating two maintenance shifts each day enabled the Division to complete 612

2020 Annual Report

Preventive Maintenance Work Orders. This also improves response time to breakdowns and drastically reduces vehicle downtime for staff that need the vehicle to conduct their business during the regular workday shift.

TRAFFIC SYSTEMS The Traffic Systems Program is responsible for the maintenance of traffic signals, parking meters, pavement markings, ornamental and utility street lights, fire alarm boxes, signs, and graffiti. In total, this inventory is comprised of approximately 1,120 individual signals, 3,600 street lights, 1,883 parking meters, 30 multi-space meters, 28 school zone warning lights, 10,210 signs, 175 master fireboxes, 278 street fireboxes, 100 miles of overhead wires, and pavement markings on more than 200 lane miles of streets throughout the Town. Along with daily, weekly, and monthly maintenance routes, the division executed work orders issued by the Transportation Division for regulatory sign installation, pavement markings, and parking meter modifications. New to this unit’s responsibility is the maintenance of 30 multi-space meters and the installation of 3600 LED cobra head street lights.

Traffic Signals Maintenance of the signalized intersections, flashing beacons, and school zone flashers continued throughout the year.

Street Lights All Streetlights owned by the Town were updated in the GIS program listing location and type of streetlight. The conversion of high pressure sodium street light units to LED fixtures is nearly complete with the installation of 3,494 fixtures.

Parking Meters The Traffic Systems Program maintains and repairs 1,883 parking meters and 30 multi-space meters. Currently, 384 meters are the traditional POM Inc. type meters and 1,499 are the new IPS single head meters that use coins and credit cards. These meters are located in Coolidge Corner, JFK Crossing, Washington Square and Lower Beacon Street. In addition, the 30 Multi-space meters are in all parking lots and reservations that have converted to “pay by space”.

“Employee repairing Parking Meter on site” Signs and Pavement Markings The Town continued to upgrade street signs, stop signs and poles to meet current MUTCD (Manual of Uniform Traffic Control Devices) standards of text size and retro-reflectivity. The Traffic Program completed 690 work orders. Work orders are generated by the Transportation Division for the installation of new signs approved by the Transportation Board or as part of a regular repair/replacement program due to age and/or damage. The Department has standardized pavement makings throughout the Town utilizing new marking products like 3M inlay tape and logos.

85 www.brooklinema.gov

Street Lights The Traffic Systems Program maintains over 4,000 lights in the public way and on public property including ornamental, park, path and standard street lighting. In 2020, 63 street light work orders were completed.

Fire Alarm The Division continued the maintenance of the Fire Alarm System that includes Master Boxes, Street Boxes and approximately 100 miles of cable wire. In 2017, the Department prepared a condition report of the entire system and recommended replacement of master and street boxes with a new wireless system. In 2020, Division Crews continued the installation of the new wireless street boxes in locations approved by the Fire Department. Once the new system is complete the old wired boxes will be removed.

PARKS AND OPEN SPACE DIVISION

The Mission of the Parks and Open Space Division is to provide a safe, equitable, inclusive, well-maintained, and welcoming network of parks and open spaces for both passive and active recreational uses that preserve the historic integrity and cultural significance of the landscape. Brookline Parks and Open Spaces support connections between people, their neighborhoods and the environment. Please visit www.brooklinema.gov/parks for updates throughout the year on our park and open space system, technical resources, projects, programming and events.

The Parks and Open Space Division, in partnership with the Park and Recreation Commission, Conservation Commission, Tree Planting Committee, and Walnut Hills Cemetery Trustees, is responsible for the design, development, policy, programming, maintenance and management of over 500 acres of public open space, on over 120 sites comprised of 38 parks and playgrounds, 3 sanctuaries, 10 public school grounds, land around 15 public buildings, 5 public parking areas, 2 cemeteries, over 60 traffic circles, islands and open space, and over 50,000 public trees throughout the Town. The Division implements a comprehensive maintenance program on 25 multi-use playing fields, a safety inspection and repair program for playground structures at 22 parks and 10 schools, and ongoing maintenance, painting and repair at 25 basketball courts, 31 hard surface tennis courts, and one set of 6 clay courts. The Division is responsible for seasonal preparations, horticulture improvements, litter pick-up, trash collection, leaf removal, turf restoration, carpentry and fence repairs, as well as snow and ice removal during the winter months. In addition, the Division maintains the full-sized outdoor skating facility (the Jack Kirrane Ice Skating Rink) at Larz Anderson Park.

Parks, Schools & Public Grounds The Parks and Open Space Division provides design, renovation, maintenance and repair of all Town parks, school grounds and public grounds including items such as play equipment, park furniture, walkways, and landscaping, . The following highlights some of the significant projects underway during 2020.

Jack Kirrane Ice Skating Rink at Larz Anderson Park During the off season the Division hired a contractor to decommission the rink’s disabled refrigeration system. This included the removal of the primary (ammonia) and secondary (brine) refrigerants. The latter necessary to convert the system to glycol for compatibility with a temporary system. Working with the Engineering Division, a bid package was created and awarded for mechanical upgrades, providing glycol for secondary refrigeration, and installation of the temporary refrigeration systems. Once installation was completed the Park and Open Space Division staff took over to make the ice surface and the rink opened for the season on December 10, 2020.

Harry Downes Playground & Field The construction for the complete renovation of Harry Downes Playground and Athletic Fields began in the spring of 2019. Improvements include universal access within the park, improved circulation and connections between the two sides of the park, updating of playground equipment, new water play feature, a new obstacle course, replacement of the irrigation system, replacement of the synthetic turf field and renovation of the running track. The project was substantially complete by the end of 2019 with the synthetic field and track open in late August 2019 for fall high school sports. The playground and splash pad was opened to the public in June of 2020. The natural turf athletic field was establishing in the spring and summer of 2020 and was opened to the public in fall of 2020.

A separate project to renovate the Harry Downes Rest Room was also underway in 2020. This project renovated the two existing men’s and women’s rest rooms, updating the plumbing fixtures, lighting and paint. A new family rest room was created between the two rest rooms. Other improvements included general renovation of the storage space at

2020 Annual Report the rear of the building, and general painting and power washing of the exterior of the building. It is anticipated the upgraded rest room will be opened in spring of 2021.

Harry Downes Field Track and Field

Brookline Reservoir Park Construction began in the spring of 2019 for improvements to Brookline Reservoir Park which include a complete renovation of the stone dust path, repointing the stone riprap around the reservoir basin, new ADA compliant entrances, landscape improvements, invasive species removal, installation of an ornamental fence, refurbishment of the benches, new lighting, cleaning and preservation of the historic gatehouse and removal of trees, stabilization of the earthen embankment, and planting of grasses in compliance with the Commonwealth of Massachusetts Office of Dam Safety regulations. The construction went through some delays in early 2020 due to Covid, and the park was finally opened to the public in June 2020 providing a much needed outdoor walking loop for residents.

On November 12, 2020, a major MWRA water main in Lee Street burst while under renovation by MWRA. Nearly 8 million gallons of water discharged into the park, and into the reservoir, before the break could be isolated and shut off. The effects of the water main break were disastrous to the adjacent park pathway and rip rap along the edge of the reservoir. Subsequent weeks saw MWRA undertake repair efforts of the water main and Lee Street. This work completed in early December 2020. Recognizing the importance of the pathway system around the reservoir, the Town worked with the MWRA to create a temporary pathway around the affected areas. Currently, the site contractor who previously performed the work at the reservoir, is making the necessary permanent repairs to the riprap, pathways and other affected work, being paid for by the MWRA. It is anticipated this work will continue over the winter and be completed early spring. The work to the new accessible rest room inside the historic gatehouse was also completed in 2020. It is anticipated the rest room will be opened in spring of 2021.

87 www.brooklinema.gov

Brookline Reservoir Park Construction

Cypress Street Playground The public design review process for Cypress Street Playground began in December of 2018, and continued throughout 2019, culminating in November after seven public meetings. The full park renovation project was anticipated to begin construction in the spring of 2020 and be completed in late August of 2021, to coincide with the opening of the Brookline High School expansion project. However, due to project funding, the schedule was delayed. The project is now anticipated to begin construction in March of 2021 and be completed by August of 2022. Park renovations will include new lighted natural turf playground fields with two softball fields and an overlying rectangular field; a new plaza edge along Greenough Street adjacent to the High School; a new corridor from Dana Street across from the newly revitalized MBTA Brookline Hills Green Line station; new expanded inclusive children’s playground; newly upgraded basketball court; new accessible walkway from Tappan and Cypress down to the crosswalk at the T station; and improved landscaping throughout the park.

Larz Anderson Park The lagoon and its Tempietto, causeway and footbridge were constructed circa 1910-1916. Since that time, various renovations to the concrete structures have been performed in efforts to maintain and stabilize them. A thorough conditions assessment of the three structures was previously completed by an historical consultant to the Division, and found that the structures were beyond repair, due in part to their original concrete construction, now having reached the end of their serviceable life. Full renovation and reconstruction plans were developed by a consultant to the Town in 2019 to fully replace the three structures. These plans were placed out to public bid for construction in 2020. The anticipated construction schedule was delayed this past year, but is anticipated to begin starting in March 2021. The project will completely renovate the footbridge, causeway and Tempietto, with anticipated completion of the project by December 2021.

The Division is also anticipating renovation of the main roadway through the park. This will involve reconstruction of the roadway form Newton Street to Avon Street, and will include upgrades to the parking areas near the skating rink. It is currently anticipated that this work will also occur in 2021.

Athletic Needs Assessment and Master Plan In the spring of 2019, the Division solicited proposals for an Athletic Field Needs Assessment and Master Plan and Strategic Plan Update, to update the former Master Plan completed in 2006. A number of public meetings and public surveys occurred throughout 2019. Work on the updated report began later 2019 and went into 2020, though progress slowed with the Covid-19 pandemic. The Division worked through various updates with GreenPlay over 2020. Due to the complexity and size of the document, it was eventually divided into two new documents: 2020 Parks, Open Space and Recreation Master Plan Update and the 2020 Athletic Fields Needs Assessment and Master Plan. These final documents were finalized and delivered in January 2021 and are now available through the Division’s website at www.brooklinema.gov/1597/Parks-Recreation-Master-Plan .

Margaret E. Robinson Playground

2020 Annual Report

In September of 2019, the public design review process for Robinson Playground began and ended in January of 2021, after 7 meetings with the committee. The park concept, voted on by the Design Review Committee, will be presented at the Park and Recreation Commission in February of 2021. After the presentation to the Commission, the project team will develop a set of contract drawings to be placed out for public bidding over the winter of 2021-2022, with construction beginning in the spring of 2022. Anticipated improvements will include re-design of the children’s playground area, a splash pad; swing zone; addressing park edges for accessibility issues; renovation of the existing multi-use hard court space, natural turf areas; site furniture and destinations for picnicking throughout the park; grading and drainage improvements, and landscaping improvements.

John E. Murphy Playground In March of 2020, the public design review process for John E. Murphy Playground began, and ended in January of 2021, after a neighborhood survey, 2 meetings in the park and 4 community meetings. The park concept voted on by the Design Review Committee will be presented at the Park and Recreation Commission in February of 2021. After the presentation to the Commission the project team will develop a set of contract drawings to be put out for public bidding over the winter of 2021-2022 for construction in 2022. Anticipated improvements include re-design of both children’s playground areas, a splash pad; addressing park edges for accessibility issues; renovation of the existing basketball key, central natural turf area; site furniture and destinations for picnicking throughout the park; grading and drainage improvements, accessible pathways within the park and landscaping improvements.

Park Rangers In 2020, Rangers patrolled parks and open spaces, verified and monitored party and event permits, provided information and general visitors’ services to park patrons, enforced rules and regulations, and completed maintenance tasks to improve visitor experience, accessibility and safety. The addition of a Visitor Services and Code Enforcement Supervisor/Senior Park Ranger position allowed for 7-days-a-week comprehensive coverage of Brookline parks and enhanced versatility and flexibility for all park ranger functions.

For many Brookline residents and park visitors, Park Rangers serve as a primary point-of-contact for the Town. Throughout the year, the Rangers serve as liaisons and advocates for the dog owners, athletic groups, playground visitors, and park abutters who visit Brookline’s parks and open spaces, and work to build interdepartmental relationships within the Town. Similar to last year, the most common maintenance issues noted on the Rangers’ daily reports was litter. Rangers picked up over 25,000 pieces of litter from Brookline green space over their nearly 1300 park visits. Additionally, park rangers monitored and managed goose activity and waste on a daily basis at Brookline Reservoir Park and Larz Anderson Park from May to August.

In response to the COVID-19 pandemic, park rangers closed playgrounds and other areas in the parks, posted regularly-updated signage in multiple languages and formats, and enforced closures and mask usage town wide. Due to restrictions on indoor classes and gatherings, rangers facilitated outdoor classes, religious services and permits to utilize parks and open spaces to meet the needs of the community.

Park Rangers and other Parks staff assisted with and helped organize a major volunteer initiative with the Teen Center Summer Service Corps. Over 8 weeks, this productive workforce of roughly 50 volunteer Brookline High School students contributed over 1200 hours of labor toward pathway maintenance, habitat restoration, trail creation, drainage barrier establishment, and invasive plant removal in parks and wildlife sanctuaries throughout town.

Green Dog Program In 2020, nearly 1300 residents and 125 non-residents enrolled in the Green Dog off-leash program. In addition to processing the years’ applications and regular visits to the 14 Green Dog sites, the rangers responded to a wide array of Green Dog related issues, ranging from general inquiries on the program’s rules and regulations to resolving conflicts between dog owners to more complex issues involving complaints or concerns regarding other park users.

Rangers administered and monitored the Green Dog Program, issuing registration tags, enforcing off-leash hours and locations, monitoring usage, and responding to incidents or problematic locations. The rangers implemented new initiatives recommended from the 2019 Green Dog Advisory Subcommittee including increased communication regarding field closures and relevant issues, streamlined and concise signage and brochures outlining the rules and guidelines of the Program, and the issuance of written warnings and citations relating to the town bylaws regarding off- leash dogs.

89 www.brooklinema.gov

Forestry The goal of the forestry program is to preserve and maintain all shade trees along public ways, parks, school grounds, cemeteries, and all other public grounds. The Division provides for the safety of all public ways and grounds through the removal of dangerous limbs and trees and is responsible for replacing trees removed and adding as appropriate. The total number of trees under the Division’s jurisdiction is reported as more than 50,000. Included in that total are over 11,000 public street trees. The forestry crew is on call 24/7 to address forestry emergencies.

In 2020, the Town was pleased to receive a Tree City USA Award from the National Arbor Day Foundation for its care and stewardship of the urban forest. Brookline has received Tree City USA recognition for over 30 years.

Tree Planting The Town continues to strongly support the tree planting program with a goal of planting more trees than are removed each year. In 2020, approximately 273 trees were removed. Unfortunately, due to COVID-19, the Town had to postpone their scheduled spring tree plantings. Approximately 246 street and park trees were planted in autumn, but many of the proposed 2020 plantings have been postponed to spring 2021. A wide variety of trees are planted to ensure that species diversity is maintained. Species diversity helps in protecting the Town’s urban forest from attack by a single disease or pathogen, such as Dutch elm disease, Hemlock Woolly Adelgid or the Emerald Ash Borer.

The three-member Tree Planting Committee, established in 1886, supervises the selection, planting and removal of all street trees in Brookline. Nadine Gerdts is the Chair of the Tree Planting Committee and serves with Hugh Mattison and Elizabeth Erdman.

Urban Forest Climate Resiliency Master Plan In February 2020, the Town of Brookline was awarded a Municipal Vulnerability Preparedness Program (MVP) Action Grant from the Commonwealth of Massachusetts to develop an Urban Forest Climate Resiliency Master Plan. In March 2020, the Parks and Open Space Division had a successful bidding process and executed a contract with Kyle Zick Landscape Architecture, Inc (KZLA). The contract extends over a one-and-a-half year period, with an anticipated completion date of June 2021. The Urban Forest Climate Resiliency Master Plan is intended to position the Town to proactively prepare for and mitigate the impacts of climate change on the Town’s public and private trees. The Urban Forest Climate Resiliency Master Plan includes an assessment of the health and condition of the Town’s street trees, an analysis of the entire urban forest using LiDAR technology, a review of the Town’s forestry budget, operations and management practices, and the development of goals and actionable recommendations to enhance the resiliency of Brookline’s urban tree canopy. The plan will also be utilized as a tool to identify how Brookline can best serve the community, particularly Environmental Justice neighborhoods and vulnerable populations most susceptible to climate change impacts, such as the urban heat island effect.

Conservation The Brookline Conservation Commission is responsible for the administration of environmental laws and policies, open space protection and management, water management, and preservation of natural features of the environment. The Commission administers and enforces the Massachusetts Wetlands Protection Act and the Brookline Wetlands Protection By-Law through its review of permit applications and issuance of Determinations of Applicability, Orders of Conditions, Certificates of Compliance, and Enforcement Orders.

In 2020, the Conservation Commission held two quarterly updates with a representative from the Brookline Greenspace Alliance to review the status of the Open Space and Recreation Plan’s action items and associated deadlines.

Cemetery Walnut Hills Cemetery The initiative of the Division is to provide excellent maintenance and management of the Walnut Hills Cemetery to support the dignity, tranquility and overall appearance of the cemetery and visitor experience. Town staff and the Cemetery Trustees rely on the Master Plan for the Walnut Hills Cemetery as the guiding document for short and long term improvements.

2020 Annual Report

Old Burying Ground The Friends of the Old Burying Ground, supported by Town staff, continue to fundraise to support the full restoration efforts of the historic stones and markers. The team reviewed conservation efforts achieved over the last 18 years and prioritized preservation efforts for the remaining monuments and memorials.

Water and Sewer Division

The Water and Sewer Division operates and maintains the Town’s water and wastewater systems consisting of 355 miles of piping and appurtenances that provide the entire population with reliable drinking water, for both domestic use and fire protection, and for the collection of sanitary sewage and storm water drainage. The operation of all three systems is accomplished in strict accordance with all federal, state and local laws, ordinances and regulations to promote the health and welfare of the community.

Under the leadership of the Director, the Division’s administrative staff efficiently and courteously handles all water and sewer business functions, including payroll, accounts payable, licensing, permitting, and customer relations. Approximately 1500 requests for information and assistance and more than 40,000 utility service invoices are processed annually, with over 3,000 billing complaints and inquiries investigated and resolved. In the past year, Division staff serviced and processed 67 applications for Licensed Drain Layers and issued 50 permits for repairs to sewers and drains.

Components of the water distribution system include over 135 miles of cast iron and ductile iron pipe, 2,027 line valves, over 1,500 fire hydrants, 10,800 service connections, and a 1.67 million gallon water storage facility. During 2020 the Division installed, repaired or replaced 130 service pipe connections, repaired 17 service and main leaks and repaired or replaced 16 fire hydrants. In addition, the Division conducted 31 fire flow tests and 30 hydrant flow tests yielding $15,250.00 in revenue. Emergency response was provided for 555 service requests and 145 complaints were investigated and resolved for water quality, water pressure, and leakage problems. The Division purchased 1,826 million gallons of water from the Massachusetts Water Resources Authority (MWRA), representing an increase of 4.6% compared to 2019 consumption with an average daily usage of 4.99 million gallons and a maximum daily usage of 8.10 million gallons on September 9, 2020. The maximum flow week occurred from 08/08/20 to 08/14/20. Retail water and sewer sales generated $28.8M in revenue.

The Town continually provides vital educational sessions to Water and Sewer Division staff in waterworks operations, confined space entry, trench safety, hydrant repair and water main leak detection, to name a few.

In 2018 the Water & Sewer Division implemented a new rate structure for billing water and sewer. The new rate structure focused on revenue sufficiency, stability, equity between customer classes and affordability. Key changes included adjustments to the ascending block rate, revised base charges to cover approximately 15% of the Division’s fixed operating and debt costs and modifications to the elderly discount.

91 www.brooklinema.gov

“Water Crew Tapping a Water Main for new Fire Service”

In 2009, the Division implemented a Water Main uni-directional Flushing program as recommended by the Department of Environmental Protection (DEP). The annual Water Main Flushing Program is an effective method of improving drinking water quality for residents and businesses, and is an integral component of a water utility’s distribution system maintenance program.

“Hydrant Flushing”

In 2018, the Division purchased leak correlation transmitters and began performing leak detection surveys of water mains, previously contracted out to a private firm, with Division Staff. In 2020, the Water Division located and repaired 17 water leaks estimated at 313,920 gallons per day.

Also, in 2020 the Water & Sewer Division completed restoration of the 1.67 million gallon Singletree Water Storage Tank Gatehouse, which houses operational gauges, valves and monitoring equipment for the storage tank and completed restoration of the interior coating of the tank.

2020 Annual Report

Singletree Water Storage Tank and Gatehouse”

The Division’s Cross Connection Control Program, established in 1989 pursuant to the Drinking Water Regulations of the Commonwealth of Massachusetts, has inspected all high and moderate high risk facilities throughout the Town and identified 1982 violations requiring the installation of nearly 2000 backflow preventer devices on irrigation systems, fire sprinkler systems and high hazard plumbing systems. Annual testing of these devices by Division staff is mandated by the State of Massachusetts regulations and yielded $77,155 in revenue in 2020.

The wastewater collection system is made up of 104 miles of separated sanitary sewer pipe. The Department of Public Works is currently completing sanitary sewer system improvements directed to eliminate inflow and infiltration. Presently the town’s average wastewater flow is 7.57 million gallons per day.

The second system comprises 101 miles of storm drains that collect runoff and roadway drainage from 3,296 catch basins and discharge through twelve drainage districts to the Muddy River, Saw Mill Brook, Stony Brook, and the Charles River. The major part of both systems was constructed between 1880 and 1930 and includes pipe sizes from 6” to 150” in diameter.

