News Archives - Plympton-Halifax-Kingston Express

Holding a Steady Tune: Middle Street School of Music Keeps Local Music Alive

February 20, 2026 By Stephani Teran

Amidst the bustle of tourists exploring the narrow, colonial-lined streets of America’s Hometown, and locals following their noses to various food establishments in the historic district of Plymouth, you will notice that Middle Street is peppered with people -young and old, carrying various instrument cases and bags filled with music books. They are heading to one of several doors of the Middle Street School of Music where music pours out into the streets as the doors open and students come and go in their weekly pursuits in music education.
Founded by Berklee School of Music graduates, Patricia Drain and Paul Kinnear, Middle Street School of Music opened its doors in 1992 when downtown Plymouth looked very different from today. “When we started here it was like a ghost town,” Kinnear notes, “Everything had moved over to the mall and shops here were boarded up.” Drain and Kinnear did not let the less-than-bustling scene deter them in their goal to provide students with the opportunity to have music education -especially as several local music schools had closed down and there were eager students without teachers who still wanted to learn. “The school I was teaching at closed down and so we were able to give some of the displaced students a place to continue their training,” Kinnear explains.
Starting with four teachers, a handful of students, and a small space in an old building on historic Middle Street, Drain and Kinnear established a stress-free, positive experience for their students that carries on to this day. Instead of a strict focus on music theory and notation and mandatorily prescribed teaching methods, Middle Street School of music allows each instructor to tailor the lesson to each, individual student based on their interests and abilities -making musical training a highly personal experience. “We want students to come here and enjoy being here, not worry or be stressed about their lesson,” says Drain, “Music should be fun -that’s the whole point, to enjoy making it.”
That said, don’t let the open-minded approach fool you into thinking there is not a great deal of hard work that takes place at Middle Street. The school currently employs twenty music teachers and all of them not only meet strict qualifications and high standards, but they have each spent decades perfecting their skill in their chosen fields and many of them actively participate in performing local bands and music groups. “We have had students that left the school and ended up forming some of the well-known, local bands that tour the New England area,” Kinnear says.
A music-and-mind-positive philosophy at Middle Street School of Music has earned loyalty from local families and students -sometimes even after relocating. “I have one student in their 30’s who moved to North Carolina, but we still meet for music lessons on Zoom,” says Drain. One of the most surprising facts about Middle Street School of Music is that a little more than half of their 350+ students are adults. “It really is never too late to start an instrument or learn a bit more about music,” says Kinnear, “Even if it’s just for fun -you don’t have to be amazing or take it seriously, it’s just good for you to do.”
In addition to students of all ages engaging in and learning about music and instruments, Drain and Kinnear are also out in the community performing. They founded Trillium, a jazz trio in the 80’s. Trillium toured all over New England and often performed at Musikfest in Pennsylvania where they shared the line-up with the Fifth Dimension, Diane Schuur, and Queen Ida.
Now as the duo, Swing Set, Drain and Kinnear continue to perform at various venues in and around the Boston/Cape Cod area and for both private events and public performances. Drain also continues to work as a sideman with Java Swing an 8-piece swing orchestra and is an expert in the musical fields of voice, piano, guitar, and ukulele. With his expertise in guitar (a four-year degree in guitar performance), ukulele, mandolin, banjo, and bass, Kinnear has been a member of many well-known local bands as “Fit 2B tied”, “Joy”, “Soul Sensation”, “Bruce Peterson Big Band”, “Shameless”, and “Shatterproof”. Kinnear is multifaceted in his range of musical experience from Broadway to Country, and from Rock and Roll to Jazz.
With such experienced and multi-talented founders, it is not surprising to see a wide range of instrumental instruction and instructors available at Middle Street School of Music. Lessons offered include piano, drums, guitar, mandolin, ukulele, vocals, woodwinds, bass, banjo, horns, reeds, music theory I and II, songwriting, music production, and ear training. Instructors offer private lessons that are built around each students needs, interests, goals, and abilities. In addition, opportunities to play in rock, country, folk, and jazz ensembles as well as group lessons for guitar and ukulele are offered.
The culmination of each year ends with a spring recital in which all students are encouraged, but never forced, to participate. Music teachers help their students select a piece or pieces of music to perform well in advance so that each student is comfortable and adequately-rehearsed for the performance. “Our teachers also use the music that students choose for their recital piece to teach about notation and theory as a learning tool so that they can focus on getting their piece ready and still be learning and expanding on their knowledge,” Kinnear explains.
With music education programs being defunded and dismantled in schools, it is more important than ever to ensure children have the opportunity for music experience and exposure. Drain and Kinnear assure that perfection and proficiency are not the main focus at Middle Street School of Music, but cultivating a positive association with musical training is. Kinnear warns about putting too much pressure on music students, “Sometimes we hear about music teachers out there taking things so seriously -stressing kids out and being unkind if the progress isn’t enough in their eyes.” “That is just not what is it about,” Drain adds, “Music should be a positive thing for all ages and not something that makes you fearful. I don’t understand why anyone would teach to make it anything but a joy.”
Middle Street School of Music may offer only music-based classes, but be assured that the skills and experiences there filter out into the daily lives of the students. “Learning music affects your entire life,” Drain points out, “Things like discipline, courage, focus, dedication, and accomplishment come along with learning an instrument or learning to read music, and those are things that help you in life overall.” “It is really great to see students come here and find real joy when they discover they can play an instrument or make music. Not everyone is going to be some prodigy -I hate to use that word, and sometimes we do get a student that you can tell is meant for the world of music,” Kinnear explains, “but we mostly just like to see our students discover their own capabilities and get confidence and have a way to express themselves.”
While comfortably filled with hundreds of students, Middle Street School of Music is always open to adding more and offering various opportunities to learn and explore music. Connected to the music school, Drain and Kinnear offer various instruments for sale at their Bumblebee Music Shop. The shop offers a range of instruments from Blueridge Guitars, Bristol Guitars, Gold Star Banjos, Rover Banjos and Mandolins, Kentucky Mandolins, Regal Resophonic Guitars, Kala Ukuleles and Guitars, and Cremona Violins and Cellos.
After over three decades of steady growth and stable patronage, it is clear that Drain and Kinnear built Middle Street on the right foundation for success -one that focuses on music positivity and confidence building rather than accolade and prestige. “I am sold on this product,” Drain says with pride, “We have found longevity in keeping musical training about making it enjoyable and accessible and that is something Paul and I are very proud of.”
As a mother of four students at Middle Street School of Music, I can easily agree that what Drain and Kinnear have established through their philosophy and dedication to focusing on a positive student experience, is a love and respect for music that carries on after the lesson is over. After all, finding your adult son playing the keyboard in the attic late at night -lost in the song and confident in his ability to not just play the music, but feel it, is a testament to teaching done in harmony with the human spirit.

