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Home My WebLink About2021-08-30 SB Work Session Packet - Released SELECT BOARD MEETING Monday,August 30, 2021 C onducted by Remote P articipation* 7:00 P M AGENDA ITEMS FOR INDIVIDUAL CONSIDERATION 1. Select Board Work Session 7:OOpm • Police Station List of Suggestions from Community Feedback(20 min.) • Fiscal Guideline Recommendations (20 min.) • Dis cus s G o al S etting Meeting O b jectives R eview and Budgeting(45 min.) ADJOURN 1. Anticipated Adjournment 8:25pm *An Act Extending C ertain C O VID-19 Measures: http s://www.mas s.gov/s ervic e-details/up dated- guidance-on-holding-meetings-pursuant-to-the-act-extending-certain-covid-l9-measures Membe�s of the public can view the meetz'ng webina�f�om thei�compute�o�tablet by clicking on the following link at the tz'me of the meeting: https://zoom.us/j/97437384244?pwd=QOdYZ1p5cUY5N2JqOWtOQ 1NKaXZXZz09 iP ho ne o ne-tap: +19294362866„97437384244# or+13017158592„97437384244# Telephone:+1 929 436 2866 or+1 301 715 8592 or+1 312 626 6799 or+1 669 900 6833 or+1 253 215 8782 or+1 346 248 7799 Webinar ID: 974 3738 4244 Passcode: 607903 The next regularly scheduled meeting of the S elect Board will be held on Monday, S eptember 13, 2 021 at 7:OOp m via remo te p artic ip atio n. Hea�ing Assistance Devices Available on Request �� All agenda time and the o�de�of items a�e app�ximate and � � �,�,,, subject to change. Recarded by LexMedia AGENDA ITEM SUMMARY LEXINGTON SELECT BOARD MEETING AGENDAITEM TITLE: Select Board Work Session PRE E TER• ITEM S N . NUMBER: Board Discussion I.1 S UMMARY: Police Station List of Suggestions from Community Feedback • Mr. Luc ente and Mr. P ato will p ro vid e an o ver o f the attac hed rep o rt whic h o utline s the general suggestions received from the public for how to proceed with the Lexington Police Station construction project. The suggestions were collected from the small group discussion held mid-March through the end o f June 2021. Fiscal Guideline Reco mmendatio ns • This p ortion o f the works es sion, staff is looking for feedback from the Board on the attached framewo rk, whic h has b e en reviewed b y the wo rking gro up (S elec t B o ard memb er J o e P ato, A C/C E C/S C rep s and financ e/management s taf�. F e edb ac k fro m the B o ard will b e s hared with the working group and then the fmal framework will come back to the Board for approval. Discuss Goal Setting Meeting Objectives Review and Budgeting • Attached is the propo s al from Julia Novak for the Bo ard's consideration and discus sion on any changes you would propo s e. The co st would b e paid from the remaining gift funds and additional funding from the S elect Board and/or Town Manager's budget. In the F Y23 budget, it is recommended that the S elec t B o ard p ermanently fund an amo unt to c o ver this typ e o f fac ilitatio n. We are c urrently ho ld ing October 27, 2021 as the date for the goal setting meeting. SUGGESTED MOTION: FOLLOW-UP: DATE AND APPROXIMATE TIME ON AGENDA: 8/3 0/2021 7:OOp m ATTACHMENTS: Description Type � ��:��;� ��.��. ��:.:�.��°��m��,�.�i"��:�.��.��;��`��;��,��r��I.��;��m� �:��:�� I[��,��&��:�� :��.��.�.��:ar��;��.�=9��.��-��:�� :"�� IC�� ^��.��.�4��c,,,��c�� ..�.�� „�� • • � om m u n � ee ac on o �ce a �on . . . . . ro ec an o icin in exin on I� �°� �� III� � � � �ii� ,,,, � �ii� � I�,,,,,�� Ilf;;� � �� ,�, ,,,,� � � From mid-March through the end of June 2021 two members of the Lexington Select Board conducted small group discussions focused on the Town's Police Station project and the future of public safety in Lexington. We received a wide range of responses from the community and appreciate the time and thoughtfulness participants brought to our process.This report outlines the general suggestions for how to proceed with the Police Station construction project.A follow-on report will explore community thoughts on the future of policing in Lexington. � The Lexington Police Station was built in 1955 and is now too small and in poor condition for providing its primary services and overdue for replacement. In 2011 the Town commissioned a study reviewing the state of the facility and the needs for a modern replacement. In 2013 the ad-hoc Townwide Facilities Master Planning Committee formally recommended advancing replacement of public safety facilities as the highest priority Municipal facility projects. In 2016 Town Meeting appropriated funding for a feasibility study to replace the police station and in 2018 design funding was appropriated for rebuilding the station at its current location. In 2020 a national debate on policing emerged in response to George Floyd's murder in Minnesota. With this debate the Select Board chose to pause design development to allow the community to reflect on national and local issues. To assess local issues, the Town held several public meetings where residents could voice their concerns in a large, public setting.The Town also commissioned Town Counsel (Anderson Kreiger, LLP) led by Carmen Ortiz, former US Attorney for the Boston District,to review our police policies for any unintended bias or discriminatory policies. In parallel, the