93 www.brooklinema.gov

“Brookline Avenue Drainage Improvement Project”

During 2020 emergency assistance was provided for 40 requests involving broken, plugged or backed up sewer and drains as well as the repair of 41 sewer and drain manholes and catch basins. 1,093 catch basins were cleaned generating 275 tons of sand sediment and debris.

Representation to the Massachusetts Water Resources Authority (MWRA) was provided by Jay Hersey of the Engineering Division, who serves as the Town’s designee to the MWRA Advisory Board. The MWRA service area includes sixty one (61) cities and towns.

2020 Annual Report

Recreation Department Leigh Jackson, Acting Director

Brookline Recreation’s mission is to enhance the quality of life through enriching experiences which support the Brookline Community in developing and maintaining healthy lifestyles through physical, mental and social activities. We believe in recreation for all and emphasize the values of fun, good communication, trust, respect, and inclusion. We aspire to make those values show in our work. The team at Brookline Recreation enters into each year with a set of objectives that are centered on the needs of the community and improving the delivery of service to the citizens of Brookline. We support diversity across all areas of the department and social justice movements of our time, such as Black Lives Matter.

2020 was a challenging year on so many fronts, due to the COVID-19 pandemic. The Recreation Department shut down its facilities, programs, and services in March 2020 in an effort to stop the spread of COVID-19, only keeping essential employees for continuance of operations. During that time, we shifted to support the Emergency Operations Center for the Town. COVID-19 continues to impact us and the world in profound ways, requiring us to constantly adjust to challenging protocols, innovate new ways to serve our community, all while making ongoing adjustments to the budget, programs, and staffing.

Spring 2020

As the impact of COVID-19 had far reaching implications to programs, people, and budget. We made the tough decision shortly thereafter to furlough 90% of our staff, which allowed us to maintain basic continuance of operations while also supporting our staff and minimizing the cumulative effects of having people on payroll without revenue to support it (Revolving Fund). The Town praised the Recreation Department for the quick action taken to assess our situation and implement the tough decisions necessary to close the fiscal 2020 with a balanced budget. Fortunately the Recreation Department maintained a reserve account of approximately one million, which allowed us to close the year balanced, without impacting the Town’s General Fund.

Between March and June 2020 we reassigned eight full time staff to support the Town of Brookline’s Emergency Operation Center to support the Town’s efforts to respond to COVID. We also provided recreation staff coverage to maintain continuance of the operation of all of our facilities, financial planning while implementing the rapidly changing government mandates for public programs.

In April and May we focused on managing our expenses by closing down requisitions, reducing end of year spending, and weekly discussions with The Town concerning the state of our revolving funds as well as projections on future cuts we’d need to make to 2021. We did everything possible to assure we could close in the positive with the use of recreation’s reserve fund.

95 www.brooklinema.gov

Community Update

Net Results and Viking Programs Partnership brought more people into healthy activity than we could do on our own. Recreational options to our community include, tennis (Net Results) and other outdoor recreation opportunities (Viking). The operations were completely shut down from March – May 2020.

We want to thank the Parks and Recreation Commission for their support in 2020. We hope our 2020 Annual Report gives you a picture of some of the work that we have accomplished this fiscal year for the residents of Brookline. We are thankful to our keystone partners: Parks and Open Space Division, DPW, Brookline Public Schools and other partners: Senior Center, Steps to Success for helping us meet the goals of this community. We could not succeed without the excellent full time staff (25), Part-time Staff (50) and Volunteers (hundreds per season) who come to work every day with a smile and ready to serve this amazing community.

Aquatics

Over 83,000 patrons visited the facility in FY19, and in FY20 we served 10,500+. The Evelyn Kirrane Aquatic Center was closed March 2019, and re-opened its’ doors on October 5, 2020. We opened at 25% capacity, and due to social distancing regulations, we are still at roughly 25% for all programs at the time of this report. We offered successful open swim classes from the start, added Master’s Swim Program and Dolphin Program and lessons thereafter. We were able to add socially distanced fitness classes in March. Our Aquatic Center Filter Project is still underway. In Phase 1 is complete. We expect to see more progress in late 2020/2021.

Revolving Account

Summer Camp

The summer of 2020 proved to be another successful season for Brookline Recreation Department’s Summer Camp Program. We were one of the few organizations that offered a Summer Camp program in the region due to the pandemic. We planned for a 50% decrease from our “normal” registration numbers due to social distancing limits. We were pleased and grateful for the cooperation from Public Schools of Brookline to be able to run our camp as safely as possible. Our Summer Camp programs received high praise from local families, engaged children from kindergarten – 8th grade in developmentally appropriate, enriching experiences designed this year to bring back a sense of normalcy and fun.

In 2020 we employed approximately 50 local teens, college students, and young professionals. We engaged 1196 in our active Summer Camp program, but more than that we helped our community move through the summer with a smile on their face, and activity level that was safe and enjoyable. Zero cases of COVID-19 were reported during the seven week session.

Environmental Education

The Environmental Education Division has been defined by adaptations and growth. The year started with running our 2020 Summer Nature Camps in person with 50 kids served. The summer looked completely different based on Governor Baker’s COVID – 19 guidelines, social distancing requirements reduced the amount of students and cancellation our typical field trips. The program was a great success. Fall brought our new Outdoor Supplemental Science program out of a huge demand for in person outdoor education. The Fall Series for K – 8 grade brought students to local parks, as we covered topics that supplemented units in their science curriculum. We served 80 registered students, 60 of those were unique individual students. The Division has also seen growth in our private program offerings as many groups turn to outdoor education as a safer option during COVID-19.

2020 Annual Report

Soule - Early Childhood Education

Soule Early Childhood Education is a full American Montessori Certified program. We offered a high quality early childhood environment with Montessori-Reggio program focused on thinking, independence and art for children 12 months to 5 years old. We have a great deal of culture diversity at Soule. We offer 72 families our Montessori-Reggio program that focused on thinking, independence, and art. This year the program was closed from March to October due to the COVID-19 pandemic. We opened with 22 children in care and have incrementally increased our enrollment numbers each month.

This year the Soule program focuses on social and emotional learning (SEL) to respond to the changes we all have experienced in our society, at school, and in our everyday life.

Brookline Recreation’s After School Program “ASP”

The After School Program serves the communities after school recreational needs for children aged five to ten years old. We have seen the demand for after school care in Brookline decrease in 2020, likely due to COVID-19.

We pride ourselves on being an after school program that enriches the mind, body and spirit. We also aim to bring in cultural activities that help children learn, feel connected, and celebrate Brookline’s diversity. We closed all programs and services in March 2020 due to COVID-19 pandemic through the end of the fiscal year.

Sports Program 2020

We have a popular and highly coordinated and successful Sports Program Division We had a successful Fall Sports Program with Soccer, Lacrosse, & Winter Basketball serving 1, 598 players across Brookline. We also had a successful Archery, Pickle ball, and ski program. The COVID-19 pandemic became more evident in mid-March 2020, which closed down our spring sports program through the end of year fiscal year.

Annual Brookline Day 2020

The Annual Brookline Day was canceled due to the COVID-19 Pandemic.

Enterprise Fund

97 www.brooklinema.gov

Robert T. Lynch Municipal Golf Course

In 2020 The Robert T. Lynch Municipal Golf Course was a tremendous success story for our department due to the sport being one of the most popular socially distanced sport available. The public was able to enjoy the grounds prior to opening date of May 11, 2020 (delayed opening due to COVID) and 27,232 rounds of golf were subsequently played. Covid-19 halted operations for about 60 days in total and jeopardized our ability to operate with financial responsibility and stability. It was the perfect combination for an incredible change in trajectory. The golf operation truly mitigated a major loss into a minor dip into its retained earnings to balance out the fiscal year.

The Golf Course operated safely, to create a recreational environment focusing on better customer service, efficiencies across all departments, golf course conditions and deferred maintenance, as well as improved pace of play for all golfers. We are truly committed to creating recreation opportunities all year round, and are working in 2021 to make those initiatives come to life.

In FY20, the Golf Course Master Plan was voted into Fiscal 2021 budget.

2020 Annual Report

THE PUBLIC SCHOOLS OF BROOKLINE Jim Marini, Superintendent

The Public Schools of Brookline include eight PK-8 elementary schools (Baker School, Driscoll School, Heath School, Lawrence School, Lincoln School, Pierce School, Ridley School and Runkle School), Brookline High School - a comprehensive high school for grades 9 through 12, and an early childhood program. As of October 2020, there were 7,081 students enrolled in our district, PreK-12.

The school district’s mission is to ensure that every student develops the skills and knowledge to pursue a productive and fulfilling life, to participate thoughtfully in a democracy, and succeed in a diverse and evolving global society. As the district works to fulfill this mission, we keep the following foundational beliefs in mind:

1. Brookline should expect nothing less than exceptional and equitable outcomes for all of our learners. We must use our resources to ensure that we enable every student to succeed at high levels. 2. In an effective school system, what takes place in our classrooms and our schools matter the most. The resources of the school district must be organized in a way that recognizes the centrality of our classrooms. As such, the administration supports principals as instructional leaders, so that principals can support educators, so that educators can support each and every one of our students.

Since Town voters approved the three-year operating override in May 2018, the district has focused on three major goals: maintaining the quality of education, programs and services in the face of historic and ongoing enrollment growth; maintaining small class sizes and the resources needed to fund new student supports positions in guidance, nursing, and English Learner instructors; and continued work on critical priorities including educational equity, restorative practices, professional development, and curricula review and renewal.

Five Core Values guide the Public Schools of Brookline

Our five Core Values inform all of PSB’s work. The aspirations underlying each of the Core Values are defined below. Pursuit of these values guides how we allocate our funding, people, efforts and time.

High Achievement for All

The Public Schools of Brookline inspires our students to develop a passion for learning. We support students, through strong relationships, to become invested in their learning, develop the confidence and persistence to grow as learners, and meet their goals for success in and beyond school. To pursue our value of all students achieving at high levels, the PSB is committed to:

 Maintaining small class sizes  Quality early childhood education  Inclusive classrooms and district-wide special education programs;  A comprehensive high school curriculum with an extensive variety of opportunities and programs  Differentiated instruction for all learners, preK-12

Educational Equity

The Public Schools of Brookline identifies, understands, and works to eliminates barriers to educational achievement in our schools. Educators in every school provide their students with the support needed to reach and exceed Brookline’s high standards. To pursue educational equity, the PSB is committed to the following program supports:

 District-wide strategies such as:

o High quality curriculum across all grades and all schools o Inclusive classrooms with educators and specialized instructional personnel o High quality professional development opportunities and supports focusing on instructional coaching and collaboration o Specialized programs and services district-wide in support of access for all learners

99 www.brooklinema.gov

o Literacy and math specialists across schools to provide support and create high outcomes for all students o Child Study Teams individualizing student interventions and extensions o District-wide and school specific professional development on equity o District-wide equitable access to educational technology  Targeted Support Programs such as:

o The Calculus Project o African American and Latino Scholars o Young Scholars o Steps to Success o Alternative Choices in Education (ACE) for BHS students

Excellence in Teaching

The Public Schools of Brookline understands that passionate, knowledgeable, and skillful educators are the core strength of our schools. To support excellent instruction throughout our schools, the PSB is committed to:

 Strong, effective mentoring programs for all new staff and administrators  A meaningful and structured approach to educator evaluation and support  Instructional coaching and professional development for teachers in math, literacy, and educational technology  Recruiting and retaining outstanding educators  Job-embedded professional development and a wide variety of professional learning opportunities

Respect for Human Differences

The Public Schools of Brookline provides a safe environment for expressing and exploring human differences and commonalities. Our schools create caring and understanding communities that promote a deep sense of belonging and respect for all. To support respect for human differences throughout our schools, the PSB is committed to:

 Meeting individual student needs through social-emotional learning at the K-8 schools and the high school  Professional development focused on bias and anti-racism  Ongoing review of instructional material to make them more representative of the diversity of our students and families  The METCO Program  Comprehensive district-wide Special Education opportunities  Robust school-based and district-wide English Learner program  Providing support to students through the Advisory Program at BHS  Ongoing commitment to development of Cultural Proficiency in students and staff

Collaboration

The Public Schools of Brookline commits to collaboration in all aspects of education to foster interaction among diverse viewpoints and to broaden learning opportunities for our students, educators, and community. Collaboration among faculty and between schools and our long-standing community-based partners creates the shared ownership of our schools that adds value to the lives of all community members. To support collaboration, the PSB is committed to:

 Collaboration among faculty and administrators, including

o Child Study Teams o Common planning time during which faculty members collaborate on lesson planning, assessing student work and improving instruction o School-based collaborative study groups where faculty members study topics related to strengthening instruction and improving their practice  Essential partnerships:

100

2020 Annual Report

o Parent Teacher Organizations, School Site Councils, and other specific parent groups (e.g., Special Education Parent Advisory Council, English Learner Parent Advisory Council, etc.) o Brookline Education Foundation o The Brookline High School Innovation Fund o Brookline Community Foundation o The Brookline Community Mental Health Center o Municipal Departments including the Building Department and the Public Building Division, the Public Library of Brookline, Office of Parks and Open Space; Police and Fire Departments, and the Department of Public Works, among others

 Extended Day and enrichment programs in all K-8 schools

Impact of Coronavirus/COVID-19 on the School District

The impact of the COVID-19 pandemic on school district operations in 2020 – and the ramifications to the larger school community – were profound. This unprecedented, worldwide public health emergency disrupted the normal flow of the school year. Teachers, staff, students and families worked closely to meet the challenges of the pandemic together.

On March 12, 2020, after close consultation with the Town Administrator and the Town Public Health Director, and following approval by the Brookline School Committee, the Interim Superintendent of Schools closed all public schools in the district for the period from March 13, 2020 until at least March 27, 2020. This decision reflected the fact that the school district’s first priority is the health and safety of our students and staff. With the number of COVID- 19 cases rising, and uncertainty about how the virus was spreading, closing our school buildings was advised to help stop the spread of the coronavirus and keep everyone safe.

Brookline’s decision was quickly followed by a March 15, 2020 Order from the Governor of the Commonwealth of Massachusetts, Charles D. Baker. That Order closed all public and private K-12 schools beginning on March 16, with an opening not before April 6, 2020. A subsequent announcement from Governor Baker, on March 25, extended the school closure order through May 4, 2020. A final announcement from Governor Baker came, on April 21, announced that school buildings across the Commonwealth would remain closed through the remainder of the school year.

Though Brookline’s brick-and-mortar schools were closed for in-person learning in spring 2020, remote learning was immediately planned and implemented on March 23, 2020 to provide virtual learning opportunities for our students. To facilitate remote learning, the school district distributed over 500 Chromebooks, free of charge, to our students in need.

The pivot to remote instruction required an incredible amount of work: the district had to purchase/create and fine- tune online learning platforms, teachers had to prepare lessons suitable for remote instruction and learn new ways to deliver those lessons, and students and their families had to overcome technological challenges and find space in their homes for students to learn. It was not always easy, but everyone joined together to make it work.

Public health guidance form the Centers for Disease Control in spring 2020 caused us to cancel international field trips planned for high school students, most notably a trip to Xi’an, China as part of the China Exchange Program (CHEX). In January 2020, we hosted a delegation from our partner school in Xi’an in honor of the 20th Anniversary of the CHEX program. It was unfortunate that we had to cancel the departure of BHS students - who were due to leave for China in February 2020 - during the anniversary year. Our partnership with Xi’an remains strong, and the PSC is grateful for their very generous donation of 20,000 facemasks, sent to the school district in the summer of 2020 to help us meet our personal protective equipment needs.

The April 2020 school vacation period was cancelled; we can find no record of a school vacation period having been cancelled before. The days designated for vacation – April 21 through April 24, 2020 – were instead used as remote instructional days. Families and staff overwhelmingly supported this unprecedented departure from normal practice so as to maximize learning time.

101 www.brooklinema.gov

As the 2019-2020 school year drew to a close, we were reminded that the ongoing pandemic forced the cancellation of many of the traditional celebrations that mark the end of an academic year. Celebratory field trips, student concerts, classroom shares and school picnics were cancelled due to ongoing public health concerns.

The Brookline High School graduation, however, did take place, with significant modifications. On June 14, 2020, BHS educators welcomed 12th graders to the front of the school on Greenough Street for an outdoor, rolling celebration. Family “pods” arrived at a pre-scheduled time (to facilitate social distancing): the student proceeded along the Greenough Street sidewalk closest to the school, with their pod following along with them on the sidewalk closest to the field. After picking up their diploma in front of the Schluntz Gym, students proceeded to the main steps for a photo, listened as their name was read aloud, and then had an opportunity to toss their graduation cap! The graduation ceremony was unlike any other, and yet it was a safe and important way to mark such an important milestone for our graduating seniors. The BHS leadership team and high school educators made this modified graduation ceremony possible with an incredible amount of advance planning and close collaboration with the Brookline Public Health department.

With the close of the 2019-2020 school year, we then turned our attention to the creation of a reopening plan for September 2020. With the COVID-19 virus still spreading in Massachusetts and Norfolk County, we carefully calibrated our plans to prioritize the safety of our students and staff.

The Department of Elementary and Secondary Education reduced the number of mandatory instructional days from 180 to 170. Those ten extra days were earmarked for teachers to engage in professional development and intensive planning to support the school reopening process.

The only grade level to begin the 20-21 school year fully in-person, five days per week, was the entering kindergarten classes. Kindergarten students remained in-person for the duration of the school year. Pre-K classes in the Brookline Early Education Program also were conducted in-person beginning in September 2020.

All other grades started the 2020-2021 school year on September 16 remotely. The remote start of grades 1-12 allowed the school district to continue to prepare for the safe return of all students to our buildings. This preparation included the creation of protocols for facemasks and hand hygiene, intensive building cleaning and sanitation, significant improvement to ventilation and air circulation systems, development of a contact tracing process to be used when COVID cases were identified, and the purchase of appropriate personal protective equipment.

The most important consideration – as we planned to bring more students back for in-person learning – was the public health requirement that students be seated 6-feet apart from each other. Creating this social distancing in each classroom necessarily resulted in a reduction in the number of students that could be in any one classroom at a time. These social distancing requirements then necessitated the implementation of a hybrid instructional model.

In the hybrid model, one-half of the class (Cohort A) attended school in-person on Monday and Tuesday; the second half of the class (Cohort B) attended school in-person on Thursday and Friday. Both cohorts learned together – remotely – on Wednesday. With this model, we were able to keep the number of in-person students low, which allowed space to meet the 6-foot distancing requirement.

In-person hybrid instruction began on October 20 in grades 1, 2 and 9; on October 26 for grades 3 through 8; and on November 9 for grades 10, 11 and 12.

In addition to offering an in-person hybrid learning model at the start of the 2020-2021 school year, we also offered families the opportunity to enroll their child in a fully remote option: the Remote Learning Academy. Students in grades 1-8 had the opportunity to be taught the Brookline curriculum by Brookline teachers, but in a fully remote setting for all classes every week. In September 2020, almost 700 students chose this option. The school district created this new school – the Remote Learning Academy – quickly and efficiently. A real sense of community quickly developed among the teachers and staff, who only met and worked with each other through technology. Despite the challenges of opening a brand new school – with very little planning time – the new school proudly opened with very positive classroom experiences for all students.

102

2020 Annual Report

Throughout the course of the pandemic, the Public Schools of Brookline was fortunate to be able to rely on the advice and counsel of four Expert Advisory Panels. Created by the Brookline School Committee, these ad hoc advisory panels included volunteers from across the Brookline community, most of them PSB parents. Each of the panelists brought their specific skills and professional knowledge to bear to help the school district navigate this difficult time. The panels were grouped in four major areas, including: Educational Excellence and Equity; Support to Address the Whole Child Experience; Remote Learning Capacity Building; and Public Health, Safety and Logistics. Meeting regularly, the advisory panels helped to guide the work of the school district in remote learning, and in planning for hybrid and full in-person instruction. We are indebted to all of the Expert Advisory Panel members for the countless hours they devoted to helping the school district to operate in such a challenging time.

A final impact of the COVID-19 pandemic was on our school district enrollment in September 2020. We believe that the reduced PreK-12 enrollment of approximately 700 students, between September 2019 and September 2020, is directly related to the pandemic. We anticipate that enrollment will rebound to pre-pandemic levels as the public health situation improves.

School Construction Projects

The school district has embarked on a process to address the long-standing enrollment growth that we have faced. Since 2005, the school district’s K-8 student population has grown by 41%, or 1599 students. By adding the equivalent of four K-8 schools into existing buildings and rented facilities, our system experienced a serious degradation of instructional infrastructure. Squeezing so many students into existing spaces resulted in dramatically overburdened teaching and learning spaces, as well as cafeterias, gyms, and administrative offices. Spaces needed for contemporary education, such as dedicated rooms for special education, English Learner (EL) instruction, project based learning, and teacher collaboration, are lacking. The following school construction projects will help us to address these issues:

Driscoll School Building Project

On December 10, 2019, the voters of Brookline approved a debt exclusion override to fund the new Driscoll School, reaffirming the town’s commitment to provide an extraordinary education for every child.

The Driscoll School, currently a 3-section school (that is, three homerooms at each grade, K-8), will expand and become a 4-section school, thereby increasing district capacity and addressing overcrowding. The new school will be built on what is now the school’s playground, bordering Washington Street; once the new school building is completed, the current school will be demolished and the playground will occupy the portion of the site bordering Westbourne Terrace.

In 2020, the Driscoll School Building Advisory Committee collaborated with the architects to prepare for construction and refine the design plan. We anticipate that the construction of the new Driscoll School will begin in May 2021, with the new school ready for occupancy in fall 2023.

Brookline High School Expansion and Renovation Project

The significant construction work on the Brookline High School project continued – with a brief pause due to the COVID-19 pandemic – throughout 2020.

The building at the corner of Tappan and Greenough Streets was demolished. In its place a new Science, Technology, Engineering, and Math (STEM) building will be built. The STEM building is expected to be ready for occupancy in September 2021.