Silver Lake Schools Face $586,000 in Cuts

February 20, 2026 By Justin Evans

The Silver Lake Regional School Committee received a sobering budget presentation Feb. 5 outlining $586,000 in reductions—including staff layoffs—needed to maintain a 2.5% increase for fiscal year 2027, while simultaneously advancing a $700,000 capital stabilization fund that would repurpose expiring debt payments to address $50 million in facility needs.
Superintendent Jill Proulx and outgoing Director of Finance and Operations Sarah Hickey presented the district’s FY27 budget proposal, which calls for a $42,360,551 budget—a 2.5% increase over the current year’s $41,660,551 budget, plus the additional $700,000 line item for the stabilization fund.
“We scrubbed the budget and made sure that we eliminated anything that we could before considering reduction in force,” Proulx told the committee, describing multiple meetings with building principals and central office staff to identify cuts.
The $586,000 in proposed reductions includes unspecified staff positions, stipend eliminations, supply cuts, and increased unemployment costs. According to the presentation, 57% of the district’s budget goes toward payroll, with fixed costs comprising 15% and health insurance increases estimated at 10%.
High School Principal Michaela Gill warned that the cuts would directly impact educational offerings. “It would certainly impact class sizes. It would impact what we could offer,” Gill said. “It actually might impact some of the honor and AP classes that we provide, because we would need to make sure that we remain in compliance so that all of our classes remain inclusive.”
She added that stipend position reductions would eliminate clubs and activities that “hook” students into the high school experience. At the middle school, Principal Becky Couet indicated that seventh-grade elective exploratory classes would become difficult to sustain, though class sizes would initially remain stable—until further cuts forced them to “increase tremendously.”
Much of the discussion centered on the proposed $700,000 stabilization fund, which would use money freed up by the expiration of debt payments on the middle school and high school construction projects. Currently, the three member towns—Halifax, Kingston, and Plympton—collectively pay approximately $1.3 million annually in debt service, which drops to $657,895 in FY27.
Committee member Jason Fraser explained that a recent facilities assessment identified more than $50 million in needed repairs across district buildings, with engineers warning the work must be completed within 10 years—or escalate to an estimated $73 million. “We have zero dollars for a capital plan,” Fraser emphasized. “Not a single cent.”
He detailed presentations made to the Plympton and Halifax boards of selectmen, where officials acknowledged the plan’s merit but expressed concern about their towns’ fiscal capacity. “Jonathan Selig literally said, ‘it’s brilliant, it’s a no-brainer. I don’t know if we can do it, even though I know we would regret it in the future,'” Fraser recounted of the Halifax meeting.
The stabilization fund sparked debate among committee members. Jeanne Coleman challenged the decision to make staff cuts while simultaneously proposing capital funding. “The staff cuts to put aside money for capital planning doesn’t sit well with me right now,” she said, noting that the $700,000 currently belongs to the towns’ debt exclusion vote, not the school district.
Committee Chair Gordon Laws pushed back, noting that Halifax officials had complained last year when the district avoided reductions by using $1.2 million in excess and deficiency funds. “There were various entities in Halifax that were unhappy with our approach last year,” Laws said. “They felt that the failure to do so put additional burden on them…that it was through unsustainable means with E&D, and that it was in many ways fundamentally irresponsible.”
Fraser defended the decision not to use this year’s $809,358 E&D balance to offset reductions. “I am absolutely against using it this year to supplement the operating budget. I think you said it well when you said the situation we were facing last year was much more dire,” he told Laws, referencing the potential for much larger layoffs proposed in fiscal 2026.
Fraser also emphasized that the $700,000 annually would not fully address the $50 million capital need—at that funding level, it would take 56 years. However, the stabilization fund would allow the district to replenish its E&D reserves to the statutory maximum of 5%, providing emergency capital flexibility and enabling pursuit of additional warrant articles in the future.
Coleman ultimately requested that administration prepare two budget scenarios for presentation to the towns: the proposed 2.5% increase with $586,000 in cuts and the $700,000 stabilization fund, and an alternative “level service” budget that would restore the cut positions, which Hickey estimated would require a 3.7% increase.
“Unless we were to talk about a three-town approach towards an override,” Coleman said, noting that multiple neighboring districts face similar or worse fiscal crises: Whitman-Hanson’s “situation”, Duxbury’s failed override after cutting nearly 20 staff members, and Abington’s $1.2 million shortfall requiring 30 position reductions.
The committee directed Hickey to prepare both budget versions for Fraser to present to the three towns’ boards of selectmen, with feedback to inform the district’s March budget vote. Mark Guidoboni suggested administration also examine “efficiencies” such as having coordinators teach one course to potentially save teaching positions—strategies the district has employed in past budget crunches.
The budget assessments presented Wednesday show varying impacts across the three towns, driven by enrollment shifts and the structure of debt payments. Halifax would see a 1% assessment increase, Kingston 3.4%, and Plympton 8%—though Plympton’s higher percentage reflects a zero-increase last year and significant student population growth. When combined with each town’s elementary school budgets—which have not yet been voted—the presentation showed total education costs would rise at different rates across the three communities.
The assessment presentation also included a request for four business department positions totaling approximately $300,000 that are not currently included in the shared cost budget: a budget analyst, grants manager, accountant, and full-time treasurer. Guidoboni argued that a grants manager could potentially generate revenue exceeding the position’s $70,000 cost by securing additional grant funding.
In other business, the committee approved exercising year seven of its transportation contract with First Student, which will increase costs by 4.51% in FY27—a rate Coleman called “a no-brainer” compared to the 10-15% increases other districts are experiencing when rebidding contracts. The committee also approved course description updates for the high school’s grade 9 wellness program and middle school science curriculum aligned with updated state frameworks.