Select Board undertook to engage with a cross-section of cultural, civic, and community organizations to better understand local perspectives on policing and, in particular, on plans for replacing the police station. Of the thirty-three groups that were contacted (see Appendix A for a complete list),twenty-two engaged in an informal but structured dialog. Two Town committees,the Commission on Disabilities and the Human Rights Committee, participated in public meetings following the same format as the small group meetings. In addition to the meetings with the affinity groups, we offered meetings for any individual wishing to speak privately with two members of the Board on this topic and solicited feedback via email through our Public Information Officer(see Appendix C). We held 8 individual meetings with residents and received 34 substantive e-mail submissions from residents with feedback to consider. Joe Pato & Doug Lucente - 1- 2021-08-24 iir � iii � � � iirii � Our experience with the early public meetings was that relatively few people felt comfortable expressing their experiences with or attitudes toward the Lexington Police Department.To encourage broader participation, our engagement with the community was limited to small-group discussions with no more than six participants from each affinity group at any meeting. Further, participants were told that their individual comments would not be made public and that any specific interactions described would be generalized to avoid identification. Our goal was to elicit honest and candid responses. All groups were given the option for follow-up meetings and individuals were encouraged to have a private follow-up meeting should they have sensitive information they wished to disclose without exposure to members of their affinity group. „�W � � All participants were prompted with the following questions in writing prior to the meeting and then guided through the questions during the interactive session: We would like to ask you your thoughts about some of the following: • If your group has taken part in [the Town Counsel and Carmen Ortiz] outreach efforts, how well this outreach is working— and working with your community in particular. • What has your experience or that of inembers of your community been in their interactions with the police department`? • Do you have concerns about the current police department operations that might impact how we would build a new police station? • Any other thoughts you might want to share about policing in Lexington? � � �� o� � ,,, �o o� Generally, community members were very supportive of our Police Department and of proceeding with replacing the police station.These attitudes were expressed in most of our discussions. Nonetheless, we heard some direct concerns and negative experiences from varied participants. While no broad underlying problems were identified and few participants called for extending the delay on the construction project, clear specific issues were listed and will be addressed in a parallel report. � � � � Feedback specific to replacing the police station was varied. Participants were clear that they want a station that serves the Police Department and the community.There was keen interest in establishing deeper community connections between staff and residents so that bonds were created.There is a desire for community policing where members of the community are known to the Police Department and individual officers are known in the community and that these connections be forged in positive contexts rather than having first contact occur in a stressful situation. To serve this goal,the key concerns expressed were that the station be welcominq to the public. This means that public elements of the station should have less of an institutional feel, and that the spaces are accessible for all using universal design approaches that enable interaction.A number of suggestions were made that the Commission on Disabilities be involved throughout the design process. Joe Pato & Doug Lucente -2- 2021-08-24 There was strong advocacy for lexibilit so that the station can meet changing needs over time and there was a desire that there be opportunities for public safety programs to be conducted in the building to draw the public into communitvi centric interactions with the department. Timin for the project weighed on many people's minds. Most of the comments we received supported moving forward with the project without delay. Some respondents, however, felt that it was important to rethink policing in Lexington first so that the station design would reflect these principles. Several participants underscored the importance of making the building inclusive of all members of the public and staff. In particular there were questions about the separation of command staff from other functional units in the building. Similarly there was a call for gender neutral facilities throughout the building. Finally, we received a variety of comments about the functionalit�of the police station - many of which have already been accounted for in the developing design. We note these below in case there are areas not provided