The Town acquired a property at 111 Cypress Street and the existing building on the site was demolished. A new building is being built in its place, with a new address of 22 Tappan Street. This new high school building is rising up and over the MBTA tracks, thereby creating a main entrance from Tappan Street and incorporating the building into the larger BHS campus. In cooperation with the MBTA, and in recognition of the air rights to build up and over the trolley tracks, the high school construction project will also address improvements to the Brookline Hills MBTA station, to the benefit of the entire community. The planned occupancy date for this building is January 2022.

103 www.brooklinema.gov

The construction project will also include renovations to the third floor of the main building and renovations to the Tappan gymnasium, as well as improvements to Cypress Field and Playground.

Pierce School Renovation

Enrollment at the Pierce School has grown by 57% since 2006, and the school is in need of renovated and improved instructional spaces, as well as an expansion of core spaces such as the library, cafeteria and gymnasiums.

In April 2020, we were notified that the Massachusetts School Building Authority (MSBA) voted to invite the Town of Brookline to collaborate with them in conducting a Feasibility Study for the school renovation project. This vote followed our timely completion of all of the requirements of the MSBA’s Eligibility Period. During the Feasibility Phase, we work with the MSBA to find the most fiscally responsible and educationally appropriate solution to the building/space problems identified at the school. Meetings continued throughout 2020 to fulfill the MSBA requirements and move the project forward.

104

2020 Annual Report

Library Sara Slymon, Director

2020 was a most unexpected year. The library was proud to be able to maintain services throughout the COVID-19 pandemic, and to provide programming, readers advisory, and library materials to support the movement for social justice and racial equity.

Service:

Total circulation for all three libraries for the year was 1,244,030 items. This translates to 207 items per hour for every hour that the libraries were open. The circulation statistic is not tracked for the calendar year, but rather the FY. Notable is the fact that we circulated 3,000 more items FY20 than we did in FY19, despite being completely closed for three months.

We had some fascinating programs in support of our strategic plan this year, despite the pandemic. We continued our “De-Colonizing Dewey” project. The Library uses the Dewey Decimal classification system. Unfortunately, Melvil Dewey was notoriously misogynistic, racist, and anti-Semitic. Which led to a theoretically sound, but practically problematic classification system. The Technical Services Department has been reclassifying all of our non-fiction collections with more modern and appropriate categorization headings.

Staff pivoted to online programming, increased our programming for children and teens dramatically, and added more Chinese language programming.

In pursuit of our goal of “Technology for All” we began offering laptops for loan to the public, and coupled them with Wi-Fi hotspots for patrons who do not have internet at home. We also loaned all of our laptops to the School Department during the spring lockdown and they were distributed to students and families who did not have the technology they needed for online learning, as the School Department got up to speed. Wireless and remote printing was offered at all locations to help folks who don’t have printers at home.

Administration:

Administrative priorities were almost entirely based around management of the pandemic and focusing on supporting initiatives to forward social justice and racial equity.

Communication with the staff and the public in the face of an ever changing and dangerous environment was paramount. Keeping the public and the staff as safe as possible was also prioritized.

105 www.brooklinema.gov

The Library Director was honored to serve on the COVID-19 Task Force. This task force was instrumental in helping Brookline through the difficult decisions facing every Town Department and every resident.

During lockdown we were proud of our initiatives to support the community by sewing and distributing masks, 3Dprinting ventilator valves and ear protectors, volunteering at the call center, and hosting the Fire Department at the Brookline Village library.

The Library staff and Administration were the beneficiaries of many kind notes, letter, and social media posts from the community, supporting us and appreciating our work. It was so inspiring, and we were all so grateful.

Reference Department:

Staffing in the Reference Department remained relatively stable in 2020. There are currently eight full time Reference Librarians and one part time Senior Page. This team is responsible for the adult programming at the Brookline Village Library, reference services (in person and remote), the majority of tech support within the Library, and a variety of special programs and initiatives, including the ideaSPACE, a variety of book and social groups, and the Library’s ELL program.

The biggest challenge facing the Reference department in 2020 was the shift from in-person to virtual services in the face of the pandemic. Prior to 2020, the majority of our programs and services were offered in person. With the Library buildings closed to the public, we quickly realized a need to pivot to remote, and to find a way to allow staff to engage with the public while they were working from home. The Reference Department, working closely with the Assistant Director for Technology, was able to provide staff with the technology to resume phone service from home. In 2020, the Reference department answered 18,613 calls (up from 15,441 in 2019).

The Reference Department’s technology team worked to help staff move to remote programs over Zoom and on social media. This change required a tremendous amount of staff training and resulted in the adoption of a number of new technologies. They developed a comprehensive training program to help staff get up to speed with the new software and hardware they would need to use in order to livestream programs. This allowed the Library to expand the number and type of programs we were traditionally offering.

106

2020 Annual Report

The Reference Department’s programming team continued to offer a variety of exciting and relevant programs in addition to our monthly social groups. Some of the highlights or our 2020 programming slate include two very successful local author talks, writing workshops, a circus arts fitness program, a genealogy workshop, and our extremely popular Civic Engagement Series in partnership with the Office of Diversity, Inclusion, and Community Relations and the League of Women Voters. In addition, we developed a series of virtual displays to highlight collections from around the Library.

Our archives team worked diligently to improve access to our special collections and the Local History collection, starting by digitizing a large collection of the Brookline Chronicle and Chronicle microfilm. The team has also been very busy working to rehouse a number of our rare and fragile materials, improving their survivability.

The ideaSPACE, originally slated to launch in April 2020, went virtual, as well. In

Technical Services:

The Technical Services department processed 18,256 new items for the collection in 2020. This is a remarkable feat, considering they could not work in the building from March to June and they have divided their time between in-library and work-from-home time since then. While the library was closed to staff and the public, the Department Head, Colin Wilkins, volunteered to go into the building to receive deliveries, unpack boxes of new materials, and store them until staff could return to process them. Library Assistant III, Joyce Shan, developed a way to process invoices from home and communicate with the Business Manager to ensure that bills would continue to be paid during the shutdown.

Tech Services experienced some staff turnover during the year. A cataloger and a library assistant left to pursue other career opportunities, so we welcomed Tony Corsentino in July as a new Librarian I cataloger and Stephanie Salazar in October as a new Library Assistant II. Tony worked previously in the Reference department as a part-time Reference librarian, and Stephanie came to us with library experience in both Texas and the Boston areas.

In addition to processing new materials for the collection, Tech Services also juggled a variety of projects. They continued working on the reclassification of the adult nonfiction collection to update problematic and obsolete call numbers; engaged in relabeling of Youth Services collections to improve their usability and browsability; undertook an inventory of catalog records in the adult nonfiction collection to assess them for accuracy; and assisted both the Reference and Circulation departments in a variety of tasks, including telephone and chat reference, check-in of materials, and assisting patrons with hold pickup. In all of these activities, Tech Services staff showed admirable flexibility in reconfiguring their workflow to accommodate COVID restrictions while still maintaining excellent communication and teamwork.

Putterham:

This year the Putterham location provided many opportunities for community enrichment and engagement. The Library hosted community art exhibitions. Library staff facilitated an assortment of in person programs for ages 0 months - 104 years, including storytimes, the popular Come Play With Us program, LEGO Club, Homework and Hot Cocoa, Mahjong, and the Council on Aging Book Group.The Library also hosted a Tween Mindfulness Program, and Gentle Chair Yoga which was generously sponsored by the Library Trustees and The Friends of the Brookline Library.

Library staff also worked on several reclassification projects among the collections to make titles more discoverable as a continuation of last year’s collection shifting project.

When the physical building was closed due to the worldwide pandemic caused by the novel coronavirus, COVID-19, Library staff successfully shifted programming to the virtual world, including Virtual Council on Aging Book Group as well as Virtual Gentle Chair Yoga. In partnership with Brookline Interactive Group, Library staff was able to offer Gentle Chair Yoga to a much larger audience streaming the program through Zoom, Facebook, and local access cable TV.

New bathrooms were designed at constructed near the program room. They are ADA compliant, replete with touchless fixtures (sinks, air dryers, etc) and more attractive than the 1960 originals.

107 www.brooklinema.gov

The Putterham Library lost a much beloved member this year. Our Guinea Pig, Ralph, passed away after a nine-month- long illness. When the Library closed in March, he enjoyed spending time at a Library staff member’s home, where he was doted on and made friends with the resident cat, dog, and bearded dragon. He returned to the Library in the summer, but he succumbed to his illness in September. In November 2020, the library distributed a Rock Painting Kit in his memory and asked the community to return one painted rock from the kits to be added to a community rock garden which will be displayed outside the building in the spring of 2021.

Coolidge Corner:

In February 2020, Coolidge Corner once again celebrated Lunar New Year with a wildly successful program featuring treats, puzzles, a calligraphy demonstration, and dragon dancers. Since March, Coolidge Corner staff have continued to focus on providing outstanding service at the doors and building connections to the community through online events. Caroline Richardson, the branch’s youth services librarian, co-runs a Dungeons and Dragons game for teens and tweens, and Ricky Sirois and Brita Zitin run book groups that continue to draw crowds via Zoom equal to the prior in- person attendance.

The staff is taking full advantage of the opportunity to spread out in the building and work on some much needed projects. The collection is being tidied up by standardizing location of barcodes and spine labels that help keep everything in its place. The collection is also assessed to ensure that everything on our shelves is pertinent to library users, in good physical condition, and up-to-date with the most recent information. In addition to this large-scale project, the children’s room received new furnishings and educational panels thanks to a generous grant from the Kitchings Family Foundation. These will be a huge boost to the very busy space once we welcome the public back to the buildings.

The Coolidge Corner Children’s Room also did a major re-organization to improve user experience. All collections were shifted to a circular growth model, where books for babies are the starting place, and you move around the room from collection to collection in a fluid circle as you grow in to picture books, easy readers, intermediate, and then chapter books. The expectation is that this will provide a less chaotic experience for patrons.

A full audit of the World Language Collection was completed, and the section of Spanish Language books was funded more robustly in order to meet increasing demand.

Youth Services:

The Youth Services Department met every challenge in 2020 with creativity, flexibility, and enthusiasm. From virtual storytimes to online gaming programs, we have sought to meet the new and existing needs of our community in as many ways as possible.

108

2020 Annual Report

Standout efforts include a fully-virtual summer reading program that partnered with the Brookline Food Pantry to support our community while also supporting summer learning, new 100 Books Before High School and Graduation programs to encourage and prioritize leisure reading for our middle and high school patrons, a Picture Book and Easy Reader Surprise program that makes it easier for families with young children to access library materials without access to the building (we’ve shared over 17,000 books and counting), and the astoundingly popular activity kits that provide opportunities for creativity and skill building for patrons of all ages.

We increased the size of our department, adding staff with vital skills to serve in much-needed capacities, including three new part time staff (one librarian and two library assistants) who all speak Mandarin, and a part time librarian to help bolster our teen and tween services.

Youth Services staff have also had the opportunity to partner with other library departments as we’ve provided services to the community during the Covid-19 emergency, demonstrating a flexibility and commitment to service that drives daily operations in good times and bad. They served as reference librarians and circulation staff, partnered with colleagues in Reference to create processes activity kits, and our department was split among library branches in order to continue service in the face of furloughs and capacity restrictions.

The children’s Room at the Brookline Village library received all new carpet, paint and furniture and can’t wait to welcome patrons back to see it.

Circulation Department:

2020 began for the Circulation Department with efforts to increase space in our patron reserves area, improve workflow, and continue training to ensure we offer the best possible customer service.

In mid-March the COVID-19 Pandemic abruptly halted our efforts. In May all part-time library staff were furloughed. Part-time Library Assistants and Pages make up the majority of the Circulation Department, our team of nineteen was reduced to a team of four full-time staff members, working from home. Circulation Supervisor Gina Wise assisted with

109 www.brooklinema.gov

Reference duties and contributed to frequent Department Heads meetings where brainstorming and planning for the future was weekly, instead of monthly.

Life in a pandemic necessitated many changes for the safety of staff and the public. Most notably, both staff and patrons were pleased once we moved from limited, scheduled pickups, to walkup service at any time during operating hours.

During this early time of service to the public during the pandemic, as a direct result of limited staffing, Gina Wise was recruited to work at our Putterham location through October. Additional staffing changes included: welcoming full-time Library Assistants from Coolidge Corner to the Circulation Team at Brookline Village.

In November, the part-time Circulation staff returned with energy, grace, and open-minded to the radically different schedule and workflow. The Circulation staff continued on with a positive outlook (and many steps on their pedometers) through the end of the year.

Custodial:

The physical plant of the library was well managed in 2020. We have a team of four incredibly thorough full time custodians who keep all three buildings ship shape. They were dedicated to helping shut the building down in the Spring, reporting to accept deliveries, paint, install new technology and furniture, and clean out refrigerators. They adapted quickly to new cleaning protocols and have been dedicated to keeping patrons and staff safe.

Trustees:

The Board of Library Trustees consists of twelve elected members, serving staggered three year terms. The Board sets policy and oversees the management of the library system.

The Trustees are visionary and enthusiastic supporters of the Library who provide funds for books, library materials, professional development and continuing education, and staff professional days. The Trustees augmented the Town appropriation by almost $200,000.

Gary Jones, Jon Margolis, Karen Livingston, and Chris Chanyasulkit were re-elected. Regina Healey, Carol Axelrod, and Carol Troyen Lohe will be eligible for re-election in the spring of 2021.

We bid a fond farewell to Trustees Puja Mehta and Vivien Goldman at the end of 2020. We thank them for their years of dedicated service.

In January, 2021, Kristin Hung and Matthew Shakespeare were appointed to the Board of Library Trustees. They will both run again in May of 2021.

The staff continues to work through the Trustees five year strategic plan with much success. https://www.brooklinelibrary.org/about/trustees/

Friends:

The Friends of the Brookline Public Library were established as an independent 501©3 corporation in 1981. Through an ongoing book sale the Friends raise funds to supplement and enhance library service. They have sponsored a growing number of programs, including storytellers, musicians, magicians, green initiatives, senior socials, film festivals and other educational and entertaining events.

The Friends are one of the primary sponsors of staff development and continuing education. This enables the staff to offer the best and most current library practices to the community. In 2020 the Friends ability to support staff in this way was severely curtailed by the cancellation of all conferences.

The Friends generously supported Craft Along programming in order to help patrons connect with librarians during the isolating times of COVID.

110

2020 Annual Report

Brookline Library Foundation:

The Brookline Library Foundation was incorporated in 1999 as an independent non-profit 501©3, whose purpose was to raise funds in support of the renovation of the main library. After contributing $4 million for the Main Library renovation project, the Foundation continued to raise significant money to support the library.

The Foundation pays for Children’s Programming, new book collections, innovative library technology, digital resources such as Hoopla and Kanopy, and our Museum Pass program.

In 2020, the Trustees very generously supported all of their regular channels, but also provided money for technology for live broadcasts of programs.

Conclusion:

I want to thank the Trustees, Foundation, Friends, and people of Brookline for your robust support of the Public Library of Brookline. I would like to thank the staff for all of your hard work, creativity, innovation and devotion to the highest level of service to the Brookline community; it is an honor to lead such a dedicated group of individuals. The Trustees and Staff all appreciate the support of the Select Board, Advisory Committee, Town Meeting, and other municipal departments. We look forward to 2021.

111 www.brooklinema.gov

Brookline Interactive Group Kathy Bisbee, Director

I know I am in good company when I describe last year like a Boston marathon that never ended, without any water stops or a finish line, and the whole course seemed like going up Heartbreak Hill, over and over again.

What started with an all-day, then week-long, open zoom channel for our staff to troubleshoot technical problems that quickly turned into a massive transitioning of all of our systems into a remote television station. We brought fresh daily content to Brookline viewers remotely via our channels and streamed live to YouTube and Facebook along with curbside media making services to our members.

We expanded our coverage and technical assistance to town officials, staff, committees, departments, and nearly every organization in Brookline, TRIPLING the amount of content produced by our team and the community. Watch our highlight reel for 2020 that perhaps best describes our work and contributions: https://brooklineinteractive.org/highlighting-big-2020/

While four of our six staff and contractors came down with cases of COVID and two were out on extended medical leave, we persevered, with no technical down time, continuously increasing our media, education, and technical training and community coverage services. 13 months after the pandemic began, we are working closely with Town staff to plan equipment and staffing to adapt again for hybrid meetings, which will allow more residents to engage in civic participation, in-person and remotely.

112

2020 Annual Report

Founded 35 years ago, Brookline Interactive Group (BIG), formerly known as BATV, is an independent, non- profit organization serving the community media needs of the Brookline community.

Rooted in the legacy of public access television, BIG’s funding, relationships, and education programs are focused on traditional media and a cable-distribution model. BIG offers extensive training in digital storytelling, video production and editing, graphics and animation, as well as web development, providing access to high-quality filmmaking and studio equipment to all of Brookline.

BIG’s community cable channels distribute public safety and community governance information, coverage of community-wide discussions, government meetings, public hearings, community news journalism programs, and provides media coverage for hundreds of hours of local events, lectures, and performances.

BIG is the only source of hyperlocal, broadcasted community content, amplifying the voices of all residents, offering public access to media making equipment, and providing classes for low-income residents, job training programs for youth, and comprehensive tech training for seniors, all in collaborations with nearly all nonprofit, education, and media services such as web and graphic design, outreach, social media, streaming and editing production services to governmental committees and entities in Town.

113 www.brooklinema.gov

BIG operates two traditional community cable channels and multiple live cable streams online, live streamed on Facebook and YouTube and via cable television over Comcast and RCN. BIG’s Civic (government and educational) channels are Comcast 23 and RCN 15; Community (public access) channels are Comcast 3 and RCN 3 & 613.

Summary of BIG’S Key Programs in 2020

 Live coverage via cable and online platforms and archiving of Town Meeting, Select Board and School Committee meetings, as well as over 500 other community meetings as requested and staffing allows  Extended education & remote learning opportunities for youth and seniors  During COVID-19 BIG quickly pivoted to provide a nationally-recognized, innovative response . Increased government coverage and training programs for electeds, staff and Town committees and commissions beginning on March 16th, 2020 . Daily Public Health & Emergency Information posts supporting local businesses, nonprofits, and town departments and committees/commissions regarding Covid-19, 250 posts in 2020 . Improved quality of live meetings, all managed remotely . Customized programming for seniors- i.e. printed program guide, intergenerational storytelling, health and safety information,and the production of historical documentaries for Brookline Community Aging Network (BCAN), the Brookline Senior Center, MLK Day Celebration Committee, and the League of Women Voters, and many others. . Increased coverage of community decision-making (including elections forums and live election night coverage, voter education videos, BHS graduation) and created graphics, videos, and produced fundraising events for community support organizations (including for Mutual Aid Brookline, Safety Net, The Brookline Food Pantry, BCF, Brookline Strong, Brookline Community Engagement Committee, CDICR, Inclusive Brookline, BTC, Steps to Success, Brookline Youth Awards, etc.) BIG is being awarded the 2020 Cultural Contributor Award by the Brookline Commission for the Arts. This award is an annual award recognizing one person or organization that has made a significant contribution to the cultural life of Brookline.

BIG is one of the most innovative community media centers in the country, establishing public access to traditional and emerging media and storytelling, awarded regional, national and international recognition for the high caliber of individual, youth, senior and staff-produced media content and documentaries.

BIG’s project, the Public VR Lab, is building a new field for community-based virtual and extended reality (XR) through facilitating community access to VR tools, creating best practices, providing low-cost training and equipment, and

114

2020 Annual Report producing XR content in the public interest. BIG’s innovative project, Arrival VR, an immigration/migration project of 400 years of American immigration/migration, is currently under consideration for adoption by the national Innovation Lab of the AARP.

Visit www.brooklineinteractive.org to read more about BIG’s work in Brookline and beyond.

115 www.brooklinema.gov

Planning And Community Development Alison C. Steinfeld, Director

The Department of Planning and Community Development is focused on preserving and enhancing the quality of life of residents by protecting and improving neighborhoods; insuring quality development; promoting appropriate economic development; and safeguarding and advancing the amenities that make Brookline a desirable place in which to live, work and invest. These activities include reviewing development and redevelopment projects; working with developers, property owners and regulatory boards to refine proposals; preserving the community’s historic and cultural integrity; maintaining and expanding diverse housing opportunities; undertaking long-term, proactive planning initiatives; strengthening and expanding the tax base; promoting sustainability initiatives; exploring grant opportunities; and administering the federally funded Community Development Block Grant (CDBG) and HOME Investment Partnership (HOME) Programs. Planners support a host of boards, commissions and committees and work closely with other municipal departments. Consistent with Town policy, the Planning Department is committed to engaging, informing and educating the public and performing its responsibilities in a transparent manner.

2020 was an extraordinary year. A worldwide pandemic required sacrifices and significant adjustments to both our personal and work lives. Most of the Planning Department worked remotely throughout the pandemic, made possible by the dedication of our administrative staff who continued to work in Town Hall. Staff and our volunteer boards, committees and commissions responded to the need to socially distance by quickly and successfully learning to conduct virtual public meetings and hearings in order continue to fulfill our responsibilities to the community. Not only did active public participation continue throughout the pandemic, it appears, at least empirically, to have increased in response to the expanded availability of meetings to a broader public. A department-wide priority was placed on doing whatever we could to support our vulnerable populations as well as the municipal departments that are directly involved in emergency response. The Planning Department: worked with the Office of Emergency Management to submit a grant application to provide the elderly with access to the internet in order to help address their isolation and security needs; immediately cobbled together small, intermittent amounts of surplus federal grant funds to help address the food and rent crises before any federal funding was available; administered federal stimulus funds; and provided information, moral support and, when available, financial assistance to our small business community.