True Repertory Theatre Continues 25th Anniversary Season

February 20, 2026 By Kathleen Peloquin, Media Editor

Kingston, MA – Donald Sheehan, Founder and Artistic Director of True Repertory Theatre, announces the staging of one of Neil Simon’s most iconic comedies: The Odd Couple from March 6-15, 2026 at the Beal House, 222 Main Street, Kingston, MA, 02364. True Rep’s 25th Anniversary season continues with two of the stages most mismatched roommates: neat-freak Felix Ungar and slovenly Oscar Madison whose unlikely cohabitation makes sparks fly and laughter inevitable.
The Odd Couple will run March 6, 7, and 13 at 8:00p.m. and 8, 14, and 15 at 3 p.m. General admission tickets are $25, and seniors and students are $22. Tickets are available at the door with cash or Venmo or on Zeffy at: https://www.zeffy.com/en-US/ticketing/the-odd-couple
“We are having so much fun with this play. Sometimes theatre provides an escape for its audience and The Odd Couple is the perfect retreat,” said Sheehan. “Come banish your winter blues away with the perfect medicine – laughter.”
Added Director Victoria Bond, ”This Neil Simon classic feels like the perfect balm for the current Gilead. I think most of us are feeling nostalgic for simpler problems and easier times. I have been laughing my way through rehearsals and my spirit feels lighter for it. Who can’t use a bit of that right now?”
The Odd Couple will be directed by Victoria Bond (Plymouth) and star Donald Sheehan (Pembroke) as Felix, Mark Reed (Hull) as Oscar, Jim Sullivan (Braintree) as Vinnie, John Stratton (Halifax) as Murray, Adam Bond (Plymouth) as Speed, M.J. Brennan (Plymouth) as Roy, Jennifer Serowick (Scituate) as Cecily, Victoria Bond (Plymouth) as Gertrude, and Rosemary Catrone (Bridgewater) will stage manage.
Coming in June 2026: Nunsense by Dan Goggin: June 12,13, 14, 19, 20, 21. Don’t miss this zany musical revue as the Little Sisters of Hoboken dance, sing, and seek heavenly (and financial!) support for their convent. See https://truereptheatre.com/ for updates and ticket availability.
About True Repertory Theatre Company
True Repertory Theatre has been creating unexpected theatre on the South Shore for the past 25 years, employing an immersive approach that allows audiences to engage with the work in surprising and meaningful ways. True Rep focuses on quality of performance and intimacy of setting. We strive to interact with the community on all levels, often finding connections for other service-oriented organizations within our productions, through Project 719. We believe that through the simple act of storytelling we connect to one another — we discover common ground, foster new understanding, and encourage tolerance. If we listen to one another’s stories, we will find ourselves. Follow us on our socials: Facebook @TrueRepertoryTheatre / Instagram @truerepthtre / X @truerepthtre

Plymouth Area Coalition for the Homeless Opens New Emergency Assistance Shelter

February 20, 2026 By Kathleen Peloquin, Media Editor

KINGSTON, PLYMOUTH, MA – Plymouth Area Coalition for the Homeless, working to nurture and empower families and individuals seeking basic needs assistance by providing them shelter, food, and educational resources necessary to reach their potential and independence, yesterday celebrated the opening of their brand new Emergency Assistance Shelter Program, located at 54 Industrial Park Road in Plymouth.
The new, 26-family shelter provides safe, temporary housing for families along with professional case management and support services, including school enrollment, coordinated services, child care, and children’s programming.  Additionally, re-housing case management and stabilization services – in which a case manager can work with a family for up to two years after they have moved into their own housing, enhancing overall housing stability – is also provided.  The new facility complements Plymouth Area Coalition for the Homeless’s Pilgrim’s Hope Shelter, which is located in Kingston and provides shelter and services for 13 families.
The new Plymouth Emergency Assistance Shelter Program broke ground in the fall of 2024.  The $7 million, 11,230-square-foot project consisted of renovating a vacant industrial park office building originally built in the 1990s into a modern residential temporary living facility.  The shelter includes multiple sleeping quarters, educational spaces, community kitchen and dining spaces, laundry facilities, and a new elevator, all equipped with modern and efficient mechanical, plumbing, and electrical systems.  R Squared Architects served as the architect for the project, Acella Construction Corporation served as general contractor, and Building Engineering Resources, Inc. served as engineering consultant.
Plymouth Area Coalition for the Homeless received the final certificate of occupancy for the building late last year and the facility became operational last month.
Funding for the project was granted from Community Economic Development Assistance Corporation (CEDAC), the Executive Office of Housing and Livable Communities, and the Plymouth Community Preservation Fund.
From October 2022 through June 2025, Plymouth Area Coalition for the Homeless also operated the Baymont Inn in Kingston, providing emergency shelter, case management re-housing counseling, and education classes to 96 families.
“This new shelter will greatly expand our reach, helping even more families who are experiencing homelessness get connected to the resources they need to find permanent housing and support services, while providing them with a safe place to be in the process,” said Suzanne R. Giovanetti, CEO of Plymouth Area Coalition for the Homeless.  “We are so grateful to the town of Plymouth and all the members of the community who have expressed their support for this project and helped to make it a reality.”
About Plymouth Area Coalition for the Homeless
Established in 1985, the Plymouth Area Coalition for the Homeless, guided by a dedication to social justice and compassion, strives to nurture and empower families and individuals seeking basic needs assistance by providing them the shelter, food, and educational resources necessary to reach their potential and independence.
Services provided by the organization include emergency assistance housing for families, case management, re-housing plans, housing stabilization, education, children’s services, and Voice in the Night.  PACH also directs a food pantry and the Children’s Holiday Fund, F.A.I.R. (Family And Individual Resource) Program, and Laila and Henrik’s Teddy Bear Program.
Plymouth Area Coalition for the Homeless is located at 149 Bishop’s Highway, Kingston, MA 02364.  For more information, please call 781-582-2010, email info@plymouthareacoalition.org, or visit https://plymouthareacoalition.org.