for in the design of the station or consciously located elsewhere. � � � � �� In keeping with the commitment to confidentiality made to participants,the following comments have been generalized from our notes while we tried to preserve nuance and flavor. We have abstracted the comments into categories and present the information alphabetically without a presumption of priority. � � � � • calming spaces (lighting)for people with neurological disorders • FM amplification systems (for people with cochlear implants) • low-noise low sensory environment for people with disabilities • make sure the building is fully accessible • noise management (reduction of square spaces that vibrate more) • ramp is a nightmare • support for people with disabilities � i� � • current design is an expression of the (former) chief's vision; it is designed as a fortress (and in part should be) but not necessarily as much • likes the colonial look � � � • Center location is important • community/trainingroom • community oriented spaces • community room • communityspace • enhance interaction with the community • facility that links community will help with coping with events (eg, national problems) • friendlyinacommunityfacingway • people's station Joe Pato & Doug Lucente -3- 2021-08-24 � iii • access to social workers • be flexible to allow meaningful number of embedded social workers • community room is very helpful • community supports new or rehabilitated station • create space for human services department to be co-located • current design has forward-thinking flexibility • current design is large and flexible enough • gender separation in holding cells • it might be helpful to have some social services in the building to create more interaction • meet Lexington needs • more open spaces, more transparency, different staffing and more opportunity for community interaction should all be part of a meaningful and well considered design • multi-disciplinary orientation • resources for mental health, language, domestic abuse • space for families to use • space for handling mental health issues • space for youth issues • spaces that are family friendly � iii ii� • dedicated space for youth • learning areas • privacy for discussions with public • private space for counseling • space for animal control • trainingfacilityisimportant • wouldn't imagine that there would be a need for full time mental health personnel in the building � � • all bathrooms/locker rooms should be gender neutral • bring department staff together and reduce separation from command staff • locate command offices among staff • support for non-gendered restrooms �� i� ,,,,,,, iii� iii „ „ iii • build the station • current design is major needed upgrade • current station is really drab • deteriorating building detracts from morale • facility overdue • full support • like the FD, our public employees deserve a facility where they can work safely • long overdue Joe Pato & Doug Lucente -4- 2021-08-24 • move forward asap • need appropriate facilities • not dependent on rethinking how policing should be performed • station is completely separate from how we undertake policing • support building �� Q ii � �,� • challenge for residents to cope with cost of station • develop policing principles first and then design with an intentional embodiment of principles • do we need a new station • concern that broader facility function might impact footprint and can't be known until we explore evolution • rethink policing model before designing building ii�iii ii� • appealing lobby • as inviting as possible • balance pd safety with welcome • design is welcoming • display policing principles prominently in lobby • i nviti ng space • meeting areas should be more comfortable • more open • more open space at entrance • more welcoming, less institutional • no lobby(should have) • open and welcoming station • place where people can be comfortable • police department should feel like home • signage, banners outside building • spaces with a more positive vibe (could be color and decor choices) • station should be more welcoming • station walled off and opaque (currently, new station should not be) • welcoming area is critical • welcoming space • welcoming station • welcoming to public Joe Pato & Doug Lucente -5- 2021-08-24 � � � � � � � w w � Association of Black Citizens of Lexington (ABCL) Bangladeshi Americans of Lexington (BALex) Brazilian American Cultural Association (BACA) CALex(Chinese Americans of Lexington) Chinese American Association of Lexington (CAAL) Indian Americans of Lexington (IAL) Japanese Support Group of Lexington (JPLex) Knights of Columbus Lexington Council 94 Korean-American Organization of Lexington (KOLex) League of Women Voters of Lexington (MA) Lex F u n! Lexington at Home Lexington Chamber of Commerce Lexington Historical Society Lexington Interfaith Clergy Association (LICA) Lexington Lodge of Elks#2204 Lexington Neighbors & Newcomers Club Lexington Police Patrolman's Association Lexington Retailers Association Lexington Boy Scout Troop 160 LexPride Lex RA P Lext i n a s Lions Club of Lexington PTA/O Presidents Council (PPC) Meriam Hill Association Muslim American Group Rotary Club of Lexington South Lexington Civic Association Simon W Robinson Masonic Lodge Town Meeting Members Association (TMMA) � � � Commission on Disabilities Human Rights Committee Joe Pato & Doug Lucente -6- 2021-08-24 � � �� . � I � - � m I - �I I -� I � , - � ''j, '°� lu ��, � uiv � ' r ��' � vi� i �u�u7,�i- ��,,..LVi�Y�II a�� . / � )i� i uo i �� iii��r�n� / I w �.,� ,4�� u 6��U � �,., w` � m // �� „ �'f i I U W�k ,,, I i ,iryV� mu� Jr , 1�i � "1. ui%%%li mr'�ii�, , � a V7r ryl�r �� .., f�,� . , " ,,,, Y� „ , ai Rd �,�i' .. �,�� 4V Y �° � �� °1�„-� ��Yy su � V�r�lu „u'��. �q 1�" J r° r' m '.