The Planning Department consists of the Regulatory Planning, Community Planning, and Economic Development and Long-Term Planning Divisions. A Sustainability Division will be added to the department in 2021 upon the hiring of an Assistant Director for Sustainability Planning. Each division is led by a division head under the supervision of the Planning Director, Alison Steinfeld. Administrative support is provided by Linda Hickey and Derick Yung. Planners, who represent diverse disciplines within the planning profession, are encouraged to share ideas and expertise in order to promote and support the best interests of the Town.

REGULATORY PLANNING The Regulatory Planning Division focuses on land use regulations, including zoning, subdivisions and historic preservation. The Town’s land use regulatory functions are performed by both the Planning and Building Departments, requiring interaction and cooperation within and between the departments as well as boards and commissions. Managed by Assistant Director for Regulatory Planning Polly Selkoe, the division consists of Senior Planner Maria Morelli, Planner Victor Panak, Zoning Coordinator-Planner Monique Baldwin and Preservation Planners Valerie Birmingham and Tina McCarthy.

Regulatory Planners provide staff support to the Zoning Board of Appeals (ZBA), Planning Board, Preservation Commission, Zoning By-Law Committee and Design Advisory Teams (DATs). Staff guides applicants through the special permit, variance, design review, demolition, preservation and Comprehensive Permit processes; and provides professional guidance to the regulatory boards and commissions. The division also conducts research to guide the physical development of the community, seeks to protect the historical integrity of Brookline while helping to plan for changes to the built environment, prepares and reviews zoning amendments for consideration and approval by Town Meeting, and undertakes land use studies.

Land Use 116

2020 Annual Report

Zoning Board of Appeals The ZBA, a three-member quasi-judicial board appointed by the Select Board, is responsible for reviewing and approving applications for relief from the Zoning By-Law. The ZBA is also statutorily responsible for ruling on Comprehensive Permit applications to construct subsidized housing under G.L. Chapter 40B. The Board is comprised of three members: Chairman Jesse Geller, Mark Zuroff and Johanna Schneider; and three Associate Members: Kate Poverman, Randolph Meiklejohn and Paul Bell.

The ZBA typically meets weekly to hear cases under G.L. Chapter 40A and the Town’s Zoning By-Law. Members also serve on panels to hear Comprehensive Permit cases under Chapter 40B. “40B” projects are eligible for expedited review as well as exemptions from Zoning Codes given that they include a set percentage of subsidized housing consistent with State statute and regulations. Both the ZBA and Planning Department are committed to representing the interests of the Town and individual neighborhoods to the maximum extent possible within the statutory constraints imposed by Chapter 40B. In 2020, the ZBA received Comprehensive Permit applications for three projects: 500 Harvard Street (30 residential rental units plus ground floor retail), 209 Harvard Street (44 residential rental units plus ground floor retail), and 217 Kent Street (90 residential rental units).

Planning Board The Planning Board, appointed by the Select Board, consists of: Chairman Steven Heikin, Linda Hamlin, Blair Hines, Matthew Oudens, Mark Zarrillo and James Carr.

Based on professional advice provided by the Planning Department, the Planning Board makes recommendations to the ZBA on all development proposals that require zoning relief under G.L. Chapter 40A; and reviews most telecommunication facilities as well as all proposed commercial signage, awnings and façade alterations. The Planning Board convenes Design Advisory Teams (DATs) and provides recommendations to Town Meeting relative to land use matters. Members also serve as liaisons to other Town committees, including the Zoning By-Law Committee, Open Space Committee and Housing Advisory Board.

In Calendar Year 2020, the Planning Board and ZBA reviewed a total of 69 applications for zoning relief including new residential units and additions, conversions of existing dwellings for additional units and construction of new commercial structures and uses. The addition to the Coolidge Corner Theatre, a Brookline icon, was one of the most notable projects that successfully proceeded through the review and approval process.

Zoning By-Law Amendments The Planning Board conducted several required public hearings for zoning amendments submitted to Town Meeting. Numerous zoning warrant articles were discussed and acted upon at fall Town Meeting, including the following that were approved: Article 23, which amended the Zoning By-law to make all pronouns gender- neutral; Article 25, which provided for public hearing notifications to tenants as well as property owners and; Article 7, which amended the Affordable Housing Requirements of the Zoning By-law to revise the definition related to income qualification and lower the number of units that trigger affordable housing requirements from six to four. Article 9, which would have allowed Short Term Rentals in a limited fashion, was referred to a Moderator’s Committee for further work.

Led by the Regulatory Division, planners from all divisions as well as representatives of the Building and Legal Departments participated in reviewing and molding a proposal by Welltower, a nationally recognized developer, to purchase the now-former Newbury College and develop a senior life care facility on part of the premises. As a result of successful negotiations, the remainder of the property was sold to the Town for municipal use following a townwide election and Town Meeting approval. The development, to be known as “The Balfour at Brookline,” will be a senior living facility consisting of independent and assisted living as well as a memory care facility. An overlay district and associated agreements were approved by Town Meeting.

117 www.brooklinema.gov

Preservation The Town’s Preservation Planners advise property owners regarding historical and technical restoration procedures as well as the mechanisms available to protect specific properties and neighborhoods. Preservation Planners ensured that applications could be submitted electronically and public hearings could be managed and held virtually to ensure that applications were processed and heard in a timely manner. Preservation Planners provide professional and technical staff support to the Preservation Commission, which includes Chair Elton Elperin, Vice-Chair Richard Panciera, David King, James Batchelor, Wendy Ecker, David Jack, Peter Kleiner, and alternate member Elizabeth Armstrong.

Local Historic Districts The Town has eight Local Historic Districts (LHDs): Pill Hill, Cottage Farm, Graffam-McKay, Harvard Avenue, Chestnut Hill North, Lawrence, Wild-Sargent and Crowninshield. LHD-designation requires that any changes to a property that are visible from a public way be reviewed and approved by the Preservation Commission in order to protect the historic integrity of the district. In 2020, the Planning Department received 139 applications for exterior work and changes in these districts. Preservation Planners regularly worked with applicants throughout the design and application process to ensure that the proposed work was consistent with the LHD Design Guidelines. In 2020, the Preservation Commission and Preservation Planners continued the process of reviewing, revising, and expanding the existing LHD Design Guidelines. Additionally, a Boston University graduate student served as an intern, reporting to the Preservation Planners to facilitate the process. The updated Design Guidelines are anticipated to be completed in 2021.

Demolition The Preservation Commission is responsible for reviewing any project that involves the complete or partial demolition of a building or structure under the Demolition By-Law. Consistent with the by-law, buildings must be evaluated by the Preservation Planners to determine their historical and/or architectural significance before a demolition or building permit may be issued. If the Planners initially determine that the property is significant or potentially significant, a public hearing is scheduled with the Preservation Commission, during which, the Commission reviews the Preservation Planner’s case report and votes whether or not to uphold the initial determination of significance. If the Commission agrees that the property is significant, a 12-month demolition delay is imposed or, in the case of buildings listed or eligible for listing in the National or State Register of Historic Places, an 18-month delay.

The Preservation Commission reviewed 62 demolition applications in 2020, of which 31 were ultimately determined significant. The Preservation Commission may lift the stay of demolition prior to its expiration in exchange for design review and approval of the new construction or proposed alteration. Preservation Planners regularly work with property owners at all stages of project planning to protect Brookline’s historic and architecturally significant properties and features and to assist property owners in understanding and working with the review process.

Certified Local Government and Town-owned Historic Buildings The Town is a Certified Local Government (CLG), which allows for a close integration of federal, state, and local preservation activities. By extending state and federal programs to the local level, the CLG program 118

2020 Annual Report

allows the Town to complete Section 106 reviews for significant historic properties and gives added weight to any applications for grant funding. In 2020, the Town accepted a FY2020 Survey and Planning Grant from the Massachusetts Historical Commission, following which the planners managed and worked with the Purchasing Agent on the Request for Proposals (RFP) process and selected a consultant to assist in researching and documenting the Lindens and Vernon/Harris Street neighborhoods. The required match for the grant is met by services in kind provided by the planners. Anticipated completion of the project is fall 2021.

Cannabis Regulatory staff provides support to the Cannabis Mitigation Advisory Committee and seeks to identify and mitigate any impacts related to marijuana establishments in their respective neighborhoods. The Town’s second marijuana facility, Sanctuary Medicinals, received a Special Permit and license to operate an adult use marijuana retail store at 1351 Beacon Street after a rigorous site plan review process coordinated by the Regulatory Division and involving the Transportation Division of DPW as well as the Police, Fire, Building and Health Departments. All marijuana retailers will be required to participate in an annual site plan review process to better inform the license renewal process.

COMMUNITY PLANNING Joe Viola, Assistant Director for Community Planning, manages the Community Planning Division, which oversees Housing, Community Development and several general planning initiatives. Staff includes Community Development Administrator Ewana Lindo-Smith, Senior Housing Planner Virginia Bullock, Housing Planner David Guzman and Community Planner Eddie Bates.

Community Development For over four decades, the Town of Brookline has received an annual federal Community Development Block Grant (CDBG) allocation. The program provides communities with resources to address a wide range of community development needs targeted principally toward low- and moderate-income persons. Although funds are allocated via formula, securing and administering the grant requires significant staff time and strict attention to federal program regulations.

The use of CDBG funding is guided by the Town’s FYs 2021-2025 Consolidated Plan and Strategy. This plan will guide the creation of the Town’s CDBG Annual Action Plans and, ultimately, the use of CDBG funds over the next five years. Staff shepherded CDBG funds to support affordable housing, public facilities and social services targeted to the Town’s most vulnerable populations; integrated CDBG and HOME funds within the Town’s overall planning program; and, whenever possible, leveraged other private, state and federal dollars through the commitment of Town-controlled dollars to various projects.

Over $2.0 million in grant funds were administered during calendar year 2020, which includes grant fiscal years 2020 and 2021. In addition to many public service programs that serve elders, youth and other eligible populations, federal funds administered by the division helped the housing authority to address capital improvement needs at a number of its properties. In response to the pandemic, the Town received over $1.3 million in CDBG-CV (Coronavirus) funds through the March 2020 federal CARES Act. Typical staff responsibilities were put side in order to focus on targeting funds to address a variety of critical needs and expeditiously process the release of payments given the extraordinary circumstances. CDBC-CV funds were allocated to public service agencies such as the Brookline Food Pantry and the Brookline Center for Community Mental Health to provide much-needed COVID-19 relief for vulnerable and at-risk residents, primarily to stave off pandemic-related food and housing crises. CDBG-CV funds were also allocated to the Economic Development and Long Term Planning Division to provide working capital grants to businesses struggling as a result of pandemic.

Community Development Advisory Committee In advance of FY 2021, staff convened the Community Development Advisory Committee to conduct several public meetings in June 2020. At the meetings, the committee heard funding requests from CDBG applicants and then deliberated on a funding recommendation to the Select Board. In July 2020, the Select Board held a public hearing to hear the committee’s recommendation and to approve a $1.3+ million CDBG budget as part of its approval of the Town’s FYs 2021-2025 Consolidated Plan and Strategy, and the Fiscal Year 2021

119 www.brooklinema.gov

Annual Action Plan for CDBG. HUD approved the Town’s Consolidated and Annual Action plans in August 2020.

WestMetro HOME Consortium Brookline continues to be a participating member in the WestMetro HOME Consortium. Now including eleven nearby communities, the Consortium has distributed over $35 million to its member communities since its founding. Providing grants and loans to for- and non-profit developers and low-income households, the HOME Program has created hundreds of affordable housing units and leveraged millions of dollars in other public and private funds to produce affordable housing. HOME is used as a funding source in many Town-sponsored housing-related projects.

Housing Preservation and Development Housing Planners focused on creating, preserving and improving affordable rental and ownership housing by working with the Housing Advisory Board (HAB) and Select Board to channel appropriate Town-controlled resources into development and preservation projects. Staff assisted households with incomes ranging from extremely low (less than 30% of Area Median Income—AMI) to upper-moderate (maximum of 110% of AMI).

Staff coordinated with the Brookline Housing Authority (BHA) on the early stages of a new housing development to be built on the Colonel Floyd site, an existing senior housing facility on Marion Street. The property will be redeveloped to both replace 60 obsolete senior housing units and add 55 new low-income senior rental housing units. This project is possible in part due to a spring 2020 Annual Town Meeting vote requiring Welltower to contribute $6.525 million to the Town’s Housing Trust Fund as part of the former Newbury College redevelopment project. The BHA will seek Town approval of this project through the 40B process, to be initiated in 2021.

Staff continued to work with the BHA on its multi-year Strategic Preservation Initiative in order to take advantage of HUD’s Rental Assistance Demonstration Program (RAD) as well as federal and state tax credits and state and local subsidies. These resources will be used to rehabilitate and preserve nearly 500 units of affordable public housing in six different properties. Construction continued on the BHA’s first rehabilitation project—the O’Shea House—located at 61 Park Street while the second RAD project commenced at the Morse Apartments at 90 Longwood Avenue, at which a number of units and administrative space located in the building are undergoing renovations. The Town committed and closed on $1.3 million from HOME, CDBG, and Housing Trust Resources in 2020 and the Morse Apartments project is well underway.

The Town’s Inclusionary Zoning By-Law is designed to generate new affordable housing units currently serving households below 50%, 80% and 100% of AMI. Planners worked to insure that the By-Law was applied appropriately to housing developments through the creation of new housing units or via payments-in-lieu-of units—including for the Welltower project and for five affordable units received as part of a new development project at Hancock Village as well as a new condominium development at 58 Kent Street. There were no developer payments to the Housing Trust during 2020 but payments from three projects are expected in 2021.

A Request for Proposals (RFP) for the redevelopment of the Kent/Station Street parking lot for affordable senior housing was issued in 2019 and yielded three developer responses. Staff worked with the Kent/Station Street Developer Evaluation Committee to review the proposals and to make a recommendation to the Select Board on whether to engage a site developer. In July 2020, the Select Board voted to authorize the Housing Advisory Board to form a negotiation committee to work with 2Life Communities, the developer preliminarily chosen through the proposal evaluation process, to determine whether the parties can reach agreement on acceptable terms and conditions to redevelop the municipal parking lot.

Housing Assistance Planners continued to provide homebuyer and renter counseling for those seeking affordable housing in Brookline. Staff managed the resale of four deed-restricted affordable homeownership units involving affirmative marketing, which involved selecting income-eligible households by lottery, determining eligibility, and providing technical assistance to prospective buyers.

120

2020 Annual Report

Preservation of Affordable Housing Opportunities Consistent with prior years, Housing Planners worked with for- and non-profit agencies to preserve existing affordable rental housing and provide technical assistance related to the creation of new units. In 2020, staff oversaw the use of approximately $770,000 in current and previous year CDBG funds for BHA capital improvement projects at several sites. In addition, planners worked to program approximately $59,000 in CDBG funds to the Brookline Improvement Coalition (BIC) for capital improvements at its Boylston Street property, which has six affordable units.

Affordability Monitoring Housing staff is responsible for monitoring and enforcing the Affordability Requirements of homeownership and rental projects, with each development project subject to its own set of regulatory documents. Staff monitors 487 rental units at 18 properties to assure continued service to eligible tenants at affordable rents as well as 154 affordable condominium units to confirm owner occupancy.

Housing Advisory Board (HAB) HAB membership includes Roger Blood (Chair), Steven Heikin (Planning Board representative), Michael Jacobs (BHA representative), Rita McNally (tenant representative), Jennifer Raitt, Jonathan Klein and Pam Goodman. Spring 2020 Town Meeting voted to change the Housing Trust and HAB structure in order to bring the Housing Trust into alignment with state statute. As part of this, a Select Board Member was added to the HAB and the Trust will now be able to accept Community Preservation Act (CPA) funds, if the CPA participation is accepted in a future townwide election. Select Board Member Heather Hamilton now serves as a full HAB member. At fall 2020 Town Meeting, members amended Article 3.13 of the Town’s General By-laws to expand membership on the HAB from seven to nine members, with the two additional members to be low-income tenant representatives.

Housing Planners continued to provide administrative and technical support to the HAB, which is charged with providing guidance to Town staff and boards regarding Brookline's housing needs, policies, programs, and zoning tools. The HAB also serves as Trustee of the Town’s Housing Trust and, in that capacity, recommends to the Select Board appropriate investments that will help expand, support and preserve the supply of affordable housing. During 2020, HAB considered a number of new housing development opportunities, housing policy and planning initiatives.

Related to development efforts, the HAB and BHA had ongoing discussions about the Authority’s plans to redevelop the Colonel Floyd site following the linkage of funds to the Housing Trust from the Welltower project to create 100-120 units of affordable housing. The Board also had discussions with Hebrew Senior Life related to the proposed redevelopment of 108–120 Centre Street where a new senior living development is in the planning stages. It is expected to provide new affordable housing units for the elderly and could include a connection to and expansion of the contiguous Brookline Senior Center.

The HAB also:

 Provided guidance on the creation of an RFP for consulting services to update the Town’s Housing Production Plan, which was created in 2016 and for which State approval will lapse in October 2021.  Analyzed the feasibility of updating the Town’s Inclusionary Zoning (IZ) by-law, sought updates to the IZ payment guidelines with the approval of the Planning Board, and submitted a Warrant Article to expand the applicability of projects under Section 4.08 of the Zoning By-law, which was approved at fall 2020 Town Meeting.  Adjusted downward the Town’s local preference policy for housing lotteries from 70% to 25% to expand affordable housing opportunities in Brookline for a more racially diverse population.  Held public hearings related to Warrant Articles at spring and fall Town Meetings for inclusionary zoning, parking requirements, micro units, short term rentals, acceptance of the Community Preservation Act, Brookline’s share of regional housing production, and the proposed Welltower project.  Successfully recommended Select Board approval of allocating $100,000 in Housing Trust Funds to the Brookline Safety Net Program to assist families facing housing emergencies due to the pandemic.

121 www.brooklinema.gov

Planning Bluebikes Planners worked with the Metropolitan Area Planning Council and the Cities of Boston, Cambridge, Everett, and Somerville to continue to expand the Blubikes Bicycle Share System as part of a contract with Motivate International, Inc., the bike share system operator. The Town’s system grew from nine stations in 2018 to fourteen stations by the end of 2020. Staff worked with Transportation Division staff to find year-round locations for as many stations as possible. A number of new municipalities will likely join the Bluebikes system in the future, including the City of Newton, which could add additional ridership and regional mobility for Brookline residents.

Gateway East Construction commenced on the Gateway East Project in June 2019 and the project approached substantial completion by the end of calendar year 2020. Engineering, Transportation, and Planning staff worked with MassDOT’s Resident Engineer to monitor and oversee construction beginning in the spring until work ceased for the winter. It is expected that the project will be completed in the summer of 2021.

ECONOMIC DEVELOPMENT AND LONG-TERM PLANNING The Economic Development and Long-term Planning Division works to promote commercial development that enhances tax growth and offsets fiscal burdens; aids in the growth and prosperity of the town’s business community; improves the functional and aesthetic qualities of public space in commercial areas; ensures that long-term capital needs are met; implements the Comprehensive Plan; and reduces climate-changing greenhouse emission to achieve zero emissions by 2050 and prepare for climate-change impacts. Under the leadership of Economic Development Director Kara Brewton, staff includes Economic Development-Long Term Planner Meredith Mooney.

Support to the Business Community The commitment of the Economic Development and Long-term Planning Division to support our business community took on a new meaning and direction during the pandemic, which had devastating effects on the entire community—particularly the town’s vulnerable populations and its small businesses. The division refocused its priorities and energies in order to provide a creative, immediate and ongoing response to the needs of the businesses sector confronted with an extraordinarily daunting situation that had no precedent in modern times. Many of these activities involved the coordination and support of other municipal departments, all of which shared the commitment to be innovative and flexible to deal with the challenges posed by COVID. Notable initiatives included:

 Developed an Open for Business Program and “Wear a Mask” signage for Brookline businesses.  Developed, implemented and updated 15-minute “Delivery Only” public parking space signage throughout town to encourage curbside pick-up—and marshaled Planning Department volunteers to install the signs. 122

2020 Annual Report

 Reviewed nearly 60 applications and granted 14 first-round grants to Brookline businesses from the CARES Act Funding, administered by the Community Planning Division through the CDBG Program.  Worked with other municipal departments to expand the existing outdoor dining program, increasing participation from 38 restaurants in 2019 to 68 restaurants in 2020, representing a 79% increase.  Under the leadership of Select Board Member Raul Fernandez, hosted weekly virtual Town Hall meetings with the small business and non-profit communities.  Used social media to promote businesses and awareness that Brookline’s commercial sector needed community support and patronage.  Provided guidance to the business community by making staff available to respond to questions and provide information and guidance.

ED-LT Planner Meredith Mooney’s smile can’t be hidden by a mask, as she gets ready to drive around town conducting the first of many rounds of temporary delivery-only signs throughout our commercial areas. Photo credit: Liz Linder Photography

Lower Boylston Study Committee The division initiated work with the newly formed Lower Boylston Study Committee to focus on the area along Boylston Street from Brington Road to Pearl Street in order to develop a plan to revitalize the area by identifying and supporting appropriate housing and mixed-use development.

Economic Development Advisory Board Planners continued to provide support to the Economic Development Advisory Board (EDAB), which seeks to strengthen and expand the tax base to fund Town programs and services. Additionally, EDAB works to increase the value of commercial properties by promoting the vitality of our commercial areas and supporting our small businesses. Co-Chaired by Anne Meyers & Paul Saner; other members include: Cliff Brown, Derrick Choi, Alan Christ, Susan Houston, Carol Levin, Ken Lewis, Tom Nally, Marilyn Newman, Al Riane, and Don Warner.

Small Business Development Committee Chaired by Select Board Member Raul Fernandez, this Committee is dedicated to studying and recommending methods to the Select Board to incubate, launch, recruit and sustain small businesses in Brookline; special attention is paid to minority and women-owned businesses. The Committee’s efforts focused on providing support to the business community to respond to the economic impacts of COVID-19. Chaired by Select Board Member Fernandez, other members include: Elias Audy, Raj Kumar Dhanda, Talia Glass, Melissa Tapper Goldman, David Leschinsky, Anne Meyers, Debbie G. Miller, Caitlin Starr and Debbie Raisner Thompson.