Celebrating 15 Years: Remembering Silver Lake Girls Basketball’s 2010–2011 Season

February 13, 2026 By Courtney Yost

This past week was the celebration of the 15th Anniversary of the Silver Lake High School Girls Varsity Basketball team. The gathering included former team members and coaches and reminiscing on a successful and memorable season in Silver Lake sports history. Below are some thoughts shared by Captain Courtney Yost.

“2010-2011 was my favorite season for so many reasons. It felt like we were building on the previous two years and working towards the success we saw that year. It was especially fun playing on a team where we mostly grew up playing together. We came back and beat Duxbury after losing to them earlier in the season, and had big wins over Whitman-Hansen -one including an OT win. We rivaled those two teams throughout, so beating them always felt extra good. Winning the league was such a solid wrap on not just a season, but years of playing together. We had great chemistry on and off the court, which no doubt contributed to our success. Some more personal highlights are your (Coach Steele) dad chalking up his 300th win, Nicole averaging a double/double per game and winning bookend league championships since the team also won her freshman year, and me scoring my 1000 point. It was a fun year!”

Halifax Considers Capital Fund to Maintain Silver Lake Buildings

February 13, 2026 By Justin Evans

The Halifax Board of Selectmen heard a proposal from Silver Lake Regional School Committee member Jason Fraser requesting the town commit about $700,000 annually to a stabilization fund for capital maintenance of the aging regional school buildings—a figure that would replace expiring debt payments and result in no net increase to taxpayers.
Fraser presented the request at the Jan. 27 meeting, explaining that Silver Lake Regional has been funding capital maintenance from its excess and deficiency fund for the past decade, but that funding mechanism is not sustainable. A comprehensive facilities assessment completed last year revealed that the 25-year-old middle and high school buildings require approximately $50 million in immediate repairs and upgrades, a figure that could balloon to $73 million if addressed over ten years with inflation.
The facilities assessment identified $6.9 million in urgent repairs needed within one year, including roof work, HVAC systems, windows, and epoxy floors in the career technical education wing. An additional $26 million in projects must be addressed within five years, according to Sarah Hickey, Director of Finance and Operations, who attended the meeting alongside Fraser.
“The buildings aren’t getting any younger,” Fraser told the board. “We’re looking at buildings that are both about 25 years old each, actually part of the CTE wing of Silver Lake High School from 1974. And we really need to look at a long-term way of maintaining these buildings.”
Fraser’s proposal hinges on the expiration of two existing bond payments for the Silver Lake buildings. The first, totaling $700,000 annually in exempt capital costs shared by Halifax, Kingston, and Plympton, expires this fiscal year. The second bond of $600,000 expires in fiscal year 2028. Rather than allowing those costs to roll off residents’ tax bills, Fraser proposed redirecting them into the Silver Lake Stabilization Fund, which town meeting established several years ago specifically for capital expenses.
In fiscal year 2027, the district would receive $700,000 from the new stabilization fund contribution plus $600,000 from the remaining bond payment, maintaining the current $1.3 million total. When the second bond expires in fiscal year 2028, that $600,000 would also shift to the stabilization fund, keeping the annual investment at $1.3 million. Halifax’s share represents roughly 35 percent of Silver Lake’s costs based on student enrollment.
Fraser emphasized the financial consequences of failing to maintain the buildings properly. If the facilities deteriorate to the point of requiring full replacement, an estimated $400 million debt exclusion would cost the three communities $34.4 million annually over 20 years at current interest rates, with Halifax responsible for approximately $10 million per year.
“We shouldn’t even be talking about that because the buildings at age 25 should last us for at least another 25 years if we maintain them well and beyond,” Fraser said. He added that taking out a $60 million exempt capital bond to address the issues immediately would quadruple Halifax’s current capital contribution to Silver Lake.
The stabilization fund approach would provide a “sustainable, predictable method that would have zero impact on our taxpayers,” Fraser argued. He acknowledged that $1.3 million annually won’t cover all $50 million in needed repairs but said it would address the most pressing issues while allowing the district’s excess and deficiency fund to replenish itself. The district may also seek warrant articles for specific major projects to supplement the stabilization fund.
Fraser noted that in preparing the proposal, the Silver Lake School Committee discussed reducing its overall budget increase to 2.5 percent, which would require cutting four teaching positions, two teachers’ aides, and one administrator from the district. “We are definitely willing to work with the towns to try and deliver to you guys a sustainable budget that is affordable to the three towns,” he said.
Hickey detailed specific urgent needs from the assessment, including roof repairs stemming from damage during the 2015 snowstorm when crews had to shovel roofs and punctured the membrane in roughly 1,000 places. The district used capital funds to not only repair the roofs but restore them under the original manufacturer’s warranty. Additional priority items include air handling equipment, window replacements, and CTE wing floor work.
The board did not vote on the proposal Tuesday night, with Fraser indicating this was the start of ongoing budget discussions. Board Chair Jonathan Selig thanked Fraser for the presentation, and the board is expected to continue evaluating the request as part of the broader fiscal year 2027 budget process.
New Town Administrator Begins Work
The meeting also marked the official introduction of Steven Solbo as Halifax’s new town administrator. While Solbo’s first official day was Monday, Jan. 26, the major winter storm forced town offices to delay opening, making Tuesday his effective first day on the job.
“The people of Halifax are seeing a new face here at the table,” Selig said in welcoming Solbo. “I saw him meeting with all various department heads and I will say Steven, great job. You looked to hit the ground running.”
Selig noted that even before officially starting, Solbo had been meeting with town staff and familiarizing himself with operations. A former Halifax resident who lived in town from 2005 to 2013, Solbo told the board he was “looking forward to helping out not only the Select Board, but also the residents here in town.”
Solbo reported completing his ethics training and being sworn in that afternoon. He said he would be meeting with Town Accountant Lindsay Martinelli to finalize budget numbers and noted that based on the override study committee meeting the previous night, Halifax appeared to be ahead of other communities in its budget preparation process.
“I’ve hit the ground running. It’s exactly what I expected to do. And I’m just looking for more to do,” Solbo said.
Board members welcomed the new administrator, with Thomas Pratt saying, “I look forward to working with you and collaborating with you for the betterment of the town. Hopefully it’s a long-lasting partnership on both ends.”