�� ...y� �'�r��, � '` m,uP�7�vj,u;'� i„r, r l i �� ;�� i ,��,I� ''�,p � ,. , ,i�' �,`,� a % ✓ ll, / H�V I � � Y �" 'I�v � t v ,� �� ir ��, i�!VA, i� ;� mm�o%�u�mm��ifiN�MMM�m�� I� � ; ��i,S41(E7�i��i��y%IJ1/�J�J�JJJJJJl1JJiYiJNJI�i'ND/ll�J1JJJIJJ�'J�J'Ny/�"�/�UA'��1JJf7J�JJJyJ)p�Jyy1��1WU�'yyJJyyJyllJ�JI�57yy��PyJy)�J7)9J17)9J)YJI�"7"D'�i"IXOYD�,„�'� ,��, a a a ��%�u�nii�iJl�' �i;„,,,' �,,,y�y' ,, i; „, , ra, / d/�;,��' q V��i i ii;i' i,i�,� ��(ii�i�i� i��,� �5.,� f. I. k � ffl'�i��,;�i�,,,. ��, � ,,. � , ' � �� ,, ,,,,,, ��I� ��a �, °;; i�N1 � < � f ��1,,J ! � ; o� ��,� � °, '�°'`�'r�� ultur�l, �thr�ic, ar�d ��ial r�ups withir� t � �»,�,i, , � � n»,,,��oo,,,,�� r i, ,, /�ly0%/G/%/////f � It t I " �-� � I � I t I I �i�� , :� ��% f � s all group ��ttin sa In th� n�xt �t�p �f thi� ��f��J,�� a ��/ .�� i , �Jt,/�ii�i�ri/�i%��,, public �utr��ch proc��, w� �r� I��king for th� br�ader publi�t� �har� th�ir t ought� or cor��rn� with � b�r� �f�he ��I�ct o�rd dir�ctlya We are seeking feedback an the following questions: � V�/h�t ha� y�ur�xperi�n�� b��n with th� L�xin t�n �lic� part ��t�? ( ��itiv� and/�r n�g�tiv� �xp�ri�n�e�) + � y�� h�v� ��r�c�rr�� ab�ut th� curr�r�t �li�� p�rt �r�t �per�ti��s th�t i ht i p��t h�vv we vuould build a r��vu poli�� statior�°? �r �ny�th�r th�u t� y�u i ht w�r�t t� h�r� �b�ut p�licing ir� L�xin t�n�? How to share your feedback.: 1 a F�r ar� ir�dividual ��tir� with tw� ��I��t ��rd � b�r� (Jc�� at� ar�d �ug Lu��nt�}, pl�as� � �il I � i� I iiii� �� i�i � �r��II 7�1-69 -45�4 t� �ch�dul� a ti ea i� �� c�ul� e t �� fi � ti�l. 2a If y�u vvould lik� to �h�r� f��db�ck el��tror�i�ally, I ��iiill �� iii i�liiii� �� i�i a I�a�� v�rit� �� li�� tati�r� �r�ject F��dba�k" ir� t � �� nt e�ti�r�a ��cl �� u itt �I�ctr� i� Ily �a �t � � t �� fi � ti I a w�ul c� � �f t � I i� r��or . . . . . Joe Pato & Doug Lucente -7- 2021-08-24 Capital Stabilization Fundin� Framev`►�ork James Malloy, Town Manager Pur ose: Over the past decade, the Town of Lexington has made a practice of building its �scal reserves, Including a Capital Stabilization Fund (CSF). Through judlcious use of available funds, the Town has gradually built up the balance in its stabillzation funds, with particular emphasis on the CSF. Over the past few years, the Town has tapped into the CSF to malntain Within Levy debt at a growth rate of 5%, and to "shave the peak" of exempt debt proj ects so taxpayers do not see spikes in their property tax bills. The Town has recently undertaken some large capital proj ects, Including�Iastings Elementary School, the Lexington Children's Place and the Lexington Fire �Ieadquarters. In the near-term, the Town anticipates seeking funding for a new Police Station and a replacement for the Lexington High School. The practice of"shaving the peak"has worked well for prior projects; the CSF balance has been sufficient to achieve the goal of minimizing taxpayer impact. �Iowever, the high school proj ect Is substantially more than any of the prior projects; initial estimates range from $350 to $500 million. Town leaders seek a more long-term, financially sustainable funding mechanism to provide dedicated funding for the CSF to ensure that larger capital projects and future debt service do not place an unmanageable burden on taxpayers. The Select Board, Town Meeting members and others involved in Town government have underscored the need for economic development proj ects to provide an increased commercial tax revenue for the Town to offset the cost for some of these proj ects. This framework formalizes that connection. Fiscal Framework: In recognition of the effort by the Town of Lexington to identify and attract opportunities for commercial development, and of the significant need for capital proj ect funding, the amount of additional incremental property tax revenue generated from new developments shall be dedicated and annually appropriated to the Capital �tabilization Fund. Included developments are those which go through the Preliminary Site Development and Use Plan (PSDUP)process and have an approved proj ect Memorandum of Understanding to create a Planned Development District; as well as those developed through the zoning changes approved at the 2020 Special Annual Town Meeting for the at Hartwell Avenue area (including Bedford Street immediately adjacent to Hartwell). Additional property tax revenue is typically captured as part of"New Growth," which is the zncrease in the tax levy due to the increase in assessed value of a property pre- and post- development. In order to implement this funding