123 www.brooklinema.gov

Sustainability and Climate Action Committee In response to the Town’s commitment to promote sustainability and energy efficiency and to address climate change, the Town created a Sustainability Division housed in the Planning Department to be led by an Assistant Director for Sustainability Planning. The Division will become operational in early 2021. During 2020, the Economic Development and Long-term Planning Division retained responsibility for undertaking and administering sustainability initiatives while participating in recruiting and interviewing candidates for the new position.

In 2020, the division coordinated the administration and monitoring of a $240,966 Green Communities Grant to the Public Buildings Division, which funded energy conservation measures, including LED lighting, in the Public Safety Building, Public Health Center, Brookline Village Library, Lincoln School and Soule Recreation Center. Further, the Economic Development Director applied for and secured a regional grant documenting the research gaps between the effects of heat due to climate change and public health. The division also negotiated a Power Purchase Agreement for solar panels at four school properties.

Staff provided support to the Select Board’s Climate Action Committee (SBCAC), co-chaired by Select Board Member Nancy Heller and Werner Lohe, which focuses on climate, energy and sustainability initiatives. Other SBCAC members include Building Commissioner Dan Bennett, Michael Berger, James Carr, Ben Chang, David Gladstone, Director of Health and Human Services Dr. Swannie Jett, David Lescohier, Alan Leviton, Linda Olson Pehlke, Deborah Rivers, Kathleen Scanlon, and Don Weitzman.

The division continued to work with staff-led working teams, created following the Sustainability Summit in 2019, to promote specific priorities agreed to by the Select Board.

Brookline Housing Authority

The Brookline Housing Authority (BHA) is an independent public agency established in 1948 under Massachusetts General Law. It provides affordable housing and extensive resident services. The BHA collaborates closely with the Town of Brookline and other community organizations.

Leadership Transition The Board of Commissioners voted in June 2020 to select Michael Alperin as the new Executive Director. Michael Alperin previously worked at Beacon Communities where he was the Director of Acquisitions. His previous experiences include teaching in the New York City schools.

Mainstream Vouchers The Brookline Housing Authority obtained 75 new Section 8 Vouchers called “Mainstream Vouchers” targeting households 55 and younger with a disability from HUD. This new rental subsidy resource will allow 75 additional low-income and disabled households to rent housing in and around Brookline.

Coronavirus Response As an essential service provider, the BHA totally restructured its work during the early days of the pandemic, to maintain service delivery to residents and keep the buildings safe and virus-free.

 Closed BHA offices to the public. Moved most work processes off-site.  Commenced sanitizing at all properties twice daily.  Installed hand sanitizing stations at all properties.  Distributed reusable masks to all BHA households.  Delivered applications for mail-in ballots for the June Town election to all households.  Established a moratorium on evictions and recalculated 200+ households’ rent payments due to decreased incomes.  Continued resident services via remote technologies.

The BHA worked in conjunction with the Health Department and Office of Emergency Management to administer 460 vaccine doses to all residents 65+ and staff electing to receive a Coronavirus Vaccine. 124

2020 Annual Report

Board of Commissioners The Board consists of five Commissioners, four of whom are elected by Town voters. The fifth is appointed by the Governor. One Commissioner is a Housing Authority resident. Commissioners serve five-year terms.

Michael Jacobs, Chair Joanne Sullivan, Vice Chair Barbara Dugan, Treasurer (Resident Representative) Susan Cohen Judy Katz (Governor’s Appointee)

Michael Jacobs was elected Chair of the Board for 2018 by his fellow Commissioners. Mike has worked his entire career in the affordable housing field as a consultant and in senior positions at Mass Housing, the Boston Housing Authority, and others. He also is a member of the Town’s Housing Advisory Board.

Senior Staff Michael Alperin, Executive Director Matthew Baronas, Assistant Director Lisa Brown, Executive Operations Manager Sharon Cowan, Director of Modernization Geri Davis-Moye, Director of Finance Carlos Hernandez, Director of Section 8 George Lalli, Director of Maintenance Maria Maffei, Director of Redevelopment Danielle Mendola, Director of Resident Services Sheila O’Flaherty, Director of Asset Management

Accomplishments & Activities

 BHA continued its successful operations in 2019 with a low vacancy rate, a ‘clean’ financial audit, and continued loyal service by a highly diverse staff of 43 women and men. The BHA achieved a rare perfect score on the annual state review of more than 80 administrative procedures.  The Town of Brookline demonstrated its ongoing strong support for the BHA when Town Meeting voted in June 2020 to award $6.5 million in Inclusionary Zoning funds to the BHA to rebuild the 60- unit Col. Floyd property and add 40+ additional units. The 40+ new units will be one of the largest additions to affordable housing in Brookline in decades.  BHA’s strong relationship with the Brookline Food Pantry continued to grow with the opening of a second on-site weekly food distribution center at the High St. Veterans property. The Brookline Community Foundation also sustained its generous support by providing its highest-ever level of funding for BHA resident service programs.

Property Redevelopment

Rehabilitating the existing properties to preserve them for future generations is a top BHA priority.

 The total renovation of the seniors property at 61 Park Street commenced in August 2019. It features all new apartment units with air conditioning, and high-efficiency, non-fossil fuel utility systems. The renovation was paused from March through June 2020 due to the coronavirus. It re- started in July 2020 under a detailed Health and Safety Plan.  The total renovation of the seniors property at 90 Longwood Ave, which includes rebuilding the BHA’s aging office space commenced in August 2020. It features all new apartment units with air conditioning, and high-efficiency, non-fossil fuel utility systems.

Capital Improvements

CDBG funding received from the Town is vital to BHA’s ability to maintain its properties. The projects listed below were commenced or completed in 2019 with the help of CDBG and other funding. In addition, CDBG

125 www.brooklinema.gov

funds granted for 2020 will replace the exterior doors and locks at the High St. Veterans and Egmont St. properties, and 2021 CDBG funds replace the aging boilers at High St. Veterans.

 Exterior stairways and community playground at High St. Veterans  Security camera upgrades at several properties  Fire alarm upgrades at 50 Pleasant St.  Community room carpet replacement at 50 Pleasant St.  Hot water tank and boiler replacements at several properties  Mechanical bathroom fans at Egmont St.

Self Sufficiency, Education & Health Programs

In calendar year 2019, the Brookline Housing Authority’s Resident Services Program recorded a combined 15,779 “service instances” to BHA residents and other low-income community members.

 For Seniors: Together with Springwell, the BHA provides independent living services and service coordination at all seniors properties, a community hot lunch at 90 Longwood Ave. and Meals on Wheels. The BHA also partnered with Jewish Family & Children’s Services and other groups to provide exercise and nutrition classes.  For Students: The BHA is a founding partner of Steps to Success (STS), Inc. along with the Public Schools of Brookline. STS provides comprehensive support to PSB students from low income families. In addition, the BHA operates after-school homework programs at the Trustman Apartments and High Street Veterans properties. In 2019, the Family Learning Centers afterschool enrichment program was utilized more than 3,000 times.  For Pre-Schoolers: The Brookline Early Education Program (BEEP) and the Parent Child Home Program offer literacy initiatives to BHA parents and young children as well as weekly playgroups at Walnut-High St. and Egmont St.  Job Training: In 2019 and again in 2020, Next Steps partnered with the Brookline High School and Steps to Success to co-sponsor the annual Jobs and Career Fair. Next Steps also provides one-on-one career counseling and computer literacy classes.  English Literacy: In 2019, the ESOL Program engaged 69 Limited English Proficient students from 25 different countries, in seven different curriculum sections.  Free Tax Returns: The BHA continues to provide free income tax preparation services. 355 Brookline tax filers benefited this year, netting total tax refunds of $510,121. The average refund per filer was $1,436.

Food Assistance BHA continues its partnerships with the Greater Boston Food Bank (GBFB) and the Brookline Food Pantry (BFP). The BFP operates distribution centers at Egmont Street and a newly opened center at High St. Veterans. GBFB provides 30 pounds of food per month for seniors.

 Mental Health: With BHA funding and collaboration, the Brookline Center for Community Mental Health delivers a wide range of counseling services as well as a Transitional Housing Program for formerly homeless households. In 2019, the BHA and the Brookline Center initiated a new partnership called the Healthy Lives program, which delivers care coordination for BHA adult residents with medical and mental health conditions.  Community Policing: The BHA teams with the Brookline Police Department in the “Walk and Talk” program. Select police officers are assigned to BHA developments. Crime rates at BHA developments are at or below town-wide averages.

 Special Needs: The BHA provides subsidy and services for people with various special needs in partnership with Vinfen, the Brookline Center, the Pine Street Inn, and others.

126

2020 Annual Report

Housing Operated by BHA – 964 total units

Public Housing for Seniors &Disabled # of Apartments

Walnut Street Apartments 24 4-24 Walnut Street

Ralph Sussman House 100 50 Pleasant Street

Arthur O’Shea House 100 61 Park Street

Theresa Morse Apartments 100 90 Longwood Ave

John W. Kickham Apartments 39 190 Harvard

Col. Floyd Apartments 60 32-40A Marion Street 19-36 Foster Street Extension

Public Housing for Families

Walnut Street Apartments 76 22 High Street

High Street Veterans 186 1-33 New Terrace Road 176-224 High Street 186-218 Chestnut Street

Egmont Street Veterans 120 51-85 Egmont Street 338-348 St. Paul Street 209-221 Pleasant Street

Trustman Apartments 86 7-33 Egmont Street 144-156 Amory Street 337-347 St. Paul Street

Affordable Housing

86 Dummer St. 32

Housing for People with Disabilities

Scattered Sites 43

127 www.brooklinema.gov

HUMAN SERVICES

Health Department Dr. Swannie Jett, Director

Our vision is an inclusive community that is healthy, safe, connected & equitable for all. The mission of Brookline Public Health and Human Services Department (BPH) is to preserve, protect & promote the physical, mental, and environmental health of the Brookline Community. We collaborate with partners to reduce health inequities and respond to emerging public health challenges.

The year of 2020 emerged as one of the most challenging in the Brookline Department of Public Health's history. A Pandemic hit the nation that devastated the economy, the public's health and challenged the nation's Public Health System. Brookline's Commissioner of Public Health immediately requested activation of the Brookline Emergency Operations Center (EOC) and acted as Incident Commander. Working directly with COVID Task Force and the Emergency Preparedness Team, which includes Department Heads, Brookline quickly jumped into action.

Administration In response to the COVID-19 pandemic, Commissioner Jett immediately reassigned Environmental staff to assist with infectious disease surveillance and led isolation and quarantine efforts. In addition, Medical Reserve Corps (MRC) volunteers, school nurses, were trained by our Public Health Nurse became contact tracers. These actions helped tremendously in tracing and containing the disease in the community.

Department leaders developed many interpretive policies and procedures in the pandemic's early stages. The Health Commissioner, Public Health EOC Deputy Commander, and department staff worked together on these documents expeditiously. The Department of Public Health urged the state to develop guidance documents for consistency across all communities. The state finally achieved this, but we continue to use some of our early documents and procedures in our implementation at Phase 3 in Massachusetts. Brookline was the first community in the Commonwealth to require face coverings at all times in the community. This measure became a national model for many other communities and states as an effective COVID – 19 control measure.

The Administrative Support responded to over 7,000 calls from residents relating to COVID-19 and other various public health concerns. They assisted with educating and disseminating information on COVID-19 policies and procedures authorized by Department leaders. Staff

128

2020 Annual Report

continues to help residents and contribute to daily operations and other various pandemic demands.

The Department developed communications for COVID-19 safety protocols and distributed them to multi-unit buildings.

The Department leadership structure was maintained, providing more access to the Health Commissioner and being more responsive to the community. The Department transitioned from bi-weekly division directors meetings to virtual meetings with all department staff three times weekly to discuss emergent policies and issues regarding COVID-19 protocols, communications, contact tracing, and community members' support efforts. This year, the Department continued to successfully leverage non-Town resources for a broad range of projects and pandemic response efforts receiving over $86,000 in grant funding. Additionally, well-qualified graduate students were recruited for internships to assist with operations and gain public health experience.

Environmental Health

When the pandemic hit in March 2020, Patrick Maloney returned and assisted with the challenge. The Health Commissioner also appointed Mr. Maloney as the Deputy Commander for Public Health at the Emergency Command Center (EOC) for the community. The EOC had a great team representing all Public Safety and Community Service Departments in the town. The EOC established a call center to handle and triage the many calls that volunteer call staff received. Mr. Maloney assisted the center with daily training and updates on the FAQ received by the call staff. For the first few weeks, the calls were never-ending. Complaints of face-covering non-compliance and nonessential or essential establishments violating required protocols were a constant theme. The call staff did an outstanding job under high-stress conditions. They became experts on COVID – 19 FAQs in a short time.

129 www.brooklinema.gov

Former Assistant Director and Chief Sanitarian, Patrick J. Maloney, MPAH, CHO, RS participates in face covering outreach program in Washington Square.

Environmental Health staff have dedicated themselves to assisting the Nursing/Epidemiology Division with contact tracing throughout the pandemic response. Inspectors suspended regular operations except for emergency services starting in March. As cases decreased, staff returned to their regular duties for a short time from June through October.

This Division oversees many State-mandated programs, including the licensing and inspections of food establishments, housing code inspections, swimming pools, solid waste handling practices, animal, insect, rodent control, and the abatement of general nuisances.

Additional programs included asbestos removal, lead, hazardous waste, indoor air quality, and the enforcement of state and local tobacco control requirements.

Mosquito control activities continued this summer as part of the Town Integrated Pest Management (IPM) practices. We treated 3500 Town catch basins and wetlands with a bacterial larvicide to prevent adult mosquitoes' hatching.

During the winter surge of COVID-19, the Department sought relief from snow removal enforcement with DPW, Police, and Building departments' assistance. The Division suspended two programs to recycle mercury and CFL/fluorescent light bulbs since it was closed to the public in March. The Town has continued to provide the safe sharps disposal program by providing outdoor receptacles at the Health Department, Public Safety Building, and the Senior Center.

We continue to respond to numerous indoor air quality requests, mold, lead, and solid waste disposal information. The Division canceled the annual rabies vaccination clinics and low-cost microchipping due to the pandemic.

Our sealer of weights and measures tested all town weighing and measuring devices, taximeters, and scanners to ensure accuracy, including scales for licensed medical and recreational marijuana facilities in Brookline. Our sealer of weights contributed to inspecting facilities, assisting emergency management, and working with the reopening of schools and businesses.

We continue implementing the revisions to the Town by-Laws restricting the use of Non- compostable utensils, plastic bags, and polystyrene in food and retail establishments and

130

2020 Annual Report

polystyrene in food service establishments, in addition to the requirement to offer public water to patrons of sit down food establishments.

Lastly, we continue to assist with plan review for various 40B projects planned in the community. We participated in the sustainability summit and attended the many inter-department planning and community meetings for the pending adult marijuana facilities planned for the community.

Child Health Under Gloria Rudisch MD, MPH, the Division of Child Health continues to be the Department's liaison with School Health Services nursing leadership. The Division continues to support the School Health Services' reapplication for renewing a state health-based grant. Brookline Public Health provides consultation and helps implement prevention programs related to school health. Also, we maintain a regular schedule of child immunizations staffed by the Public Health Nurse and with physician backup.

Our Day Care Resource staff, experts in child development areas, has served as resource consultants to daycares. They also provide educational and training sessions to daycare directors and staff. They continue to work with Parks & Open Spaces Division to maintain fair use of Brookline parks by the daycares.

Community Health Led by Lynne Karsten, MPH, this Division oversees community health initiatives, including women's health, community immunization, youth programs including safe routes to schools, climate change, elder health programs, healthy eating, and physical fitness. With the confirmation of cases of the coronavirus in the United States in March 2020, the country's focus took a dramatic turn, as it also did in Brookline.

In the early months, the Division worked with town departments and outside agencies to determine and organize needed services. The Division assisted the Brookline Food Pantry and the Brookline Mutual Aid Society to coordinate activities and promote what services were available to people in need.

The Division created and offered a virtual town forum about the coronavirus, held in early summer. That program featured prominent public health professionals who are also Brookline residents at the forefront of COVID-19 activities.

The Division assisted with the reopening of Brookline Farmers' Market to assure that the popular summer market would safely open for the summer, ensuring mask-wearing and socially distant shopping. The Farmers' Market had a safe, successful summer in Brookline.

Residents’ social distance while shopping the Brookline Farmer’s Market.

131 www.brooklinema.gov

Throughout the fall, the Division assisted Public Health Nursing and the Emergency Management Team in organizing outdoor events. Those included the annual flu clinics and a Covid-19 antibodies testing project held at Larz Anderson Park.

The pandemic limited the progress of the Massachusetts Tobacco Control Program grant. Paula Silverman, MPH, head of this program, resigned in December 2020 to accept another position.

The Community Health Division participated in hiring a new staff person, Dr. Lesley Craft, whose work will be focused exclusively on projects associated with marijuana activities in Brookline.

Emergency Preparedness Part of the Town's cross-departmental Emergency Management Team, which meets regularly to prepare for the possibility of a large-scale emergency, the Office of Emergency Preparedness coordinates planning for potential pandemics and medical countermeasures to bioterrorism. The Division was led by Emergency Preparedness Coordinator Cheryl Anne Snyder, MS, until July 1, 2020, when she transitioned to Emergency Management Coordinator in the Office of Emergency Management.

In March, the Health Commissioner activated the Town's Emergency Operations Center (EOC) in response to the emerging public health emergency. The Division provided relief to the Department's front office operations when they opened a call center to respond to residents' frequent calls and emails. Emergency Preparedness staff work to build strong relationships with local, regional, state, and national partners.

The Office coordinates nearly 200 volunteers who serve as members of the Brookline Medical Reserve Corps (MRC). Brookline MRC volunteers provide support for local activities throughout the year and prepare to assist department staff in the event of an emergency. In 2020, Brookline MRC volunteers contributed over 1,000 hours of volunteer services to the Town, valued at approximately $30,000. In the fall, several volunteers supplement department staff to provide nearly 900 flu shots to the Brookline community via three town-wide immunization clinics.

MRC volunteer assists resident during a drive-thru flu clinic at Pierce School.

Also, Emergency Preparedness staff work with various local organizations to increase community preparedness and resiliency throughout Brookline. For example, the Emergency Preparedness Buddies Program – developed in cooperation with Brookline Police and the Council of Aging – helps vulnerable adults and elders prepare for emergencies. EP Buddies Program training is free

132

2020 Annual Report

and delivered on-site at Brookline Housing locations and other elder and disabled residential sites in Town. The Office also provides preparedness training, information, and supplies to the entire Brookline community.

Public Health Nursing/Epidemiology The Division of Public Health Nursing/Epidemiology focus shifted to full-time control and contact tracing for COVID-19 cases in 2020. The first reports received were about international travelers arriving from high-risk countries and quickly turned to domestic cases. A team of contact tracers who included school nurses, health department staff, and Medical Reserve Corps volunteers, were trained and supervised by the Public Health Nurse. This team interviewed and established quarantine and isolation guidelines for 1900 confirmed cases of COVID-19.

The Division also oversaw the investigation and control of 260 non-coronavirus-related infectious disease reports. The Division received 25 incident reports of human exposures to animals and 30 reports of bat exposures.

The Division continues to utilize MAVEN and MIIS (secure, web-based surveillance programs) to receive reports, add information, track trends, and collect data on communicable diseases and immunization status. Influenza vaccine clinics shifted to drive through and walk through clinics outdoors. Larz Anderson Park and Pierce School's environs served as the clinic sites staffed by the Medical Reserve Corps and CERT. They administered approximately 900 influenza vaccines.

Immunization clinics for under-insured children administered 54 immunizations required for school entry before closing in March due to COVID-19. The Division referred children needing immunizations to nearby clinics, although the need subsided when schools went remote.

Substance Abuse and Violence Prevention Program for Youth This Division, led by Mary Minott, LICSW, is a town/school partnership coordinating Prevention and Intervention Services for Brookline youth and their families. Based on data from the Department’s Brookline Student Health Survey, the Division’s 2019-2020 strategic action plan focused on addressing marijuana use, binge drinking, mental health, and healthy teen relationships. We received a $15,000 subcontract grant from the Massachusetts Department of Public Health to address underage alcohol use.

Intervention services provided by the program's two social workers with expertise in adolescent development included individual, group, and family counseling services and the coordination of referrals for treatment. In response to the new vaping products and the rise in nicotine addiction referrals, the program implemented Project Connect, a nicotine cessation program developed by the Caron Foundation.

The Division’s Prevention Services include the Brookline Parent Education Network (B-PEN) and the Brookline High School Peer Leadership Program. B-PEN’s Media Coordinator posted 166 messages to the Facebook page on substance use and mental health. The B-PEN 2019 Public Health Week forum Adolescent Psychology 101 for Parents, hosted by child development expert Joani Geltman, highlighted positive parenting strategies. In the 2019-2020 school year, B-PEN hosted three parent forums (October’s Understanding the High School Social Scene, “Letters to Parents: Understanding the Stress of Junior Year and Post High School Planning,” and a March screening of If They Had Known. After COVID school closures, B-PEN Coordinators collaborated with Brookline High School Guidance to create mental health and social service resource lists for Brookline school families. To address the growing mental health needs during the pandemic crisis, B-PEN distributed through social media platforms up-to-date articles and webinars from highly respected experts and organizations.

133 www.brooklinema.gov

Advisory Council on Public Health A dedicated group of five unpaid volunteers serves as members of the Advisory Committee on Public Health (ACPH); Dr. Anthony L. Schlaff, Patricia Maher, MS, RNCS, Dr. Peter Moyer, Dr. David Hemenway, and Dr. Gretchen Stoddard. Dr. Rosemarie Roque Gordon, an affiliate member, joined in the fall for a year-long term. She is a pediatrician for MIT Medical.