Plymouth Area Coalition for the Homeless to Cut Ribbon on New Emergency Assistance

February 13, 2026 By Kathleen Peloquin, Media Editor

The Education and Listening Initiative: The Four Phases of Plympton’s Fire Station Solution

February 13, 2026 By Stephani Teran

Stephani Teran
Express staff
On Feb. 7, 2026, the Plympton Town Properties Committee held the first open-to-the-public meeting concerning the ongoing, but delayed, project to provide the town with a new, up to code, fire station. The meeting was opened by the Town Properties Committee Chair, Pierre Boyer and fellow board members Kaitlin Johnson and Keelin Smith. This meeting was to be the first in a four-phase initiative to present factual data on current operations, EMS response times, and facility needs while being transparent with the public and focusing on tax impacts for the residents of Plympton.
Boyer began by explaining that they had been working closely with the Fire Chief, Cheryl Duddy, on gathering data about how the fire department works within the town and surrounding areas. Boyer assured that, “We are going to use this data to help find the right solution for the town as we continue to move forward with the project.” He also reiterated that there would be no votes taken, no decisions made, and was purely to present data and engage in a feedback-based conversation with town members in attendance.
The first operational topic that was discussed concerned how the fire station responds to calls. All emergency calls go through the Regional Old Colony Communications Center in Duxbury. Plympton emergency services are then dispatched -both on calls within town boundaries as well as surrounding towns that have mutual aid agreements with our town.
The fire station staffing was reviewed by the Chair as well. Currently, there are six full-time employees at the fire station -the Fire Chief, the Administrative Fire Prevention Captain, and four firefighter paramedics. The chief and captain have a traditional five-day work week, while the paramedics work in rotating 24hr shifts. The Plympton Fire Department provides services and coverage 24 hours a day, 365 days a year.
Next, the daily staffing needs were discussed with weekdays having three to four personnel with two on call overnight. The impact shifts, meaning the hours likely to present the highest frequency of calls, is Monday through Thursday 3-9 p.m., and Friday 3-7 p.m. During the weekends, the fire department staffs three personnel during the daytime, and three overnight, with impact hours being Saturday’s entire 24 hours and Sunday’s from 7 a.m. to 7 p.m.
In addition to the full-time staff at the fire station, there are five part time employees that work up to 24 hours a week, 20 members that are certified to work EMT shifts, and seven fire fighters who are fire-response only and on call from home, as well as four probationary fire fighters who are awaiting academy training, as well as 35 on-call firefighters.
Once the shifts and personnel status of the fire station was presented, Boyer moved into presenting facts about the apparatus and what is currently available. This includes one tanker, two engines, two ambulances, two brush trucks, one command vehicle, and one support vehicle. Boyer noted, “The next apparatus we need to replace in the town is ambulance #2.” He then explained that all these vehicles would need storage in the bay.
Another area of data collected by the Town Properties Committee concerned call volume. Call volumes from 2021-2024 were analyzed and compared. The total number of emergency responses were presented as: 2021 at 750 calls, 2022 at 759 calls, 2023 at 785 calls, and 2024 at 808 calls. The number of fires responded to in 2021 came in at 11, in 2022 at 14, in 2023 at 12, and in 2024 at 12. This was presented with the much higher numbers of EMS based responses which tallied at 454 for 2021, 513 for 2022, 542 for 2023, and 541 for 2024.
The next points of data presented by the committee concerned mutual aid activity -given and received. Mutual aid is collaborative responses of our fire department to assist in surrounding towns as well as other towns assisting with responses in our town if needed. Mutual aid given in 2021 totaled 89 responses given and 14 received. In 2022, 124 responses were given and 19 received. In 2023, 138 responses were given and 6 were received. In 2024, 172 responses were given and 10 were received.
All data provided by the Town Properties Committee shows that the Plympton Fire Department is an EMS service driven entity with a steadily increasing number of calls and services rendered in ours and surrounding mutual aid towns. In addition to the numbers of responses presented, Boyer also displayed a heat map that showed the frequency of calls from inside Plympton do not have a specific, concentrated origin -meaning calls were pretty evenly dispersed throughout the town with a few exceptions. “Sysco is a high-volume call area as is Center Street and Palmer Road where there are a lot of car accidents,” Boyer pointed out.
Boyer moved in to the data behind population and expected population in the coming years. The data presented indicated a minimal decrease in population for Plympton from 2025-2050. The current population of 2928 residents was divided into the focus-age groups of 60+, 60-69 years, 70-79 years, and 80+. According to simulated runs of data, the 60+ age group had 890 residents in 2025 vs a projected 779 60+ residents in 2050. For the age group of 60-69 the 2025 population was 435 vs a projected 401 for 2050. For the age group of 70-79 the population was a drastic decrease from 303 in 2025 to a projected 170 in 2050. Lastly, the 80+ age group was presented as 152 in 2025 and expected to increase to 208 by 2050. None of this data included the pending developmental projects that will increase town population significantly such as the Ricketts Pond Estates. It was noted that population increases were possible and unpredictable and that additional demands on the fire department might include increased storm-related activity and aging infrastructures around town.
One of the biggest concerns with the project of the new Fire Station is the tax implications on residents. This was a driving reason to cause the town to vote down the previous plans that had taken years of research and work to come to fruition and be formally presented. The new Town Properties Committee is looking to present tax mitigation strategies beginning as soon as Phase One of the project. Boyer stated, “We are going to approach the fire station project with the goal of minimizing the tax impact on residents -though we can make no guarantees at this stage. The Town Properties Committee is deliberately evaluating multiple financial strategies to reduce, offset, or smooth a potential tax burden.”
Boyer stated that the Town Properties Committee was committed to a disciplined, data-driven approach that prioritizes fiscal responsibility and focuses not only on the cost to construct a new station, but on the long-term financial impact on the town over the next several decades. The currently proposed mitigation strategies include a debt roll-off and timing strategy, grants and outside funding opportunities, ambulance fund review as a source of revenue, and studying long-term cost control.
The debt roll-off strategy would include looking at the towns debt schedule to see which debts are to roll off in five years, then time any potential borrowing so that the new debt replaces the old rather than layers upon it. Boyer than explained that the grant and outside funding opportunities are being evaluated by the committee to see what the town is eligible for on a federal and state level. “We are actually in contact with a senator and other fire stations to see what opportunities they found for funding,” Boyer assured.
The ambulance fund review would look at the revenue generated by ambulance services rendered by Plympton and the committee would take a close look to see if generated funds from this service could offset any of the fire station costs. Long-term operating cost control is also a strategy the Town Properties Committee is using to keep costs down. Boyer stated, “There is tax impact often driven by construction costs and long-term operating expenses. We are looking at evaluating staffing assumptions, overtime trends, utilities and maintenance, and life cycle costs to ensure the solution is affordable long term.”