strategy, the amount of New Growth due to the targeted developments shall be identified by the Assessors' Of�ce and set-aside from the normal budget development process. Each year as part of the budget development process, the Town Manager shall detail the amounts that fall under this framework and recommend to the Select Board and Appropriation Committee the new amounts to set-aside. This new revenue will not be allocated between the Town and School departments via the Revenue Allocation Model. It is anticipated that those amounts shall continue to be set aszde for deposit into the CSF until debt service for the high school starts to come due. At that point we will begin withdrawing a corresponding amount from the CSF to fund Exempt Debt service, primarily to offset the tax Increase for the high school. An example of how this would be implemented as part of the upcoming FY2023 budget follows: Reflecting a Partial Dedication of New Growth to CSF in Budget Going Forward FY2423�Current Budget Presenta�ion-Tax Levy FY2022-23 Change FY2017 FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 � % Actual Actual Actual Actual Actual Re cap ; Pro,�e cte d Table 1:Pro ert Tax Lev Tax Levy $ 154,781,455 $ 161,960,336 $169,402,066 $ 176,907,123 $184,938,304 $ 194,415,314 $203,275,697 $ 8,860,383 4.56% Prop.2.5% $ 3,869,536 $ 4,049,008 $ 4,235,052 $ 4,422,678 $ 4,623,458 $ 4,860,383 $ 5,081,892 $ 221,510 4.56% New Growth $ 3,309,344 $ 3,35�,135 $ 3,270,005 $ 3,608,503 $ 4,853,553 $ 4,000,000 $ 2,750,000 $(1,250,000) -31.25% Override/Excess Levy Capa $ 94,519 $ 34,354 $ 66,069 $ 116,791 $ 85,435 $ - NA Subtotal $ 161,865,816 $ 169,332,125 $1�6,841,054 $ 184,821,513 $194,329,879 $203,275,697 $211,107,589 $ 7,831,892 3.85% ii ri//////////////////ii ��iiiii �iiii , riiiiiiiii ��!��,��i��t��.�+��'�*��n��►,�,�,,,,,��*'�� FY2022-23 Change FY2017 FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 � % Actual Actual Actual Actual Actual Re ca� Pro je cte d Table 1:Pro ert Tax Lev Tax Levy $ 154,781,455 $ 161,960,336 $169,402,066 $ 176,907,123 $184,93$,304 $ 194,415,314 $203,253,537 $ 8,838,223 4.55% Prop.2.5% $ 3,869,536 $ 4,049,008 $ 4,235,052 $ 4,422,678 $ 4,623,458 $ 4,860,383 $ 5,081,892 $ 221,510 4.56% New Growth $ 3,309,344 $ 3,35�,135 $ 3,270,005 $ 3,608,503 $ 4,853,553 $ 3,977,840 $ 2,750,000 $(1,227,840) -30.8�% Override/Excess Levy Capa $ (94,519) $ (34,354) $ (66,069) $ (116,791) $ (85,435) $ - NA Subtotal $ 161,865,816 $ 169,332,125 $1�6,841,054 $184,821,513 $194,329,879 $203,253,537 $211,085,429 $ 7,831,892 3.85% Table lA:Pro ert Tax Lev Dedicated to Ca ital Stabilization Fund 1050 Waltham St. $ - $ - $ - 0.00% 186 B e dford St. $ �,195 $ �,195 $ - 0.00% Belmont Country Club $ 14,965 $ 14,965 $ - 0.00% Subtotal-C SF Tax Levy $ - $ - $ - $ - $ - $ 22,160 $ 22,160 $ - 0.00% Subtotal-All Tax Levy $ 161,865,816 $ 169,332,125 $176,841,054 $ 184,$21,513 $194,329,879 $203,275,697 $211,107,589 $ 7,831,892 3.85% FTY20241�evised Budget Fresentation-Ta�Levy FY2023-24 Change � FY2018 FY2019 ` FY2020 FY2021 FY2022 FY2023 FY2024 � % Actual Actual Actual Actual i Actual ; Re cap Pro je cte d Table 1:Pro ert Tax Lev Tax Levy $ 161,960,336 $ 169,402,066 $176,907,123 $ 184,938,304 $194,415,314 $203,253,537 $211,131,250 $ 7,877,713 3.88% Prop.2.5% $ 4,049,008 $ 4,235,052 $ 4,422,678 $ 4,623,458 $ 4,860,383 $ 5,127,713 $ 5,324,655 $ 196,943 3.84% New Growth $ 3,35�,135 $ 3,270,005 $ 3,608,503 $ 4,853,553 $ 3,977,840 $ 2,750,000 $ 2,750,000 $ - 0.00% Override/Excess Levy Capa $ (34,354) $ (66,069) $ (116,791) $ (85,435) $ - $ - NA Subtotal $ 169,332,125 $ 176,841,054 $184,821,513 $ 194,329,879 $203,253,537 $211,131,250 $219,205,905 $ 8,074,655 3.82% Table lA:Pro ert Tax Lev Dedicated to Ca ital Stabilization Fund 1050 Waltham St. $ - $ 1,000,000 $ 1,000,000 $ - 0.00% B e dford St. $ 7,195 $ 90,000 $ 90,000 $ - 0.00% Belmont Country Club $ 14,965 $ 764,965 $ 764,965 $ - 0.00% Subtotal-CSF Tax Levy $ - $ - $ - $ - $ 22,160 $ 1,854,965 $ 1,854,965 $ - 0.00% Subtotal-All Tax Levy $ 169,332,125 $ 176,841,054 $184,821,513 $ 194,329,879 $203,275,697 $212,986,215 $221,060,870 $ 8,074,655 3.79% In this example, the green section reflects the status quo. Early indications are that FY2022 New Growth, certified as of June 30, 2021, will be in excess of$4,000,000, primarily due to commercial developments at 75 �Iayden Ave. and 20 Maguire Rd. The full amount of the FY2022 New Growth is incorporated into the base for FY2023, and further increased by 2.5% in future years. The blue section reflects the first year of the proposed policy change. Table 1 A is added to the budget revenue tables to separate the New Growth attributed to the commercial developments under this policy. Because these projects are still heavily under construction, there will be minimal New Growth for them as of June 30, 2021. For FY2022, this illustration shows a total of$22,160 in Table 1 A, and the Table 1 New Growth of$4,000,000 has a corresponding decrease of$22,160 for a revised total of$3,977,840. For FY2023 budget projections, Table 1 reflects the Prop 2.5% Increase for both the base tax levy and the dedicated new growth from prior year. The full amount of proj