In the fall, Dr. Schlaff resigned as the advisory chair, and Patricia Maher was appointed the new chair of ACPH on September 21, 2020. Meeting monthly, the Council provides the Health Commissioner with advice on budget, policy, and Town Meeting issues. Challenges presented by the coronavirus pandemic required the Council to meet more frequently to respond to the evolving public health emergency.

Throughout the pandemic, the ACPH has provided support to the Health Commissioner by offering recommendations on the following:

 A town-wide mask mandate, the first in the Commonwealth, to reduce community spread in April, and later amended to include face shields for individuals who cannot wear face coverings for medical reasons.  Safety protocols to reopen Brookline Public Schools for vulnerable students, including proper distancing, outdoor learning until ventilation systems meet standards, daily student self-evaluation report, and face coverings with shields worn by educators  Safety protocols for school athletic programs  The extension of safe school reopening requirements to private, parochial, religious schools, universities, and colleges.

The Council also pledged to promote and support racial equity advancements by focusing on the community's health inequities.

Friends of Brookline Public Health Friends of Brookline Public Health (FPH) is a membership organization conceived to build a constituency for public health in Brookline. This year's goal was to continue striving towards obtaining its 501(c) (3) status by recruiting more members who are interested in supporting local organizations and sponsoring community events. FPH canceled most of the annual events due to the COVID-19 pandemic, but the organization provided an informative virtual event during the summer.

Friends of Public Health sponsored the virtual forum “COVID-19: A conversation about COVID-19 with prominent public health professionals”. Guest lecturers were Brookline residents; Larry Maddoff, MD, Medical Director, Massachusetts Department of Public Health, Patricia Maher, MS, RNCS, Advisory Council of Public Health, retired Adult Nurse Practitioner and Contact Tracer, Jochen Lennerz, MD, Ph.D., Medical Director, Integrated Center for Diagnostics, Mass General Hospital. Patrick J. Maloney, retired Assistant Director of Brookline Department of Public Health and honorary Brookline resident, served as the final panelist. The Commissioner of Public Health, Dr. Swannie Jett., moderated the event. These experts shared mitigation efforts to combat the pandemic, including testing, contact tracing, public messaging, and local and state policies.

134

2020 Annual Report

Council on Aging Ruthann Dobek, Director

The Brookline Council on Aging is a resource for residents over 60. Our mission is providing social services that allow people to remain independent. We operate the Senior Center five days a week with some evening and weekend programs. http://www.BrooklineSeniorCenter.org

SERVICES ● Case management, mental health support ● Home care: meal prep, errands, cleaning, shopping ● Income tax prep, job search, computer skills, property tax work-off ● Health: blood pressure, podiatry, hearing, flu clinic, Reiki ● Vibrant Assistive program ● Legal clinic ● Transportation: taxi discounts, bus, van, TRIPPS, rides to eye appointments, ride sharing ● Fuel assistance ● Advocacy: SHINE counseling for Medicare, SNAP food stamps ● Food pantry, food commodity program, daily lunch ● Fitness center ● Medical equipment loans ● Memory café ●Support groups: bereavement, Alzheimer’s, mindfulness ● Monthly Newsletter, Elder Resource Guide

THE VIRUS The COVID-19 pandemic gripped our nation and our town. Starting in March and throughout the year, people were advised to stay home and public gathering stopped. We shifted to essential services only: social work, transportation, meals and grocery shopping.

TRIPPS TRIPPS helps people transitioning from driving to not driving. Maria Foster, coordinator, explores options for older adults. The program offers learning new technology and subsidies for ride share.

TAX WORK-OFF PROGRAM AND FINANCIAL ASSISTANCE Tax work-off made its priority fighting social isolation. Participants, who used to work in Town Hall and the Center, made regular calls doing wellness checks.

HELP celebrated its 33rd anniversary as a homemaker service that finds trained workers to assist with meal preparation, errands, cleaning and companionship. This year we focused on grocery shopping because of the pandemic.

VOLUNTEERS make our work possible. Sadly, the volunteer luncheon was cancelled due to COVID-19. Our volunteers stayed active making calls and responding where they were needed.

● Anita Veronica Lemeshuk, a Brookline High School senior, won the $1,000 Agnes Rogers scholarship from Bay State Federal Savings Charitable Foundation. With the SHOP program, she worked with seniors on how to better use technology. She plans to combine a degree in computer science with a Masters in urban planning to help create smart cities. ● 425 volunteers teach classes along with staffing the food pantry and reception. They are also board members and advisers. ● Former volunteer of the year, Muriel Stark, reports on her duties: “I am eager to return to the Center. In the meantime, I do what I can. I have a voice and a phone.” Muriel made calls to help manage social isolation.

135 www.brooklinema.gov

Muriel Stark (left) with Ruthann Dobek

BCAN (Brookline Community Aging Network) BCAN promotes services and activities that make Brookline an even better place to age gracefully. http://www.BrooklineCan.org

● The Age Friendly Business campaign recognizes merchants who are hospitable to older people. ● At the annual meeting in September, the theme was expanding senior housing options. Jennifer Molinsky of the Harvard University Joint Center on Housing addressed “Housing America’s Older Adults.” The panel included Mike Jacobs from the Housing Authority, Rhonda Glyman from Center Communities, Cheryl Fever and Michael Schonbrun from Welltower, and Cindy Katzeff from 2Life. ● Frank Caro (1936-2020) was a champion for his community—especially older adults. He was a longtime Brookline resident and community advocate. Frank’s mission and passion was making Brookline a more livable community for everyone. He was instrumental in the creation of BCAN. Frank was co-leader, along with Ruthann Dobek, in applying to the World Health Organization to obtain Brookline’s status as New England’s first Age-Friendly City. Frank was a distinguished gerontologist and professor emeritus at UMASS Boston.

BUDGET ● The Town provides 70% of the operating budget. Due to financial constraints, our municipal support was cut $95,000. ● The Council, with help from its nonprofit, the Brookline Multi Service Senior Center Corp, supplements the balance with federal, state and private grants along with donations, and proceeds from the Annual Benefit. ● The State continues funding the COA $12 per elder

GRANTS ● Community Development Block Grants support subsidized transportation options including ride share. We received funding from the COVID-19 CARES act to address critical needs of shopping and meals. ● One family foundation underwrites the Drawing for Pleasure class, another supports monthly birthday parties, and a third pays for the volunteer luncheon. ● The Brookline Community Foundation helps support food insecurity programs: grab and go lunch, food commodity and grocery shopping.

136

2020 Annual Report

● TRIPPS continues to get support from MCOA for rideshare training and technology help. ● Grants from ITN America provide free rides to eye appointments. ● The Alzheimer’s Respite program gets earmarked funding from the state budget to provide families with much needed respite for those struggling with caring for loved ones at home.

FUNDRAISING Our main focus for fundraising has been transportation which gets most of its support from the Autumn Benefit. This year Covid-19 derailed in-person events but not the community’s support.

● We had a successful Autumn Benefit “no-gala.” ● Fundraising will be responsible now for covering the municipal shortfall. ● The Brookline Rotary provides gas and oil for the vans. The driver’s salary is covered by our nonprofit.

PROGRAM HIGHLIGHTS In March we began to feel the impact of COVID-19. The Center stopped in-person programs March 12 and the building was closed for public gatherings. We turned to online programming.

Pastels workshop with Greg Maichack Chronic pain workshop Mazl Tov chorus Reagle Theater shows ArtMatters Brookline Historical Society LGBTQ movies Death Café Pickleball Chinese Lunar New Year African American Patriots Valentine’s Day Dance at Fenway Park

TRANSITIONS

Sue Welpton ● Our new associate members of the Council are Rosaline Lowe and Joyce Wishnick

137 www.brooklinema.gov

● Yolanda Rodriguez continues as chair of the Council ● Roger Marrocco is the new van driver ● Sue Welpton retired as supervisor of services after 39 years. Her contributions to geriatric social work helped create our rich social work program. ● Julie Washburn was promoted to supervisor of services. She started at the COA in 2003 as a clinical social worker.

Julie Washburn

Our success is due to the dedication of staff, volunteers and our board. We’re grateful to everyone who helps us make Brookline a desirable place to live. We look forward to enriching our services and invite the community to get involved.

138

2020 Annual Report

Age-Friendly City Committee

The Age-Friendly City Committee coordinates the Town’s participation in the World Health Organization’s Age-Friendly City and Community initiative. The Age-Friendly City program is a long-term, multi-dimensional effort to address the needs of people of all ages. When Brookline joined the initiative in 2012, it was the first municipality in New England to do so. The Brookline effort calls attention to the remarkable set of age-friendly features that were already in place when the initiative was launched. The Brookline program is a collaboration involving Town government, the Council on Aging, and the Brookline Community Aging Network (BrooklineCAN). The initiative relies heavily on volunteer effort provided by BrooklineCAN. Through the initiative, Brookline  Encourages full participation of older residents in community life  Encourages activities that enhance the health and well-being of older residents  Assures strong supports for vulnerable older residents The sectors in which the committee is active include information dissemination, housing, transportation, health, public safety, financial security, parks, and recreation. Participating Town departments include Council on Aging, Library, Public Works (Transportation, Parks & Open Space, Highway, and Engineering Divisions), Recreation, Police Department, Fire Department, Planning Department, Assessor’s Office, Health Department, Veteran’s Services, and Office of Diversity, Inclusion and Community Relations.

In Memoriam: Frank Caro (1936-2020)

Frank Caro (1936-2020) was a champion for his community—especially older adults. He was a longtime Brookline resident and community advocate. Frank’s mission and passion was making Brookline a more livable community for everyone. He was instrumental in the creation of BCAN. Frank was co-leader, along with Ruthann Dobek, in applying to the World Health Organization to obtain Brookline’s status as New England’s first Age-Friendly City. Frank was a distinguished gerontologist and professor emeritus at UMASS Boston.

139 www.brooklinema.gov

Veterans’ Services Bill McGroarty, Director

Massachusetts General Laws (MGL-115) mandates the Brookline Department of Veterans’ Services to assist Brookline veterans and/or their dependents with living and authorized medical expenses. The Brookline Department of Veterans’ Services administers emergency veteran’s benefits to ensure that qualified veterans and their dependents receive both the help they need and the respect they deserve. The Town of Brookline appropriates 100% of the monies needed to assist the veterans and/or their dependents. A monthly report is submitted to the Massachusetts Department of Veterans’ Services. Per Massachusetts General Laws, Chapter 115, the state is required to then reimburse the Town of Brookline up to 75% of all approved emergency benefits. During the shutdown we were able to provide emergency financial assistance to veterans who lost their income due to Covid restrictions.

The Department serves as a conduit in filing for all Veterans’ Affairs benefits for which a veteran/dependent may be entitled, as well as other federally-funded or state-funded benefits. Veterans’ benefit paperwork can often be confusing if not overwhelming; this office has extensive experience in case managing VA claims. We continue to utilize the VA expedited claims format for service connected disabled whenever possible to reduce their wait time for benefits by more than half. Residents are encouraged to call (617) 730-2112 if they have any questions or concerns pertaining to state and federal veterans’ benefits.

We are proud and honored this year to have assisted many Brookline veterans in obtaining the VA pensions and VA Healthcare they were entitled to, and in many cases desperately needed. Brookline veterans and qualified dependents have received over $80,000 this year in new VA compensation and Aide & Attendance pensions. In 2020 due to the pandemic, obtaining benefits and health care became more complicated however we have been able assisted our veterans while being as safe as possible. 2020 we focused on insuring our veterans received the necessary VA healthcare and were able to access their prescription despite the shutdown and restrictions

Our office continues to working with the Boston VA Medical center as they try to improve health care services during this challenging time. Networking with the VA staff we are now able to get our veterans critical medical services. For Brookline veterans who find themselves without health insurance, VA Healthcare is an essential lifeline. VA Healthcare provides quality care and saves our veterans thousands of dollars in medical and prescription costs. We assisted over 20 veteran registering for VA health care or obtaining VA medical treatments and or prescriptions during the pandemic.

Veterans returning from war are in need of many assistance programs, including rehabilitation for hidden injuries such as TBI (Traumatic Brain Injury) and PTSD (Post Traumatic Stress Disorder). Sometimes these service conditions do not manifest themselves for years after the veteran has returned home. We worked with the VA Medical Center to assure veterans who are being treated for PTDS and TBI were not left without necessary therapy and medications during the shutdown. We also assisted veterans having mental health crises to obtain needed care for the first time during the shutdown

Sadly our office assisted several families with funeral services and survivor support during 2020. No matter what the cause of death, the Covid-19 restrictions impacted families’ ability to say goodbye to their loved ones and to grieve together. Our office did all we could to assist and support families during this especially difficult time. To all those who lost someone during the pandemic; Claudia and I wish to express our sympathy and recognize both your loss and your courage.

140

2020 Annual Report

Thanks to the Department of Public Works and a small number of volunteers in 2020 we were able to safely decorate almost 5,000 veterans’ graves for Memorial Day. Our office also coordinates virtual and safe / social distancing Memorial Day and Veterans Day Observances. It is our hope the by Veterans Day 2021 we will be able to return safely to our full program

Bill also works as the Emergency Management Planning Coordinator and Claudia provided administrative support to the Diversity Office.

As Director of Veterans Services and as a Veteran, I would like to recognize and extend my thanks and admiration to the staff of the Boston VA Medical Center who demonstrated the highest levels of courage, compassion and professionalism during this public health crisis. Their service to our veterans is second to none!

The Veterans’ Office wishes to thank Head Clerk Claudia Leon for her dedication to our veterans and to their families.

Please visit our website, www.townofbrooklinemass.com/Veterans

141 www.brooklinema.gov

Brookline Commission on Disability Saralynn Allaire, Chair

Commission members: Saralynn Allaire, Chairperson; Jim Miczek, Deputy Chairperson; Heather Hamilton, Select Board; Rob Heist; Ann Kamensky; Jim Lee; Joan Mahon; Elaine Ober; and Henry Winkelman. Nancy Moore was Transportation Board liaison. Heather Hamilton replaced Ben Franco as the Select Board member and the Select Board appointed Jim Lee to replace Myra Berloff in September. All members contributed significantly to Commission work.

Education The sighted guide video was completed, but promotion of it was delayed due to the covid-19 lockdown. Later on, the video was sent to the Town Meeting Member list serve, all promotion resources known to the ADA Coordinator and to the Commission on Disability Association. Feedback was very positive. An article was published in the December 3 Brookline Tab and other local media. WBZ Radio picked up this news and broadcast information about the video.

Access The 521 CMR variance review subcommittee reviewed two applications; subcommittee findings were approved by the full Commission and submitted to the Massachusetts Architectural Access Board (AAB). The Chair testified at an AAB hearing on one application.

The subcommittee on accommodations for Town Meetings listed potential accommodations for Town Meeting situations that might require accommodation. Work on this project was interrupted by the need to hold Town Meetings virtually. Subsequently, the Commission advocated for the use of real time closed captioning at the spring Meeting; Boston University sponsored this captioning. Seven of 9 Town Meeting attendees gave positive feedback about the captioning, and a third of Town Meeting Member survey respondents believed the captioning was useful. Therefore, the Commission sponsored and paid for closed captioning at the fall Meeting, using funds from the handicap parking fine fund.

The Commission reviewed plans regarding accessibility at the proposed Driscoll School. Discussion centered around access between floors during emergencies. The Commission voted to approve plans to use stair climber devices for emergency evacuation.

Planned sidewalk upgrades along Westbourne Terrace adjacent to the Driscoll School were also evaluated. The Commission favored construction of a fully ADA compliant sidewalk on the east side of Westbourne Terrace.

Several sidewalk blockage problems were addressed over the course of the year with the help of the ADA Coordinator, DPW and other Town Departments:

1. Blockage by hedges, etc. which pose difficulties for wheelchair users in particular; 2. Sidewalk extensions into streets created to enhance covid-19 social distancing which were inaccessible due to lack of curb cuts; 3. Misplaced tables and chairs placed on sidewalks for outdoor restaurant service.

Complaints received were passed on to relevant Town departments. The Commission agreed to lend out its portable ramps as needed.

Community Engagement The Commission worked to distribute disability-related information it receives to people with disabilities living in Brookline public housing. Due to privacy issues the Commission cannot communicate directly with these individuals. A plan was developed in which the information is passed on monthly to a public housing director who posts the information in the public housing common areas.

142

2020 Annual Report

A need to communicate with more people with disabilities in Brookline in general was noted. While some Commissions keep lists of people to communicate with, the ADA Coordinator was concerned about individuals’ privacy and the tasks of list storage and maintenance. Currently, Brookline uses the NotifyMe app to send meeting agendas to those requesting them. The ADA Coordinator is looking into whether NotifyMe could be used for other communication.

The above discussion led to awareness that the BCOD website was currently poorly organized and contained minimum information. A subcommittee was set up to begin work on website content and placement.

Transportation Commission members who use The Ride reported an increase in problems with its service. The Commission drafted a letter describing the problems and then asked the Transportation Board to send it to the MBTA because of its greater clout. The letter was approved by the Board and subsequently sent to the MBTA.

Plans for access during a month-long shutdown of the C subway line for reconstruction were reviewed. The Commission recommended that step stools be added to the Yankee bus substitute service to help people negotiate the first high step, and also to maintain the stop at Kent Street, which is near a large medical office building. This advice was sent to the Transportation Board.

Housing The Commission voted to support the Affordable Housing Initiative created by the Diversity, Inclusion and Community Relations Committee. Two Commission members attended each of the forums held through the Initiative.

A fall Town Meeting article proposed eliminating parking minimums in new multi-unit residences in most of North Brookline. Some Commission members were concerned about a possible negative impact of this on housing availability for people with disabilities. A decision was made to provide information to relevant stakeholders about the view of people with disabilities on housing parking reduction. A draft informational document was reviewed at the December meeting. As opinions varied considerably, the discussion was tabled to upcoming meetings.

Work with the greater Massachusetts disability community

Commission members participated in monthly Commissions on Disability Association networking phone calls and contacted Senator Creem and others about increased funding for the Alternative Housing Voucher Program.

143 www.brooklinema.gov

Diversity, Inclusion and Community Relations Dr. Lloyd Gellineau, Director

The Office Diversity, Inclusion, and Community Relations (OICR) continued its promotion of events and activities that aid the Brookline community to become more culturally competent and to be informed of the achievements and the barriers faced by our protected classes. It continued to work with community entities to examine quality of life barriers due to racial inequities or discrimination based on protected class status. Due to Co-VID many of the community activities the ODICR support could not be conducted. Those activities that could be provided were commenced remotely. The Office provided online exhibits that feature themes relating to Diversity and Inclusion, including displays that provided information on various cultures, historic events, and civic engagement topics. The department collaborated with the Town’s Library and Building Departments to display these exhibits. The Office attempted to align the exhibits with established regional and national days/months of recognition such as Gay Pride Day and Black History Month. The Office continued the monthly Diversity and Inclusion Quiz accessible on the Office webpage.

The Office continued to collaborate with the Martin Luther King Committee. Collaborations included a film entitled Brother Outsider. The film and panel discussion shared the contributions of Bayard Rustin to the Civil Rights movement and how homophobia interplayed with his work. Another collaboration was held virtually on MLK Day. The event featured a moderated panel discussion regarding philosophical mentoring and the impact of words on a generation. Feature panelist included Nick Bates from the Howard Thurman Center of Common Ground, Rev. Andrew Kimble minister at the Charles Street AME Church and Jessica Hamilton student and a Rappaport Institute’s Public Policy Fellow at Boston University.

The Office continued its administrative and logistical support for the Lunar New Year Event, and the Asian American Pacific Islander Family Network’s Essay Contest. In collaboration with the Department of Public Works, the Office celebrated PRIDE Month by having the Washington Street crosswalk painted to represent the rainbow- the symbol on the PRIDE Flag. Due to COVID-19 restrictions, the crosswalk painting was completed by DPW. It is hope that the painting and the accompanying community program can resume next year. The Office continued to provide administrative support to the Brookline Women’s Commission and their programs such as the Women Who Inspire Us program, and the Women’s Commission’s Dress for Success Program. The Office also continued its collaboration and logistical support for the Domestic Violence Roundtable. The Office continued to update the

144

2020 Annual Report

Thrive Guide - the online information and resource guide for Women Thriving initiative and updated its Employment Portal in addition to taking on a leadership role within the organization. The Office continued support to the Story-Teller Program organized and ran by Abby Erdman and Eric Hyett.

The Office and the Commission for Diversity, Inclusion and Community Relations continued to meet and collaborate with the Community Planning and Development Department (CPDD) regarding Fair Housing/Affordable Housing. The Office, in conjunction with the CPDD provided information and consultation to Brookline businesses to help them become more accessible. The Office also partnered with the CPDD to find ways to increase MBE and WBEs in Brookline. In conjunction with the Procurement Office and Town Counsel the Office sought to determine appropriate measures to assess the Towns use of Diverse Business Enterprises and to explore legal options to increase the use of such enterprises.

The Office continued its availability to marijuana retailers within the Town to aid them with their diversity efforts within their organizations and to suggest ways they could be helpful to the Brookline Community. The Office continued to support the Annual Youth Awards. The Office continued to support the Hidden Brookline Committee projects including its popular walking tours and its web presence.

The Office conducted its annual Demographic Survey of elected officials and commission appointees. The survey results informed community members and Town elected officials in their processes to create initiatives that would promote greater civil engagement by Brookline residents.

The Office remained active in its membership with Government Alliance for Racial Equity (GARE) and continued to participate in webinars, and cross consultations with cities/towns across the United States that are doing racial equity work. The GARE process has been integrated into the Community Engagement process. The Office in conjunction with the CDICR, developed a town- wide comprehensive community engagement plan that will be implemented in FY21.