In addition to these strategies, the Town Properties Committee assured they are committed to transparency concerning the budget context. Lastly, Boyer added, “It is important to note that at this phase there are no final decisions made. Phase One is to gather data, listen to residents, ensure future recommendations are noted in fiscal responsibility, and to get community input.” Upon conclusion of the data presentation the meeting was opened to the public for comments.
With 22 residents in attendance there were many questions and concerns shared with the committee. The nature of running the project based on a more EMS-supportive model as opposed to a fire station-focused, operational model was brought up. The importance of providing mutual aid to surrounding towns was also discussed, with Chief Duddy adding, “When we go for mutual aid, we bill the patient no differently than we normally do and we collect that revenue. So, it actually generates revenue when we go out of town with the ambulance. It is important for us to keep our mutual aid agreements in place, because if we do have a large structure fire, we need to bring mutual aid in. It’s a reciprocal system. So, the ambulance does bring revenue to the town.”
Justin Shepard commented that the ambulance is a “cash cow” for the town and pointed out that with a new, large residential structure in Halifax as well as the 60-unit development via Ricketts Pond in Plympton, there would likely be an increase in demand for emergency services rather than a decrease. “We also have a lot of single-family homes right now with one or two occupants, turning over into families with two or three kids -I can’t imagine that with the aging population we have that our population will decrease.” Boyer responded that the population-decrease data was based off of the current numbers and data but did not account for pending projects and possibilities that would undoubtedly increase the town population.
One common concern was about the $978.000.00 loan taken out to conduct the usability study -half of which was already used for the project. Marilyn on Elm Street asked, “I would like to know if you have decided to totally disregard the plans that were already developed for the fire station. I also want to know if you have looked into making modifications for those plans. Debt-wide, the Dennett debt will roll off this year and that is why we had looked to get the fire station started.” In addition to this concern, another resident stated, “It cost a lot of town money to fund the previous fire station proposal, and if I am hearing correctly, we are not going to use that. So that is close to a million dollars that we have authorized and it is not cast to the wind. I don’t understand why you would start with something new unless you felt it wasn’t researched well. From what I read, I know the previous committee did a lot of hard work.”
Justin Shepard added a posed question to the committee asking if there came a point when the new research aligned with the previously done research, would the committee, in fact, go back to the original plans presented by the previous committee. Boyer replied, “Absolutely we are open to that,” he explained, “If the data leads us in the same direction, then that previous plan is what we are coming back with.” He noted that this would be in addition to presenting other options to the town, including a possible proposal to renew and remodel the current fire station.
Some of the residents in attendance wanted to know where the previous plans and studies were available for viewing, to which Jon Wilhelmsen -previous Town Properties Committee Chair, provided the previous architects contact and said that if anyone reached out to them, the first feasibility study could be obtained. Another resident asked about the line of authority in terms of final decisions being made about the project. Boyer answered that the committee would present the plans to the Board of Selectmen, town administrator, and residents via a town meeting.
Vicki Alberti expressed her view on the flaws in the current population projections depicted in the data presented. First, she thanked the committee members for stepping up to such a monumental task. She then explained that she did not agree with the projections at present. “There is a lot of pressure to develop this town from the state. And the possible 40B Complex will add 60 families to the town. So, I disagree with the state numbers you have presented. I am on the Open Space Committee and I know the town is pressured to develop anywhere it can, so I think we are cutting ourselves short looking at a decrease in population.” Boyer responded again that he would only use the current data when formulating a plan.
Kathryn Shepard invited the committee members to attend a Finance Committee Meeting. “I invite you to join a meeting to learn about some other areas in town that we are getting polls from that require funds as well as doing this project.” Boyer thanked her for the offer and noted that he had not had the time to attend any town council or committee meetings aside from the Board of Selectmen meeting days prior which was his first time attending any meeting of that nature. He also reminded the residents that the current Town Properties Committee had only been in place since November and they were still learning things and trying to manage their own time and energy with their personal lives and the fire station project.
Resident Mark Wallace asked the Chair why a meeting between the former Town Properties Committee and the new one could not take place to exchange information and reach a better understanding of what had already been done. Boyer quickly said he would take that into consideration. More concern about the debt roll-off strategy was expressed by residents as well as confusion as to why the previous costly plans were not being consulted to enhance or add to current data. There was also concern over the site location potentials for a new station and worry over the wasted money to install wells in the area previously designated for the project.
Wilhelmsen spoke up about his insight with the timing of the project and the tax mitigation strategies. “You have the debt that’s rolling off this year, that $50,000.00. Silver Lake, as you mentioned, over the next two years is $700,000.00, and then following $600,000.00, so that’s 1.3 million. Plympton is about 10% of that, so $130,000.00 -that’s a total of $180,000.00 over the next three years going off. We ended up paying for some projects that, perhaps in hindsight we should have bonded to leave some extra money to pay for things… That is unfortunately a challenge.” Wilhelmsen added that there were also a few things on the horizon such as the $50 million in repairs needed for Silver Lake Middle and High Schools and a new roof needed in the town. He also noted an increase in students coming into Dennett at about 250 new students and the need for increased space in the school. In addition, Wilhelmsen noted that Plympton’s financial struggles were not unique in the state. “Based on news articles about town meetings posted all around the South Shore, every town sounds like this. It’s an absolute crisis. The state is not giving the money that it needs to in order to offset the cost of public buildings.” Lastly, Wilhelmsen noted that when a fire station is planned, there is a minimum that must be met regardless of the number of residents served. “If you have 3,000 residents, that station is not going to be fundamentally different than 6,000 or 9,000 residents. You might add a couple of bedrooms and a bit more space, but things like decontamination and storage -all of that is a bare minimum. If the fire department went out on 12 calls or three, or a big house or structure fire -you are still coming back contaminated.” Wilhelmsen thanked the committee for the work they are doing and referred to his many years serving on the board and offered access to all previously obtained and conducted studies and data.
The committee reiterated that this was an entirely volunteer based effort and that everyone in town has specific qualifications and abilities and they invited anyone who feels so inclined to offer their expertise, insight, and support. Boyer assured that no prior experience in town boards or politics is needed to volunteer in any way and that the committee was doing their best to deal with a steep learning curve and designated as much time to the project as the feasibly could. The meeting was adjourned and the following meeting will be Phase Two of the Education and Listening Initiative.