ected FY2023 New Growth is attributed to the base budget. The orange section anticipates how the second year of implementation would work. Each year New Growth is captured incrementally, as of the certi�cation date, based on a proj ect's completion status. Each property in Table 1 A is expected to have a considerable amount of additional new growth as of the June 3 0, 2022 certi�cation(FY2023 New Growth), which is added to the FY2022 New Growth. This same exercise would be repeated in subsequent years, with incremental New Growth being set aside each year and continuing to accumulate into the Capital Stabilization Fund to pay for future capital proj ects. Effect of Fiscal Framework: This policy will provide transparency for the Town's goal of tying economic development efforts to providing tax relief to existing tax payers. The new tax dollars set-aside from these commercial developments will provide an ongoing, sustainable funding source to offset a signi�cant portion of larger capital needs and future excluded debt service. For example, once New �rowth has been fully realized for the three initial proj ects already in process, (which would be recognized in the 2025 Budget Presentation/2024 Tax Recap) it is anticipated that the total annual appropriation into the Capital Stabllization Fund would be approximately $2,390,000. This does not include future projects on the Hartwell corridor whzch may begin to ramp up due to recent zoning changes. Anticipated New Growth Subject to this Policy Development Address Estimated New Growth Greatland Realty—Revolution Labs 1050 Waltham St. $1,250,000 Beacon Point Development 186 Bedford St. $90,000 National Development—Waterstone/Bridges 55 Watertown St. $1,050,000 TBD Hartwell Avenue TBD Subtotal $2,390,000 Additional Considerations: In addition to revenue from new developments, other potential transfers that can be made on a sustainable basis into the Capital Stabilization Fund may be recommended as part of the annual budget development process. Executing this model will be dependent on the regular New Growth (i.e. not from designated commercial developments) meeting the budgeted targets, as regular new growth supports the Town's operating budget. If in any particular year New Growth for operations does not come in at the budgeted level, it may necessitate pausing on the transfer into the Capital Stabilization Fund. During the period in which this funding is set-aside the Town should expect modest operating increases, as extraordinary new revenue will be set aside. This framework may require calling a Special Town Meeting each fall to true-up the actual amounts of new growth recognized compared to the budgeted amounts, and appropriate any additional amount into the Capital Stabilization Fund before setting the tax rate. Staff expects that the New Growth from these developments will continue to be set aside to cover debt service until otherwise decided by policy makers. It is recommended that this practice be reviewed and reafflrmed annually, along with other budgeting guidellnes. � CO O O)O O CO�O��00 00 O I�00 W O�N�O O CO�I��O O� O O O O M V V M(O O o0�f7��S7 oO�I��C1 N W W 6)6)�l')N m CO O V lC1 a0 M(9 M N�O O LS7 O LC�� y. 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� tp � O lA O O _ � (O V�M 00 N f��(O O� I� O N O O L M ln V V M M N N�� M O OD O O Q d M O O�ln lf� N C O M M M � - � d3 tPr ti9 t9 LL � C = O O O O O O O O O O O � O O O O O O O O O O O S •• '� Q 'LI')LC1 Lf)L4']LS�L!�LL)Ll')LC1 Lf) � � � � � � � � � � � � � � � � � � � � � � � 0 � N j� = V N N N N N N N N N N Y'� = V j C LL L oJ o0 a0 W W W oJ oJ o0 a0 � vfn�p a � �0 y �. �+ 'p^«LL� � 7 N M��{'Y t0 I�00 Q1 O N M�V1 l0 f�OO�O N M��{")f0 I�00 Q1 O N M��f7 t0 f� � d Q�i N N N N N N N N M M M M M M M M M M a a��a a a N��fl Ml N J 0I y O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O Q O ��'y= N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N� a F LL�U LL LL lL LL LL LL LL LL LL lL LL LL LL LL LL LL LL LL LL LL LL LL LL lL LL LL LL LL LL LL lL LL LL LL LL LL O Potential Impact on Capital Stabilization Funding and Exempt Debt Service Capital Stabilization Fund Appropriations Anticipated Anticipated and Interest Use of Capital Use of Capital into the Dedicated Stabilization Stabilization Capital Funding From Fund for Fund for Stabilization Commercial Within Levy Excluded Ending Fund New Growth Debt Debt Balance FY2013 $1,601,835 $0 $0 $1,601,835 FY2014 $3,988,868 $0 ($1,600,000) $3,990,703 FY2015 $5,926,762 ($919,000) ($950,000) $8,048,465 FY2016 $9,513,048 ($215,000) ($620,567) $16,725,946 FY2017 $7,187,263 $0 ($710,000) $23,203,209 FY2018 $8,119,224 ($324,500) ($2,400,000) $28,597,933 FY2019 $4,203,280 ($573,500) ($4,500,000) $27,727,713 FY2020 $2,701,541 $0 ($5,200,000) $25,229,254 FY2021 $44,804 $0 ($4,600,000) $20,674,058 FY2022 (proj.) $3,217,674 $22,1�0 $0 ($2,800,000) $21,113,892 FY2023 (est.) $0 $1,854,965 ($270,000) ($1,700,000) $20,998,857 FY2024 (est.) $0 $2,3�0,000 ($1,596,000) $0 $21,792,857 FY2025 (est.) $0 $3,000,000 ($1,436,000) $0 $23,356,857 FY2026 (est.) $0 $3,750,OOQ ($1,050,000) $0 $26,056,857 FY2027 (est.) $0 $4,500,OOQ ($822,000) $0 $29,734,857 FY2028 (est.) $0 $5,250,000 ($602,000) ($10,000,000) $24,382,857 FY2029 (est.) $0 $5,250,000 $0 ($7,500,000) $22,132,857 FY2030 (est.) $0 $5,250,OOQ $0 ($6,000,000) $21,382,857 FY2031 (est.) $0 $5,250,OOQ $0 ($5,250,000) $21,382,857 FY2032 (est.) $0 $5,250,000 $0 ($5,250,000) $21,382,857 FY2033 (est.) $0 $5,250,000 $0 ($5,250,000) $21,382,857 FY2034 (est.) $0 $5,250,OOQ $0 ($5,250,000) $21,382,857 FY2035 (est.) $0 $5,250,OOQ $0 ($5,250,000) $21,382,857 FY2036 (est.) $0 $5,250,000 $0 ($5,250,000) $21,382,857 Notes: (1) This table highlights dedicated New Growth being appropriated into the CSF; more will likely be dedicated annually from other one-time sources, but for illustrative purposes that is shown as zero. 