The Office hired a Racial Equity Consultant this year to conduct a comprehensive assessment of all Town Departments and operations regarding it compliance with all laws pertaining Diversity and Inclusion. COVID related barriers have slowed the process to complete the assessment, work towards its completion is underway. The Office continue working with DPW and other Town Departments to address ADA considerations on Town projects, complaints, and reasonable accommodation requests. Of note the Office has worked with the IT Department, the Town Clerk’s Office, and the Town Moderator to secure CART services to Town Meeting. The Office also worked with the IT Department to address accommodation requests regarding virtual meetings. The Office worked with Emergency Response Team by providing staff support to the Emergency Operations Center during its response to the COVID-19 pandemic.

145 www.brooklinema.gov

Brookline Commission for Diversity, Inclusion, and Community Relations

During 2020, the CDICR Commissioners were: Sandy Batchelder, Malcolm Cawthorn, Jessica Chicco, Malcolm Doldron, Joan Lancourt, Eloise Lawrence, Robert Lepson, Mariah Nobrega, Kelly Race, and Kea van der Ziel. By the end of 2020, Kelly Race and Steve Laduzinski had resigned, and Irving Allen, Rezaul Haque, and Grace Watson joined the Commission. Bishnu Tamang, Jonathan Lau, and Ihssane Leckey had also applied, but had not yet been appointed. (All 3 were subsequently appointed and became Commissioners by February of 2021.) CDICR Liaisons for 2020 were: Raul Fernandez (Select Board); Lloyd Gellineau (ODICR); Casey Hatchett (Police); Mariah Nobrega (School Committee); and Kazi Stafford (Brookline High School).

CDICR Activities during 2020 focused on work in the following areas:  Recruiting: We have engaged in active recruiting for our open seats, and as of Jan. 2021 we have filled all our remaining seats with members representing a wide range of BIPOC communities.  Housing Affordability: We have created a strong partnership with representatives of the Housing Advisory Board, the Economic Development Board, and the grass-roots community organization, Brookline for Everyone. Together, we have launched Building a Better Brookline, a coalition of the above-mentioned groups and a broad range of other housing affordability stakeholders such as BCAN, Steps to Success, transportation, climate activists, artists, and racial justice activists. Together, we created and ran two town-wide Educational Forums (March & August) featuring speakers from successful housing affordability efforts in Minneapolis, and Somerville. Over 200 people attended each forum on Zoom. We also sponsored a local Stakeholders' Meeting of 50 community stakeholders on Zoom to participate in a session led by Citizens’ Housing & Planning Association (CHAPA) to begin articulating a housing affordability vision for Brookline, including an articulation of what we love about Brookline and don't want to lose. As a follow up to that session, we are running a series of small focus groups of 10-12 people organized by specific constituency stakeholders to cascade the visioning process thereby increasing the engagement of the broader community. We will be continuing this process through 2021 with a focus on increasing community input, especially of the underrepresented and BIPOC communities, in the revision of Brookline's Housing Production Plan.  Citizen Complaint Process Committee (CCPC): At the direction of WA 24 (November 2019 Special Town Meeting), we created a committee composed of both Commissioners and community residents to revise the current Citizen Complaint Process to make it more user-friendly, and more effective in terms of racial justice outcomes. Before diving into the rewrite, the CCPC gathered data from 5 Massachusetts cities/towns to determine what kinds of human rights/complaint processes they have. We looked at Cambridge, Newton, Arlington, Northampton, and Somerville. We also reviewed Best Practice models from the National Association for Civilian Oversight of Law Enforcement. The committee is examining a range of issues related to who would be subject to our jurisdiction, processes related to filing a complaint, initial hearing and investigation, disposition by mediation or informal settlement, referrals to HR, the Select Board, and MCAD. Would the Town have subpoena power, the ability to levy fines and penalties, explore and recommend possibilities for restorative justice and propose final dispositions of the complaint?  Development of Community Engagement Plan: We have created a standing CDICR Community Engagement Committee composed of commissioners and community activists and have created a robust Community Engagement Plan in response to WA 30 (November 2019 Special Town Meeting) that includes a series of phases and activities that will, when fully implemented, result in every town department having a specific Community Engagement SMART goal designed to increase engagement/ communications/partnering with the community from an increase in sharing of information to a proactive partnership between departments and relevant communities in terms of

146

2020 Annual Report

project/program planning and decision-making. The CE Plan also includes a Community Bill of Rights that lays out the rights and responsibilities of the community in terms of their engagement with the town departments.  Warrant Article Review: We reviewed WAs from the Fall town meeting related to Racial Equity: #s 21,15, 19, 36/37, 33, 31, 32, 12, 7, 8, 27, 34, 38/39  Miscellaneous: We participated in the selection of the consultant for the GARE/EEO WA 26, and will continue to be involved as the implementation moves forward. We also initiated the development of a student designed and led curriculum designed to counter Anti-Asian Racism in the Schools; the Community Engagement Committee is also working with the IT department to make the town website more accessible and user friendly; it has created a master list with contact information of all the community organizations in Brookline.

147

www.brooklinema.gov

Brookline Commission for the Arts

The Brookline Commission for the Arts (BCA) serves as the Local Cultural Council for Brookline. The BCA is primarily responsible for the stewardship and disbursement of a yearly financial allocation from the Massachusetts Cultural Council (MCC) to fund local artists and arts and cultural organizations serving the Brookline community. The BCA also oversees the Town Hall Wall exhibition series, the Poet Laureate program, the annual Cultural Contributor Award, and collaborates on Arts Brookline: A Season of Arts and serves as an approval board for public art requests for the Town, and as an advisory board to the Select Board on arts-related projects.

Grant-making Activities 33 individuals or organizations applied for LCC grants in Dec 2020, after the deadline was pushed back 2 months due to COVID. Total amount applied for: $55,954, an increase of $4,150 over 2019. BCA FY21 allocation from the MCC: $14,500 – an increase of $500 over FY20. Several 2020 grant projects were postponed, due to COVID concerns, and will be rescheduled for 2021. Others were canceled and the grant dollars were unencumbered and re-granted to 2021 projects ($3,550). The total amount granted to 23 applicants for 2021 projects was therefore: $17,850 and an allocation of $725 for administrative costs.

MCC grants were awarded to the following individuals/organizations for 2021 projects Abilities Dance, All Together Drumming, Bin Chen, Brookline Arts Center, Brookline Porchfest, Brookline Open Studios, Brookline Symphony Orchestra, Coolidge Corner Community Chorus, Coolidge Corner Theatre Foundation, Dance Caliente, Gregory Maichack, Hailey Hart- Thompson, Hit & Run History, VOICES Boston, Lijia Li, Matthew Kerstein, Metropolitan Chorale, Mouli Pal, New England Jewish Poetry Festival, Non-Event, Rebecca Powell, Rehearsal for Life, Studios Without Walls. In addition the BCA will be rescheduling the council initiated program: A World Music Concert, at the BU Booth Theatre in 2021, as soon as COVID regulations allow, to raise funds for Brookline public art projects.

Town Hall Walls – this project was suspended in March 2020 due to COVID restrictions and the closing of town hall to the public.

The annual BCA grant reception which was due to be held in May 2020 at the Brookline Village Library, to celebrate the work of 2020 grant recipients, was canceled due to COVID. The presentation of the 7th annual Cultural Contributor Award was also postponed until 2021.

Brookline Poet Laureate The term of Brookline’s 3rd poet laureate, Zvi A Sesling, expired on March 31, 2020. During the first quarter of 2020 Zvi read at Brookline Martin Luther King Day ceremonies, read at a community event at Brookline’s Brothers Restaurant, held salons at his home, and read at many salons in other MA towns and states, including Somerville, Lexington, Northampton, Cambridge in MA, and La Jolla, San Francisco, Los Angeles and San Luis Obispo in California. The search and appointment of the 4th poet laureate has been deferred to the spring of 2021.

Personnel Changes Daniel Gostin and Betsy Frauenthal continued as Chair and Treasurer respectively. The BCA will be conducting a membership outreach in 2021.

ArtsBrookline 2020 saw the 5th annual collaboration of the commission with Arts Brookline to showcase the many talents of the Brookline artist community. Brookline’s 5th Porchfest schedule for June 2020 became Brookline Stay Home Fest, again due to COVID restrictions. BCA and ArtsBrookline continued to work on the necessary steps to seek designation (granted by Mass Cultural Council) of Brookline Village as a Cultural District. As COVID restrictions hopefully ease in 2021 this effort will be increased. The Cultural District designation is intended to support

148

2020 Annual Report communities in their efforts to stimulate new arts and cultural activity and attract creative businesses through a variety of funding and marketing opportunities. There are well documented economic and social benefits for a robust array of arts and culture activities and businesses, especially with some resources to support collaboration and resource development.

149 www.brooklinema.gov Brookline Commission for Women

Despite the pandemic, 2020 was a year of renewal for the Commission for Women (BCW), beginning with a new logo and new statement of purpose:

Our Mission: The mission of the Brookline Commission for Women is to promote equity and justice for all women and girls, including all who identify as female.

Our Core Values:  Gender Justice: We reject patriarchy, transphobia, and homophobia and work to create a world free from misogyny.  Intersectionality: We recognize that race, ethnicity, class/income, and gender intersect to compound discrimination against BIPOC women and girls.  Collaboration: We seek to work with other individuals, committees, and groups in Brookline to address issues of gender inequity.  Transparency: We act with and in front of the public as an essential part of our work.  Determination: We know change will happen only if we consistently name, document, and stand up to inequality, discrimination, and aggression against women and girls.

Our Work: We advocate on behalf of all women and girls to ensure safety and equal treatment, voice, and participation in Brookline; We support all women and girls who are struggling and who strive for a better life; We celebrate the strength, contributions, and diversity of all women and girls.

Guided by those commitments, the BCW in 2020:  Created two standing subcommittees: Community Supports, and Legislation & Advocacy;  Named Kim Kushner Woman of the Year. Kim founded Brookline Thrives, providing healthy weekend meals to food-insecure Brookline students;  Revamped our student essay contest, including high school students for the first time, and replaced our cancelled March celebration with a tribute video released on Thanksgiving featuring student winners and Kim Kushner;  Supported Warrant Articles for the spring and fall Town Meetings that advanced gender equity or justice;  With the MA Commission on the Status of Women, asked the legislature to extend Covid-related rules allowing remote meeting participation. Remote access has increased civic participation especially by those with care responsibilities at home, a majority of whom are women;  Worked with Brookline High students and the School Committee to revise and improve policy and practice concerning Title IX enforcement;  Sponsored an ongoing series of virtual get-togethers for Brookline women to connect and talk about life during the pandemic; and  Met our 2020 goal of a fully-appointed Commission with members: Carol Caro, Lucy Chie, Meenakshi Garodia, Aileen Lee, Hadassah Margolis, Nicole McClelland, Felina Silver Robinson (Vice Chair), Gloria Rudisch, Homa Sarabi-Daunais, Elizabeth Stillman (Secretary), and Rebecca Stone (Chair).

In 2021, the BCW will continue working with the BHS SHARP Warriors students to improve the sexual health curriculum; work to support Brookline’s women-owned businesses; collect data regarding barriers to women’s civic participation, look into equal pay and family leave policies in town departments, and more.

Join us for a meeting or learn more online: Website: https://www.brooklinema.gov/729/Brookline-Commission-for-Women Facebook: @BrooklineCom4Wmn

150

2020 Annual Report

Information Technology Department Feng Yang, Acting Chief Information Officer

Brookline’s Information Technology Department (ITD) plays a key role in Brookline's ability to educate its children, respond to emergencies, and to provide a range of services for its citizens. Information Technology Department’s mission is to work collaboratively with all departments to use technology to enhance the delivery of these services to the community.

The ITD has four divisions: Administration, Digital Services, Network Operations, and Customer Service; and is responsible for the Town’s integration of all activities and resources designated as:

 Systems and data processing comprised of computer-based systems design and implementation, applications, and operating software;  Telecommunications systems and networks comprised of the integration of planning, development, and implementation of all systems and network services;  Delivery of applications and other information services products that meet the users' specifications in terms of quality and cost;  Protection of the Town's computer data and information assets and resources;  Identification of opportunities in the development and support of new and existing technologies; and  Training of employees in the use of various aspects of information technology.

In the Public Schools domain, ITD works closely with Finance & Administration, Education Technology Department, Data Team and others to support the district’s technology needs.

COVID-19

The pandemic drastically and quickly expanded the scope of services of ITD. It tested our infrastructure, connectivity, digital services, agility and resilience. It magnified what has worked and revealed what needs improvement and greater investment. In the meantime, it has accelerated digital transformation; the new normal after COVID is not going to be the same as the old. Certain technology solutions implemented during COVID will remain. Future technologies will be reviewed through different lens.

The IT Department worked diligently at the beginning and throughout the pandemic to enable and support emergency teams and remote workforce; swiftly adopted and implemented new digital services and platforms;

151 www.brooklinema.gov never neglected cyber security; and enhanced network throughput as well as expanded WIFI infrastructure to support hybrid learning with social distance.

Not long before the pandemic started, our previous CIO departed for the private industry. Since the pandemic started, we all have to jump in with both our feet. I took on the acting CIO role to lead the department, and served on the COVID task force and re-opening committee. Many IT staff have worked tirelessly and professionally throughout the pandemic. It is my pleasure to share some of the highlights of the IT Department’s accomplishments in the following areas in 2020.

Enabling Remote Workforce

When the pandemic hit in Feb/March of 2020, we had to pivot very quickly to enable a large remote workforce. We increased the capacity and built redundancy for remote access; we developed online forms for employees to request access; and we provided instructions, training and technical support quickly.

Working with the Select Board’s office and the purchasing department, we were able to leverage CARES Fund to procure, image, and quickly deploy additional laptops to the remote workforce.

We also upgraded our phone system to leverage the new version of soft phones for town and school administrative staff to answer their work phones when they are working from home.

Support Emergency Response Effort

Working with the Emergency Management Team, IT Staff assisted Emergency Operation Center (EOC) with network connectivity, phones, laptops, email and file sharing capabilities. We also enabled the Health Department staff and their volunteer contact tracers with town accounts and access needed. Various online forms were programmed as needed.

Swift Digital Transformation

ITD worked collaboratively with various departments and we rapidly transformed many services digitally. Working with the Select Board’s office, we quickly implemented video conferencing platforms, developed security protocols, and trained numerous public meeting hosts and internal users.

ITD implemented digital signature capabilities for payroll, purchasing, HR, and schools which helped staff who are both onsite and remote. We implemented secure email and large file send via our email gateway system.

ITD also rolled out OpenGov’s survey tool. Three public surveys were launched by the Parks Department with 1262 visitors:  Boylston St Corridor Committee: 164 visitors and 120 responses  Urban Forest Climate Resiliency Master Plan: 801 visitors and 408 responses  John E. Murphy Playground Design: 292 visitors and 94 responses

Infrastructure Upgrade to Support Hybrid and Remote Learning

The Town’s past capital investments in IT infrastructure and built-in operating maintenance largely enabled us to pivot quickly to support a large remote workforce, remote and hybrid learning. That puts us ahead of many communities. With CARES Fund, we were able to upgrade some older switches and WIFI controllers in various floors of school buildings for increased network throughput inside the buildings.

Using CARES Fund, ITD also expanded WIFI access points to areas that were never classrooms in the past such as Gyms or cafeterias. We also procured outdoor WIFI access points, and extended the public school’s WIFI network outdoors at the High School campuses. We continue to expand outdoor WIFI into the elementary schools.

ITD accelerated the implementation of a new layer of cyber security defense tool at the DNS level that protects staff and student on town/school devices from malicious threats on or off our network.

152

2020 Annual Report

Support Virtual Town Meetings

ITD staff worked closely with the Virtual Town Meeting Committee and BU to support the Spring Town Meeting. ITD successfully supported the Fall Town Meeting without such assistance.

New Digital Services

During the pandemic, ITD continued efforts to digitize and make available online transactions. We assisted DPW Highway in developing the new Trash collection mobile app called ReCollect, assisted DPW Parks department with data collection of urban trees, and assisted EMT in implementing a new reverse 911 system and backend system integration for employee data. Working with UASI, ITD upgraded the Town’s oblique imageries to NearMap. Working with the Police Department, we re-designed the police website.

In addition, ITD enhanced email FIOA search capabilities, and enhanced email security policies. We expanded and enhanced the self-serve password reset tool and tightened security policy for both town and school. We enhanced Abutters notification program to include all occupants of the Town that the Fall Town Meeting passed and mandated.

ITD continued to work with user departments and we implemented new online permits and streamlined workflow. Here are a few examples:  Historic Preservation: Local Historic District Certificate  Zoning: Special Permit/Variance  Building: Certificate of Inspection Renewal.  DPW: Waste Hauler License Renewal  Select Board: Enhancing license renewals

Cyber Security

The global cybersecurity threat continues to grow as state-sponsored actors, social “hacktivists” and criminals seek opportunities to exploit individuals and organizations. In the past year, we have defended against 3,000,000 vulnerability attacks and 35,000,000 port scanning attacks; 2,000,000 Webs security Blocks; and numerous malware threats.

ITD continues to follow best practice to detect, protect, patch, scan, monitor, train users and raise cyber security awareness. We continue to build out layers of defense, and collaborate with federal and state agencies, peer communities and our vendors on cyber security. We hosted regular IT security team meetings; and participated in federal, state and other cyber security collaborations. We hosted the Cyber Security Month (October) with email phish campaigns and followed up with targeted training. We developed resources on the intranet and hosted interactive Zoom seminars to raise employees’ awareness and help them develop cyber hygiene. We enhanced our email security policies. We vetted many prospective vendors using our standard cloud vendor security questionnaire and we continue to improve and enhance the requirements.

Keeping Employees Safe, Engaged and Productive

During the pandemic, keeping our employees safe, engaged and productive is an ITD high priority. We made certain that employees have adequate PPEs. Though ITD was staffed by a hybrid workforce and 25% onsite capacity due to space constraints, the department’s full support of the entire organization never slowed. We hold regular staff meetings, managers meetings, security team meetings and project virtual teams meetings to help set priority and improve communication. This results in better communication, which leads to quicker problem solving. Extensive thoughts and efforts were put in to keep employees engaged and connected as well. In one of the staff meetings in July we had a Food Photo contest. At another staff meeting around the holidays, we held an ITD virtual holiday trivia Zoom event. We are a multi-cultural and multi-racial group of IT professionals who are dedicated and efficient. This is the Brookline I-Team.

153 www.brooklinema.gov

Finance Department Jeana Franconi, Finance Director

Overview

The Finance Department is comprised of the Assessing, Comptroller, Purchasing, and Treasury divisions.

Treasury Division The Treasurer is pleased to submit highlights for the fiscal year ended June 30, 2020 below. For a full review of the Town’s finances, please refer to the Report on Examination of Basic Financial Statements for the year ended June 30, 2020.

Cash Management This division is responsible for the collection and maintenance of all revenues from all sources, as well as the management and safeguarding of all funds, the administration of all debt, and the proper disbursement of all funds.

Town Cash & Investments $240,846,224 Library Cash & Investments 4,286,824 Retirement Cash & Investments 343,789,766 OPEB Cash & Investments 59,089,126 Total Cash & Investments $648,011,940

General Fund Investment Income earned for the year was $1,537,277.

Bank Service and Credit Card Processing Fees Through compensating balance agreements, we continue to minimize bank service costs. The division also takes on the financial burden of credit card processing charges that are not covered by convenience fees. Costs for both categories totaled $276,253.

Debt As of June 30, 2020, the Town had debt obligations of $318.5 million in principle and $132.5 million in interest. During 2020, the Town issued $161.6 million in new general obligation bonds for the High School ($134.2 million) Driscoll School ($25 million), Building envelope and fenestration ($1.5 million), Carlton Street Footbridge ($900,000), and Water Improvements ($5 million). The Town retained its Aaa bond rating from Moody’s Investors Service and S&P Global. True interest cost for the bonds was 2.44%.

The Town also issued $6.7 million in BANS for the Oak Street Properties ($4.7 million) and Pierce School design ($2 million) with an interest rate of 0.77%.

Collections Collections is responsible for the billing, collection, recording, and reconciliation of annual Real Estate Property Taxes ($230.5 million), Personal Property Taxes ($3.5 million), Motor Vehicle Excise Taxes ($6.3 million), Water & Sewer Utility Fees ($27 million) and Refuse Collection and Disposal Fees ($3 million).

Bill payers have the option to pay by phone (844-234-3779), online (www.brooklinema.gov/865/Pay-For), at Town Hall, via mail, or use the drop box located in front of Town Hall.

Credit card transactions are assessed a convenience fee of 2.95% or $1.00 minimum. Electronic check payments are charged a convenience fee of $0.40. The Town does not receive any revenue from convenience fees. These fees are assessed by a third party processor for the secure handing and processing of payments.

Property Taxes Uncollected real and personal property taxes for FY2020 as of June 30, 2020 were $4.7 million, representing a 98% collection rate.

154

2020 Annual Report

As of July 1, 2020, the interest rate charged to seniors in the Town’s Deferral Program is 2.14%. The rate changes annually dependent upon the U.S. 10-Year Treasury Note’s annual average.

A taxation fund to aid the elderly and disabled in paying their real estate taxes was approved at the May 2018 Annual Town Meeting. Donations of $4,102 were received. The Taxation Aid Committee did not award funds in FY2020. Applications are available online and in the Assessor’s Office.

Municipal Lien Certificates An important responsibility of this Office is the timely and accurate issuance of municipal lien certificates (MLC’s). This document is required before buyers and sellers of property can finalize any agreements for the transference of any real property. Lawyers and mortgage lending institutions depend upon this service. We issued approximately 1,760 MLC’s during FY2020. General Law requires that these documents be completed within ten working days of receipt.