The Uncles

February 6, 2026 By Linda Ibbitson Hurd

My dad was the oldest of eight siblings, four of them his brothers. The first uncle to be born was John, who came along when dad was a few years old. He became a mailman in Hanson and when my sister Penny and I were very little he came to see us almost every day after work. In winter he pulled us around on our sleds, helped us make snowmen and taught us how to make and throw snowballs. In every season he thought of something fun to do or to teach us. His bride became our Aunt Cam and they had two sons and two daughters who are cousins we still keep in touch with; two of them being born close to the same time as two of my siblings were. Both our families had many good times together growing up.
Uncle Charlie was born about a year and a half after Uncle John. Some people called him ‘Good Time Charlie’, which fit him very well. He was easy going, jovial, loved cars, trucks and the stock car races. He drove around for a while in an old ambulance he came by that was olive drab green with a big Red Cross on its roof. He’d drive it to the stock car races and get waived right in, always heading for the pit, in case someone needed help with their race car. He was well liked, had a good reputation and had helped many people with their vehicles. He came to our house often and we always loved hearing about his latest new adventure. One winter his adventure occurred at a new job he had started while driving a diesel-powered truck hauling a temperature controlled trailer called a Reefer. It carried frozen pies he had to deliver to a food service warehouse in New York. A very bad blizzard stranded him on the highway in New York for three days. Mom and dad asked him as many questions as us kids did. He did have a CB radio in the truck to call for help and he stayed warm enough. The big question was, “what did you do for food?” Charlie’s jolly robust laugh turned his face red as he blurted out, “What do you think I did; I ate all the pies!”
The next uncle to be born after Charlie was Richard. He was tall, good looking, and quite a character. When uncle Charlie was discharged from the Service, he brought a dog home with him he found in Tennessee that he couldn’t part with and named her Tenny. I was sixteen that summer, Donna a year younger. Uncle Rich was in his late twenties and drove an old rag top convertible. My mom sent us over to Gram’s to bring back some things she left at our house. Rich was eating breakfast and Gram wasn’t home. He asked us if we’d like to make some money. We asked him what he needed done. He said there was a rip in his rag top roof and would we mend it using Gram’s needles and thread and he’d pay us. We said we’d try and he gave us the sewing box with three different-sized needles and some thick thread. Neither Donna nor I had seen needles like these or such thick thread. Rich said he thought they were used for Grampa’s work clothes or dungarees. While Rich was getting ready for work, Donna and I climbed up on the car and started stitching the canvas top. The needles were hard to push through the canvas so we took some of the empty wooden spools in the sewing box to push them through. It wasn’t easy work but we did the best we could, taking great pains to do a good job and reinforcing it with more thread. When Rich came outside to take a look, he was pleased, adjusted the rag top and paid us. We brought the sewing box back in the house, put it in Gram’s room and went back out to say goodbye to Rich. He was sitting in the car smiling, all windows down and Tenny, who was the same color as the canvas top, was sprawled across the rag top roof. We looked at Rich, he grinned and said not to worry, that’s where she slept most of the time. Donna and I looked at each other with the same thought; that it was probably why it was torn to begin with. He was so happy, sitting in his car ready to go to work when all of a sudden, Tenny fell through the roof into his lap. He let loose with some colorful language, Tenny leaped out the window and ran towards the apple orchard. Even though we felt bad for him, we couldn’t stop laughing.
The last Uncle to be born a couple years after Richard was George. One of my first memories of Uncle George was when I was about five and he was about fourteen. Mom and Dad were bringing me and Penny, who was a year old, over to Gram’s so she could babysit us. It was winter and Richard and George were sledding on a path that went from Gram’s back door to the woodshed. Mom took Penny in the house while dad asked Richard and George if they’d give me a sled ride and to be very careful that I didn’t get hurt. As young as I was I thought they were funny. They kept yelling at each other to be careful or David (my dad) would kill them. Years later when Uncle George retired, he moved to Florida. He came back often to visit his son and grandchildren. One of those times he came to my house when my daughter Heidi was visiting with her daughter, Alisha, who was twelve at the time. When George found out Alisha had been skating since she was six years old and was in a competition at the Bridgwater Ice Skating Rink, he asked if he could come. Heidi and George had always liked each other from the time she was little. On the day of the competition, my husband Dave and I got to the rink early to save a good space on the bleachers for all who were coming from our family. George saw us as soon as he came into the rink and we all sat together enjoying the visit while waiting until it was Alisha’s turn to skate. When she came out on the ice, all conversation stopped. She looked beautiful and confident. When the music started her skating was flawless and so graceful as she glided over the ice. Her ending was so poised and the applause was joyful. To our delight, Alisha won the competition that day and was awarded a lovely plaque. Uncle George was as proud as we all were, claiming she was the most graceful skater on the ice that day and as good as Dorothy Hamill. We all agreed!
All my uncles, except Uncle George, have passed. I have many good memories of him, this being one of my favorites. I always love seeing him and hearing from him. These four awesome guys have given me some wonderful things to remember. I’m also very happy and grateful to say their sisters, my two aunts, are with us still, for which I’m also very grateful for, they have helped me with some of my stories, remembering things that happened before I was born.