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I!� r y I��Illllllllllllllul '111f t ir �ll � � �11 X�lli I 'u4�� ' � �+ IIII N� �� fUlh I,m i I, � r L lin l��,�� IlU��,�!` lU,.. 9l ui�o�' ,>„- >��,� August 5, 2021 James J. Malloy, Town Manager Town of Lexington 1625 Massachusetts Ave Lexington, MA 02420 Subject: Proposal for Facilitation Services Dear Jim: We appreciate the Town of Lexington's interest in having Raftelis facilitating your governing body's retreat. We have extensive experience with this type of work and would be pleased to work with the Town. This letter discusses the potential for this engagement. roac The intent is to supplement Goal Setting for the Board of Selectmen with input from both Town Staff and the various Boards and Commissions. We will approach this engagement with two phases. During the information gathering phase, we will meet with you to discuss expectations and opportunities. Our team will also facilitate a session with your Management Team and the leadership of the Town's Boards and Commissions to gather additional input on the Town's priorities, strengths, weaknesses, opportunities, and challenges(SWOC). We would also spend a little time with each member of the Board of Selectmen to understand their perspective on the Town. The insight gathered from these conversations will help us prepare the agenda, and a summary of the SWOC and Priority Input will be developed for the Selectmen to review prior to their retreat. The second phase is the actual goal setting retreat, which will be held on a mutually agreeable date. During the session, the primary role of the facilitator is to ensure that the environment is respectful and conducive to open and constructive dialogue, so the established objective is ultimately met. While the agenda provides the structure to accomplish the tasks, we also know how important it is to pay attention to the group and make sure conversations that need to happen actually happen. Therefore,we are flexible and in tune with the group during the process. Approximately one week after the retreat, we will provide a summary report documenting the results. ��;��iiir°Illf liii�.�IIII��IIII�IIII��°��,,, ��muu liii�°��r,��'��W��°��liii iiir��liii iiir�iii�m��°liii,,,��Illh llll��I��' ��iiu��,IIII liii��iiu�.��uu ��°�IIII��iiii�� IIII��iiii��uu IIII°�liii iiii��,��iiu��IIII'�� iiu�.��iiu IIIIIII'��illlll��lllllll"""'�"""IIIIIIII��IIIIIII��IIIIIII��"""� IIIIII��'�� """"� �,u��i i ml "n ,��w'V� ��, „�,, � d�� » ,»u� ° �� //`//��%%J � i �� /�� /�� „//��»' ��!J��, �� ,JJJ�J,,,, ll((ffl / �,,,,,,//%/��a��G��JJJ�J��,,,, ��ia�,,,. i�� , %' °�'��r�,,,�r �/,'; i i ;; �;��o�N', ,�,,,�� »»» �� ,,,,,,, �� ,»»»»> S p e c i a l t i es ��r� ��„�;;�,,,,�1�� I�� U��- Effective organizational leadership Julia established The Novak Consulting Group in September 2009. Her and management reputation and experience as a consultant who offers practical and implementable °U�� Supporting effective governance �� Developing organizational capacity recommendations are grounded in more than 15 years of active service to local governments, including Fort Collins, Colorado; Lexington, Massachusetts; Professional History Rockville, Maryland; and as the city manager of Rye,New York. She is a �� Local Government Consulting practitioner first who has expanded her knowledge and expertise as a consultant (2003-2020) ��% City of Rye, New York:City for hundreds of organizations across the United States. Manager(2000-2003) d�� City of Rockville, Maryland(1995- Julia has extensive experience as a facilitator and trainer. She has worked with 2000) both elected and appointed officials from jurisdictions throughout the United �� Town of�exington, Massachusetts (1992-1995) States to conduct goal setting, develop strategic plans, and prioritize service City of Fort Collins,Colorado(1987- oapn, delivery. She has conducted training for elected officials as an individual trainer �992) and through the National League of Cities and a consortium of cities in California. Education �� Master of Public Administration- University of Kansas(1988) Julia is an established thought leader in the areas of governance and ��, Bache�or of Arts in�overnment and administration. In April 2002, Julia was one of 20 practitioners who participated Po�itics-�eorge Mason university in the ICMA-sponsored symposium on the future of local government (�986) administration. Her response to Dr. James Svara's paper, "City