Motor Vehicle Excise We continued to participate in the Registry of Motor Vehicle’s license renewal and registration renewal marking program. The failure to be able to renew these two important permits has proven to be a very effective collection stimulus. Uncollected excise tax at the end of the year was $564,463. We collected 90% of the approximately 33,000 bills issued.

Payroll This division is responsible for the oversight of all payroll activities, including accurate and timely payments to all Town and School employees, along with the related employee and employer deductions, taxes, wage reporting, and collective bargaining compliance issues.

Summary Treasury takes pride in providing a high level of quality service to all of its constituents. It is with much appreciation that the Treasurer acknowledges the dedicated staff tasked with the collection of taxes and the reconciling of all receipts and disbursements for the Town.

COMPTROLLER’S DIVISION

The Comptroller's Office is responsible for the timely and accurate processing of vendor payments, cash receipts and general ledger transactions, and numerous federal and state reporting functions, including the Commonwealth’s Schedule A and free Cash certification. In addition, the Comptroller serves on the Brookline Contributory Retirement Board.

Accounts Payable personnel, in conjunction with input from a variety of Town Departments, continued to service nearly 5,000 active vendors, processing approximately 40,000 invoices during the calendar year.

The Accounts Payable personnel routinely audits all invoices before the payments are processed and then matches up the resulting checks with their supporting documents for archiving in-house. In addition, the accounts payable team has spent considerable time and effort training departmental users throughout the School and Town in the appropriate use of the accounts payable system.

Financial Reporting The Comptroller’s staff worked closely with the auditors to ensure compliance with Generally Accepted Accounting Procedures and the promulgations of the Government Accounting Standards Board in the daily financial activities of the various Town departments and in the preparation of the Town’s annual financial statements.

Personnel, Schools, DPW, Water & Sewer, Building, Fire and Police Departments are utilizing the General Billing module.

The Comptroller’s staff continues to provide training and support for the departmental users in General Ledger queries and reports and Accounts Payable, General Billing and Cash Receipts input and processing and

155 www.brooklinema.gov reporting of departmental financial data via in customized Crystal Reports. Over 200 users in the Town and School offices have been trained in the Town’s MUNIS Financial system and basic Crystal Report running.

Closing The Comptroller and his staff worked closely with other key departments to enhance internal controls and financial processing and reporting with the Town. The Comptroller gratefully acknowledges the fine efforts of his staff, in conjunction with the efforts of other Town Departments, which have contributed to another successful year.

ASSESSOR’S DIVISION

The mission of the Board of Assessors is to assess all property in the Town of Brookline in a fair and equitable manner and in accordance with the laws of the Commonwealth of Massachusetts. Our purpose is to promote the fair and equal treatment of all taxpayers in the Town of Brookline in the administration of the property tax, motor vehicle excise tax and related exemptions; to assess all property at its full and fair cash value as of January 1 of each year and to employ valuation methods and techniques appropriate for each class of property and to maintain public records necessary to administer the taxes of the Town of Brookline and to objectively review the petitions and concerns of taxpayers. The Assessors, when necessary, will defend valuation appeals brought before the state Appellate Tax Board.

Accomplishments:  The Assessors completed a town-wide reassessment of all property in Brookline as of January 1, 2020 for fiscal year 2021 based on the state Department of Revenue’s Standards for the continued certification of assessed values as required under section 56 of Chapter 40 of the General Laws. The Town received approval of value changes for FY2021 by the Commissioner of Revenue per the requirements of section 2A of Chapter 59 on November 11, 2020.  The result of the reassessment of all property is a town-wide increase in the total taxable value of 3.5% to $27.4 billion, the 4th highest assessed value of taxable property in the state.  The Assessors finalized the implementation of workflow software and service license by automating the process of extracting certain property transfer information from images of documents filed at the Norfolk County Registry of Deeds, including deeds and other transfers of ownership.  Despite the challenges of COVID we were able to add a record amount ($3.3M) of growth to the tax levy.

2021 Objectives  The assessors will continue to be diligent in the discovery of taxable property and allowable levy growth due to new construction for fiscal year 2022 and beyond.  A major goal is to adequately staff the assessing department by filling vacant positions.  Continue to promote staff development through education and training.  Keep the website up to date to reflect any changes adopted by Town Meeting and State Legislature that impact local assessment programs.

The table below contains the FY2020 and FY2021 total assessed values by major class and year over year percent change. Class FY20 Valuation FY21 Valuation Δ Residential $23,776,456,515 $24,675,534,471 3.8% Commercial 2,431,481,197 2,446,579,340 0.6% Industrial 21,037,700 21,043,700 0.0% Personal Property 262,571,723 267,196,984 1.8% Total Taxable Property $26,491,547,135 $27,410,354,495 3.5% Combined CIP 2,715,090,620 2,734,820,024 0.7% Tax Exempt 3,028,793,488 3,136,997,989 3.6%

156

2020 Annual Report

PURCHASING DIVISION

The Purchasing Division is responsible for the procurement of all goods & services for all Town and School Departments. The Division’s role is to ensure that all Departments are getting the best value, by using the appropriate process: RFPs, bids, quotes, and good business practice. In addition, established state and cooperative contracts are also used. The procurement process complies with applicable laws, such as M.G.L. Ch. 30B, 30 39M, and 149, which were enacted by the State and adopted by the Town in 1990 and updated in 2016.

Purchasing also manages all contracts and agreements resulting from procurements that have been conducted for Town and School Departments. General Services is part of the Division, providing printing and mail support for Town and School departments.

PERSONNEL The Purchasing Division staff consists of: Chief Procurement Officer David Geanakakis, Procurement Officer Richard Saville, Buyer Eric Miller, and Senior Office Assistant Nicole Belli. General Services staff are: Supervisor of Mailing & Printing Paul Scarborough and Mail Clerk Morgan Laing-Buckland.

On a daily basis, all division staff consistently offer excellent service, provide informed and accurate information to all departments, as well as companies doing business with Town and School Departments.

PURCHASING ACTIVITY During the past year, the Division issued approximately 10,000 purchase orders and conducted nearly 65 public procurements: quotes, bids and RFPs, for various departments. With the assistance of the requesting department, staff develop specifications, investigate and seek out potential vendors, evaluate & award contracts, and monitor vendor performance.

Various contracts for goods and services are managed by the staff and used by all Town and School departments. Establishing mutually beneficial working relationships with companies providing goods and services is also an important task. Examples are: office supplies, copiers, information technology, furniture, consultants and insurance. Significant items from the past year were:

 To address the covid-19 pandemic, purchased various PPE, equipment and other materials. Including a vaccine storage freezer, electrostatic cleaning units, and other items as required.  Town Department Bids and RFPs: Master Lease Purchase Financing for Public Works equipment, Salt (Newton Cooperative bid) for DPW, Devotion House 347 Harvard St, Widow Harris 21 Newton55 Newton, Greater Aspinwall Hill Survey Update Phase II for Planning, 55 Newton Street, Signs, Painting, Window Shades, Roofing, Masonry, Overhead Doors, Pool Balance Tank & Sand Change, Bituminous Concrete, Sand, Brookline Athletic Fields Needs Assessment & Master Plan.  Continued to prepare issue, award and manage cooperative bid and contract for heating oil, gasoline and diesel for 11 regional Cities and Towns. Obtained fixed prices that were much lower than market for FY21.  Various Town and School contracts were rebid or renewed with ongoing improvement of products and services  Continue to manage the annual computer leasing process, with the assistance of the Information Technology Department. Ongoing program has standardized models with a single vendor, consistent annual payment & low interest rate, low prices, efficient ordering process & faster deployment.  Continued to expand purchases from other cooperative contracts, such as State Contracts, Higher Education Consortium, Metropolitan Area Planning Council, and National Purchasing groups, as appropriate  Purchased an electric vehicle, a Chevrolet Bolt for the Town pool car fleet.

157 www.brooklinema.gov

SUPPORT TO THE SCHOOL DEPARTMENT Procurement Officer Richard Saville and Buyer Eric Miller are the Division’s primary contacts for the School Department. They dedicate most of their time to support School Department purchases and projects, but all staff support Schools. Significant items from the past year were:

 To address the covid-19 pandemic, purchased various PPE, equipment and other materials. Including air filters, tents, electrostatic cleaning units, and other items as required.  School Department Bids, RFPs and renewals: Newbury College Real Estate consultant, Newbury College Conditions Assessment, Newbury College Architect services, Auditor for School Activities, Full Service Snack Vending, Full Service Beverage Vending, High School Expansion, Old Lincoln Modular, Construction Testing and Inspection Services, Lease of Classroom/Office Space, Food Services Management Program, Superintendent Search Consultant, Buses & SPED Transportation.  Supported High School STEM and 111 Cypress expansion and remodel project for fixtures, furniture, technology and services, as well as construction support as needed. Finalized furniture costs.  Continued in Cooperative Purchasing groups to address Food Services needs.  Continued Chromebook and Apple lease purchases to address technology needs  Continued using the School Department master Amazon account and used online ordering to save money on books and other hard to find items  Continued to use online office supply ordering for School and Town Departments  Continued using School Purchasing Card program for appropriate purchases  Continued using building supply accounts for both School Facilities and Town Building Department for appropriate purchases and volume savings  Continued to upgrade a majority of copiers within both the Town and School departments, taking advantage of a cost-savings offer of free maintenance service, resulting in significant savings.

GENERAL SERVICES ACTIVITY General Services provides centralized printing and mailing services for all Town and various School departments. Services are done in the most economical manner on site, using outside vendors only if necessary. Daily pick-up & delivery of mail is done by the mail room and print shop staff.  Used in-house print capabilities to reduce the costs of outside printing. The Annual Report, Financial Plan, Financial Trend Monitoring Report, Contract Specifications, Town Meeting Combined Reports, Town Meeting Member Newsletters, Council on Aging newsletters and other materials continue to be printed in-house.  Continued to work with the IT Department to continue to review existing telephone carriers’ bills, to eliminate lines and modify service as needed to reduce costs.  Continued to review bills with cellular wireless provider, changed plans and devices, resulting in lower monthly costs and improved service. Addressed remote worker needs with phone, hotspots as needed.

158

2020 Annual Report

Norfolk County Registry of Deeds William P. O’Donnell, Register

2020 was an extraordinary year in all our lives. The COVID-19 pandemic impacted all of us. Certainly, some were impacted worse than others. Lives were disrupted with some losing loved ones, small businesses scaled back or in worse case scenarios closed for good. While many sectors of our economy were impacted by the pandemic, I am pleased to report the Norfolk County real estate economy was able to remain viable following the COVID-10 state of emergency declared by Governor Baker on March 10, 2020.

Since the beginning of the pandemic, I am proud to report the Norfolk County Registry of Deeds was able to remain open operationally for the recording of land documents. While the Registry of Deeds building was closed to the general public, Registry personnel were able to continue recording land documents. We utilized social distancing, split work shifts, remote access, and used our disaster recovery site to record documents. We also utilized electronic recording for our institutional users such as banks, law firms and title companies. In addition to electronic recording, users had the option to submit documents via regular mail, Federal Express or placing documents in our drop-off box located just outside our main entrance at 649 High Street, Dedham, MA.

The results of these efforts were a viable Norfolk County real estate market benefitting sellers and buyers of real estate, lending institutions, the real estate legal community and all others with a vested interest in the local real estate economy. By keeping the Norfolk County Registry of Deeds open, recording fees collected were forwarded to the state and county helping to pay for important public initiatives including education, health care, and police and fire expenses. We are so thankful to our partners in the real estate community and most importantly the citizens of Norfolk County. Their patience with us has been critical to the Registry of Deeds being able to continue its core mission of recording land documents in a safe and secure environment.

The Registry of Deeds is the principal office for real property records in Norfolk County. Its mission is to maintain and provide for accurate, reliable and accessible land records to all residents and businesses of Norfolk County. The Registry receives and records hundreds of thousands of documents annually. It houses more than 8.5 million land documents dating back to 1793 when George Washington was President. The Registry is a primary and indispensable resource for title examiners, mortgage lenders, municipal officials, homeowners, title examiners, real estate attorneys, genealogists and others with a need for land record information.

The Registry operates under the supervision of the elected Register, William P. O’Donnell, who has held the position since 2002.

2020 Registry Achievements  The Registry of Deeds Customer Service and Copy Center continues to provide residents and businesses with quality service. These requests included the filing of Homesteads, accessing deeds, verifying recorded property documents and assisting those in need of obtaining a mortgage discharge notice. Customers can contact the Customer Service and Copy Center at 781-461-6101, Monday through Friday between the hours of 8:30AM to 4:30PM.  In calendar year 2020, the Registry collected approximately $60 million in revenue.  The Registry of Deeds continues to address legislative issues to benefit consumers. In 2021, we will again file legislation to advocate for mortgage transparency by requiring mortgage assignments be recorded at the appropriate Registry of Deeds.  This year saw a record number of electronic recording filers, approximately 2,150. The Registry is approaching 75% of its recorded land recordings being done electronically.  Norfolk Registry of Deeds was the first registry in Massachusetts to record electronically registered land documents. This started in the Land Court section of the Registry of Deeds in 2017 and was crucial in remaining operational during the coronavirus pandemic. At the onset of the pandemic, 25% of the registered land documents recorded were done via electronic recording which has grown now to 60%.  In 2020 we hit a record high of recording our 38,221 Registry of Deeds book. For the sake of security and redundancy, we store our documents 3 different ways: hard copy, electronically and by microfiche.

 In calendar year 2020, the Registry processed over 10,000 Homestead applications. The law Chapter 188 (M.G.L.) provides limited protection of one’s primary residence against unsecured creditor claims.

159 www.brooklinema.gov

 The internet library of images, accessible to the public through the Registry of Deeds’ online research system at www.norfolkdeeds.org continues to expand. Today, all documents dating back to the first ones recorded in 1793 are available for viewing.  Our website includes a genealogy page and a section highlighting land records of notable people – United States Presidents, military heroes, noted authors and leaders in their fields of education, environment and the law  The Registry’s website www.norfolkdeeds.org routinely updates the public on such news as real estate statistics, answers to frequently asked questions, along with detailing of our consumer programs. Additionally, we also write a monthly column for various Norfolk County newspapers and their online websites. We also distribute a weekly press release to alert residents of the latest happenings as well as to remind them of our consumer services.  The Registry’s free Consumer Notification Service allows any county resident to opt in to this free notification service and be alerted when any land document – fraudulent or otherwise – is recorded against their name. For more information, please see our website at: www.norfolkdeeds.org. Currently, over 1,380 Norfolk County residents are signed up for this program.  Due to the ongoing COVID-19 pandemic, the Registry was forced to suspend its community outreach programs. We are hopeful that in 2021 we will be able to visit each of the Norfolk County communities for office hours and renew our partnerships with Interfaith Social Services of Quincy, Father Bill’s & MainSpring of Quincy, the VA Boston Healthcare System, Voluntary Service Program and InnerCity Weightlifting on our ‘Suits for Success’ program, and New Life Furniture Bank of MA in Walpole to assist those who are in need of household items. We also look forward to renewing our Annual Holiday Food Drive and Toys for Tots campaigns in 2021.

Brookline Real Estate Activity Report January 1, 2020 – December 31, 2020

During 2020, Brookline real estate activity saw increases in both total sales volume and average sales price.

There was a 17% increase in documents recorded at the Norfolk County Registry of Deeds for Brookline in 2020, resulting in an increase of 1,514 documents from 9,021 to 10,535.

The total volume of real estate sales in Brookline during 2020 was $1,317,904,887, a 14% increase from 2019. The average sale price of homes and commercial property was also up 21% in Brookline. The average sale was $1,910,007.

The number of mortgages recorded (2,640) on Brookline properties in 2020 was up 50% from the previous year. Also, total mortgage indebtedness increased 36% to $2,325,972,912 during the same period.

There was 1 foreclosure deed filed in Brookline during 2020, the same number recorded the previous year.

Homestead activity decreased 9% in Brookline during 2020 with 691 homesteads filed compared to 759 in 2019.

Finally, our objective at the Registry will always be to maintain, secure, accurate and accessible land records for the residents and businesses of Norfolk County. It is a privilege to serve you.

Respectfully submitted by,

Norfolk County Register of Deeds

160

2020 Annual Report

Retirement Frank Zecha, Director

The Brookline Contributory Retirement System (the “System”) administers the defined benefit plan for most Town of Brookline employees, with the exception of teachers and school administrators whose program is administered by the Teachers’ Retirement System. The defined benefit plan, governed by Massachusetts General Laws Chapter 32, provides retirement, disability, survivor, and death benefits to members and their beneficiaries.

The System has a five member Board, which is responsible for ensuring that the System is operating in compliance with M.G.L. Chapter 32. The Chairman of the Board is Gary Altman, an attorney who works full-time as a labor arbitrator and mediator. Rob Ward, retired Chief of the Brookline Fire Department and Sgt. John J. Canney, are the two elected members. Director of Finance, Jeana Franconi, serves on the Board pursuant to an appointment by the Select Board. Brookline Comptroller, Michael F. DiPietro, serves as the ex-officio member, as required by M.G. L. Chapter 32.

The System is funded through members’ deductions, investments and annual appropriations from the Town and Brookline Housing Authority. The Board adopted an actuarial funding schedule to ensure the financial stability of the retirement system. According to the most recent actuarial report, as of January 1, 2020, the System was 59.06% funded.

As of December 31, 2020, there were 4,173 members, 1,652 active members, 881 retired members or their beneficiaries, and 1,700 inactive members. During 2020, the Board voted to grant 32 superannuation and 2 accidental disability retirement allowances. The Board also approved 34 refunds and 89 transfers of member accounts.

The current staff is comprised of Frank Zecha, Executive Director, Maryruth Capite, Deputy Director of Finance and AnnMarie Ferry, Administrative Assistant. The staff is responsible for financial transactions, reporting of investment activity, comprehensive pre- and post- retirement counseling to employees and their families regarding their rights and benefits, issuing monthly pension payments to retirees and /or their survivors, and other required governmental reporting.

Currently, the Board assets are held with State Investment Trust Fund (PRIT). The Board establishes investment policies and allocates system assets to various investments.

As of December 31, 2020, the System is valued at $386 million. In calendar year 2020, the System had a 12.2% rate of return. The 25 year rate of return is greater than 7.85% annually.

161 www.brooklinema.gov

TOWN OF BROOKLINE TELEPHONE DIRECTORY Main Number: 617-730-2000 Emergency Telephone Numbers: Police 911 Fire 911 Highway 617-730-2160 Parks: 617-730-2167 Water/Sewer: 617-730-2175 Home Heating: 617-730-2300 (weekdays); 617-730-2222 (evenings and weekends) TTY (phone devices for the DEPARTMENT TELEPHONE deaf) Assessor's Office 617-730-2060 Brookline Interactive Group 617-731-8566 Building Department 617-730-2100 Comptroller's Office 617-730-2022 Conservation Commission 617-730-2088 Council on Aging 617-730-2103 Diversity, Inclusion and Community Relations 617-730-2777 Emergency Management 617-730-2105 Evelyn Kirrane Aquatics Center 617-713-5435 Fire Department (non-emergency) 617-730-2272 Health Department 617-730-2300 617-730-2327 HELP Program 617-730-2752 Human Resources Office 617-730-2120 Information Technology Department 617-730-2003 Library (Main) 617-730-2345 617-730-2364 Library (Coolidge Corner) 617-730-2380 Library (Putterham) 617-730-2385 Parks and Open Space Division of DPW 617-730-2088 Planning and Community Development 617-730-2130 Police (non emergency) 617-730-2222 Public Works 617-730-2156 617-734-2952 Purchasing Division 617-730-2195 Recreation Department 617-730-2069 617-739-7698 Retirement Board Members and Staff 617-730-2028 Robert T. Lynch Municipal Golf Course 617-730-2078 Select Board's Office 617-730-2200 617-730-2213 Soule Early Childhood Center 617-739-7598 Substance Abuse and Violence Prevention for Youth 617-713-5155 Tobacco Control 617-730-2333 Town Administrator 617-730-2200 Town Clerk 617-730-2010 617-730-2572 Town Counsel 617-730-2190 Transportation Division of DPW 617-730-2177 Treasurer/Collector 617-730-2020 Veterans Services 617-730-2112 Walnut Hills Cemetery 617-730-2179

162

2020 Annual Report

TOWN OF BROOKLINE, MASSACHUSETTS

Settled: 1638 Incorporated: 1705 Population: 59,180 Land Area: 6.82 Square Miles

Government: Representative Town Meeting (240 Elected Town Meeting Members and eight at large) with five-member Select Board and Town Administrator.

Located four miles from downtown Boston, in Norfolk County. Brookline is one of the largest towns in New England. It is primarily a mature suburban, residential community. The primary occupations of Brookline residents are management and professional, heavily concentrated in the fields of medicine and education.

FY 2020 Assessed Valuation: $26,491,547,135 FY 2021 Tax Rates: Residential $9.80 Commercial $15.99 Residential Exemption $2,965

Political Parties and Designations

Democrat 19,358 Unenrolled 18,680 Republican 1,976 United Independent Party 116 Libertarian 77 Green Rainbow 24 Conservative 21 Interdependent 3rd Party 20 American Independent 16 Socialist 14 MA Independent Party 13 Green Party USA 8 Working Families 6 Pizza Party 4 Pirate Party 4 Constitution Party 1 Latino-Vote Party 1 Natural Law Party 1 Prohibition Party 1 We the People 1 World Citizens Party 1

Brookline Legislators

United States Senators United States Representative Congress Elizabeth Warren Joseph P. Kennedy Edward J. Markey

State Senator State Representatives Cynthia S. Creem Edward F. Coppinger Michael J. Moran Nika Elugardo Tommy Vitolo

The Town of Brookline is an Affirmative Action/Equal Opportunity employer. The Town of Brookline does not discriminate on the basis of disability in admission, access to, or operations of its programs, services, or activities. The Town of Brookline does not discriminate on the basis of disability in its hiring or employment practices.

163