AG Campbell Sues Halifax Over MBTA Communities Non-Compliance

February 6, 2026 By Justin Evans

Attorney General Andrea Campbell filed a lawsuit against nine Massachusetts communities, including Halifax and East Bridgewater, for failing to comply with state housing law requiring multi-family zoning near public transit. The legal action comes five years after the MBTA Communities Law was enacted and follows failed attempts to achieve compliance through warnings and financial penalties.
The lawsuit targets communities that failed to meet a July 14, 2025, deadline to submit compliant zoning districts to the Executive Office of Housing and Livable Communities. Halifax and East Bridgewater join Dracut, Holden, Marblehead, Middleton, Tewksbury, Wilmington, and Winthrop as the only nine communities out of 177 MBTA service area municipalities still in violation of the law.
The MBTA Communities Law, enacted in January 2021 under Governor Charlie Baker, requires municipalities served by the MBTA to adopt at least one zoning district where multi-family housing is permitted “as of right”—meaning no special permits or discretionary approvals are required. The districts must allow a minimum density of 15 units per acre and be located within half a mile of transit stations where applicable.
“Massachusetts has a housing crisis,” Campbell stated in announcing the lawsuit. “When local communities refuse to allow new housing, housing prices everywhere across the Commonwealth increase. They thwart a family’s ability to access all the benefits that stable housing provides.”
In a Boston Globe opinion piece published last Thursday, Campbell revealed the personal dimension driving her enforcement efforts. She grew up in public housing and faced potential eviction as a Princeton University sophomore when her father died unexpectedly. “Stable housing is not a luxury — it’s an essential need,” she wrote. “I understand what having a home means and the stability it creates for families.”
According to the complaint filed in Suffolk Superior Court, Halifax residents voted down Section 3A zoning at a special town meeting on Dec. 16, 2024. As of the lawsuit filing date, the town has not issued a subsequent warrant proposing adoption of compliant zoning amendments, nor has it submitted a district compliance application to state housing officials.
East Bridgewater residents rejected the zoning requirement twice—first at a special town meeting on Oct. 7, 2024, and again at the annual town meeting on May 12, 2025. Like Halifax, the town has not taken subsequent action to propose compliant zoning or submit an application for review.
The legal action comes after extensive efforts to bring communities into compliance through guidance, warnings, and financial penalties. In Jan. 2025, the Massachusetts Supreme Judicial Court ruled in Attorney General v. Town of Milton that compliance with Section 3A is mandatory, not optional. Following that decision, Campbell issued an advisory in July 2025 warning noncompliant communities that enforcement action would follow in Jan. 2026.
State data shows the zoning changes have sparked development projects for nearly 7,000 new homes across 34 communities, according to a Boston Indicators report released recently. However, the analysis revealed significant limitations: only 30 percent of homes in the early permitting pipeline are within walking distance of a transit station, and 80 percent of permitted units are concentrated in just 10 communities.
Luc Schuster, executive director of Boston Indicators, noted in an analysis that the law functions more as a “leveling up exercise” or “fair-share zoning law” than true transit-oriented development. “A law designed to legalize duplexes, triplexes, and small apartment buildings across hundreds of municipalities is fundamentally different from a focused transit-oriented-development law designed to reshape full station areas around frequent transit,” he wrote.
The Attorney General’s complaint seeks declaratory judgment that the defendant towns have failed to comply with Section 3A and its implementing regulations. It requests court orders requiring each town to amend its zoning bylaws to ensure compliance and to secure an official determination of compliance from EOHLC. The lawsuit also asks for injunctive relief “reasonably tailored to achieve each Town’s compliance” with state law.
Such relief could range from appointment of a special receiver to draw up zoning for the town, or implementing a “builder’s remedy” that would allow new construction regardless of current zoning until the town complies. Campbell emphasized her office’s willingness to work collaboratively. “The lawsuit is essentially the hammer, and we don’t start with the hammer,” she said. “We start with conversation and working in collaboration.”
The lawsuit drew immediate pushback from South Shore legislators. State Representatives Kenneth P. Sweezey, a Duxbury Republican, and Alyson M. Sullivan-Almeida, an Abington Republican, issued a joint statement condemning the action.
“It is unacceptable that taxpayer dollars are being used to sue our towns while those same towns are forced to use taxpayer funds to defend themselves,” Sweezey said. “This amounts to punishment, not support.”
“We stand firmly with the residents and local officials in East Bridgewater, Halifax, and every other community impacted by these enforcement actions,” Sullivan-Almeida said. “These communities deserve support and a seat at the table, not legal threats.”
Not all noncompliant towns face immediate legal action. Campbell noted that Freetown has a zoning meeting scheduled and her office wanted to give the town time to achieve compliance. Carver and Rehoboth, which faced an end-of-year deadline, received additional time to create compliant zoning districts.
A Boston Herald editorial published Sunday suggested that resistant communities could technically comply with the law while minimizing actual development impact. The editorial cited a Boston Globe review finding some towns have designed zoning plans that “cleverly circumvent the state mandate” by creating districts in areas where multi-family buildings already exist or writing rules that cap building heights and densities in ways that discourage new development. “It’s the blueprint those sued communities should take, instead of enduring the substantial legal and financial penalties further resistance will exact,” the editorial stated.
Campbell emphasized in her Globe opinion piece that enforcing the MBTA Communities law is part of a broader strategy. “My office is deploying every tool available to protect residents, homeowners, and families — including securing multimillion dollar settlements with landlords and mortgage services that violate our laws, and by creating homeownership opportunities by transforming abandoned, blighted properties into safe homes,” she wrote.
Even the Town of Milton, which challenged the law and lost at the Supreme Judicial Court, is now in compliance, Campbell noted. “After five years, it’s past time for all communities served by public transit to follow the law,” she wrote.