Council, Roles, Certifications Performance, and the Form of Government," is included in the ICMA-published �„ Certified Professional Manager, book, "The Future of Local Government Administration." Public Management International City/County Magazine has published multiple articles that she authored and co-authored, Management Association « . „ ��% Master Facilitator,The Myers-Briggs including Preparing Councils for Their Work, co-authored with Dr. John Personality Type Indicator Nalbandian; "Permission to Manage"Which discusses the importance of using data to manage local governments; "Dreams That Make a Difference" on the Professional Memberships value of community based strategic planning; "Civility," and most recently, U��» International City/County "Using Data in Police Management." Management Association(ICMA) �o� Engaging Local Government Leaders(ELGL) Julia has been a speaker at national conferences for the ICMA,National League of Cities, and American Society of Public Administrators. She has been a featured speaker/trainer for many state associations and local government affiliate organizations throughout the United States. Julia earned a bachelor's degree in government and politics from George Mason University and a master's degree in public administration from the University of Kansas. Julia was in the first class of individuals certified by ICMA as Credentialed Local Government Managers and maintains that designation. Julia is a Master Facilitator of the popular Myers-Briggs Personality Type Indicator and is certified to administer several other Level B psychological assessments. IIIIIII'��illlll��''�IIIIIII"""'�"""IIIIIIII��IIIIIII��IIIIIII """'� IIIIII��°��R��""�� ee The total fixed fee to complete the scope of work outlined in this proposal is$22,800, which includes all professional fees and expenses. . . oom et-u an o ist�cs We will need the following materials and room set-up to ensure the session is productive and engaging: Ufl� Tables and chairs set up in a U shape and oriented toward a wall with a smooth surface(for recording the session's conversations and decisions in a visible location). «�,,,� There should be sufficient space for appropriate social distancing in accordance with CDC guidelines; one six- foot table for each participant is ideal. �� Computer,proj ector, and screen or wall to proj ect on. ��r Space between the top of the U and the wall for the facilitators to move freely and work. �r11! A worktable and chairs for the facilitators. �rl� 2 flip chart stands(solid back or retaining bar). �11 2 pads of flip chart paper—prefer 3M Grid Line paper. «�,,,�� 3x3 sticky notes in four bright colors—one pad of each color per attendee. «r,,,,� Dark color fine point Sharpies for participants to use. We look forward to the opportunity to again serve the Town. If you have any questions,please do not hesitate to contact me using the following contact information: Julia Novak, Executive Vice President Phone: 513.309.0444 /Email:jnovak@thenovakconsultinggroup.com Sincerely, � �� Julia Novak Executive Vice PYesident The Town accepts the terms of this engagement letter and proposal at a cost of$22,800: Approved: Date: Name of Signatory: Title: i111Pi�mm'�uuv�muii' �ul III�IIIIQ�II�r��ii Illiiii INu�iii.mlu�ulllll�� III��llll�lllj�l„'tlIIIII�Vl1r��11,1��"'IU!U' ��',"�uum�qliuw�;,,,uuu� � � � � ��ii��u��,1� A P�►RT�F � 1 �� II � � � �� '�I� � ��i �u'ui�,�f� ��'''ll�lll',�'G ' I u� P�I�ii ryr U.. ..i I IIU i p m i V uuuml uuuuuum uuumy,�uuum uuuuuum �III' � I ��o�,lll dIIIII�I�I�,II�III��,�III II�IIIII�IIII� ';;'�;��;��II'I�(Itif��i,�� II i��' "'� I � ��I�II��IVIIP III��IIVIII�III��,�"�' IIIIIIIIIIIIIIIIIII IIIIIIII' .IIIIIII�� IIIIIII IIIIIII�� IIIIIIII�� IIIIIIII� ��I�C� ��C�� ,��u;��'�IIIII��u��lll'�'�u�� t�t@ ��$1'lt �t�t@ ��@1'lt �t�t@ ��@1'lt AZ �4v�ndale IL V1��dridge �H Piqua AZ �ierra llista IN Nlunster �H P�rr�rell AZ Yurr�a K� J�hns�n��unt7� �H �har�n�rille �A Hanf�rd K� Larnrren�e �H Upper�4rlingt�n �A Hayward �C� T�ngan��ci� �H V'V�rthingt�n �A N1�nh�tt�n B��h �� United��v�rnrr��nt�f V'V7�and�tte �R 8��rt�n ��unt��Kansas�it7� �A Pal��41t� Klf Pad u�ah �R Bencl �A Pla�er��unt� �R Hillsb�r� N1A Le�cingt�n �A �an Luis�bisp� N1A IV�ntu�k�t �R �alern �A ��a�i�l� N1A V1�estla�r�ugh �R V'Vil��r��rill� �A Y�untville N1D �re�nbelt �� Hilt�n Head �� 4darr�s��unt� T� Allen N1D R��kville �� 4ur�ra N11 �4r�r�Ark��r T� �edar Hill �� B�ulder��unt7� T� Dallas N11 Ferndale �� Bright�n N11 Ja��Cs�n��unt� T� Lan�aster �� e nten n ia l T� La re�l� N1 I N1 id I a nd �� Erie T� League�it� N1� �la�t�n �� Evans T� Pearland N1� Nlaryville �� F�rt��Ilins N1� �t.J�seph T� Plan� �� Iden N1� Uni�rersit��It� T� Pr�sper �� Lafa7�ette T� Universit7�Par� N� V'Vinst�n-�alerr� �� R�utt��unt7� �H Blend�n T�v�rnship T�C The�1V��dlands �� Th�rnt�n �H Blue�4sh UT Nlurra� �� Tirr�nath �H �lear�reek T�v�rnship UT ��uth J�rdan �� V1�estrr�inster �H �le�reland Hei�hts 11A Alb�rr�arle��unt� �� V1�inds�r �H Delaware��unt� 11A Harr�pt�n �T N1an�hest�r V1�A Bellevue �H Dublin FL �alrr�ett�Ba7� �1VA �equirr� �H �ahanna �A De�atur �IVI Eau�laire �H Hilliard �A R�swell V'VI �ak�reek �H �berlin IL �urn�� V'Vlf N1�rg�nt�v�rn ��""��