HomeMy WebLinkAbout2001-01 Status Report of the Planning Process MN
Lexington 2020 Vision
A Status Report
of the
Planning Process
Executive Summary & Volume I
Summary of Work Group & Core Participants Group Efforts
Lexington, Massachusetts
January, 2001
TABLE OF CONTENTS
Executive Summary
and
Volume I
Summary of Work Group and Core Participants Group Efforts
EXECUTIVE SUMMARY
INTRODUCTION AND TOWN-WIDE VISION l
SECTION I THEMES,GOALS AND ACTIONS FOR 2020 .2
Theme l Promote and Strengthen Community Character .2
Theme 2 Foster Educational Excellence 4
Theme 3 Sustain and Enhance Physical Character and the Larger Environment 5
Theme 4 Reinforce Connections Between Residents, Civic Organizations. and Town
Government 7
Theme 5 Establish Open and Accessible Processes for Town-Wide Decision-Making.
Planning. and Conflict Resolution 8
SECTION II CONNECTIONS COMMON THEMES AND CONFLICTS/TENSIONS 10
Transportation. Growth Management, and Sense of Community 10
Regional and State Cooperation 11
Civic Participation and Information Dissemination I 1
Fiscal Decision-Making 12
Acknowledgment of Different Viewpoints l2
SECTION III PURPOSE,HISTORY AND PROCESS 13
Strategic Planning Overview 13
The Initiating Committee 14
The Steering Committee 15
Lexington 2020 Process and Activities 16
Next Steps .25
SECTION IV THE VISIONS .26
CPG Town-Wide Vision Statement .26
Fostering a Sense of Community 27
Educational Excellence 28
Managing Growth Development and Open Space 29
Ensuring Productive Connections Between Citizens and Town Government 30
Transportation 31
Managing Fiscal Stability .32
Copies of the report are available at Cary Library, on the town Web site, and at the Town
Managers Office. Please contact the Town Managers Office at 781-862-0500 for further
information.
TABLE OF CONTENTS (continued)
Volume II
Work Group Reports and Additional Materials
SECTION I LIST OF PARTICIPANTS I-I
SECTION II PUBLIC COMMENTS RECEIVED 11-1
SECTION III GUIDANCE FOR WORK GROUPS III-
I
SECTION IV GUIDANCE FOR THE CORE PARTICIPANTS GROUP IV-I
SECTION V THE FUTURES FORUM V-
SECTION VI LIST OF ADDITIONAL MATERIALS AVAILABLE VI-
SECTION VII FINAL REPORT, FOSTERING A SENSE OF COMMUNITY VII-
SECTION VIII FINAL REPORT, EDUCATIONAL EXCELLENCE VIII-
SECTION IX FINAL REPORT, MANAGING GROWTH DEVELOPMENT AND
OPEN SPACE IX-]
SECTION X FINAL REPORT, ENSURING PRODUCTIVE CONNECTIONS
BETWEEN CITIZENS AND TOWN GOVERNMENT X-1
SECTION XI FINAL REPORT,TRANSPORTATION XI-
SECTION XII FINAL REPORT,MANAGING FISCAL STABILITY XII-1
Copies of the report are available at Cary Library, on the town Web site, and at the Town
Managers Office. Please contact the Town Managers Office at 781-862-0500 for further
information.
Executive Summary
EXECUTIVE SUMMARY
of the
Status Report of the Planning Process
Lexington 2020
January 2001
This Executive Summary presents a brief overviex of the more detailed information found in Volume I of
this report The Executive Summar} gives the reader a general sense of what the Lexington 2020 Planning
Process has accomplished to-date, the process by which the planning was conducted, and the upcoming
next steps The Lexington 2020 process is an ongoing, dynamic one, tins E.xecutne Summon. and
accompam ing I olume I reflect the state of the process as of January 2001
The Lexington 2020 Vision Steering Committee was created by the Lexington Board of
Selectmen. in consultation with the School Committee and the Planning Board to
undertake the Lexington 2020 visioning and strategic planning process Since Spring
1999, the Steering Committee has been guiding and managing the Lexington 2020
process on behalf of the community
This strategic planning effort builds on a long and important history, of past initiate\es
These initiatives - focus groups community conversations, and a survey - were crucial
building blocks for future planning efforts In 1998. an Initiating Committee de\eloped a
methodology and detailed step-by-step description of the strategic planning process that
made sense for Lexington The Initiating Committee evolved into the Steering
Committee with the charge to "make the process w ork
The Steering Committee envisioned a strategic planning process that on a sustained
basis would engage a wide spectrum of the community in an organized series of
discussions to create and implement a vision of the town's future The vision should
emphasize that what one does today affects the future The strategic plan should be \aell-
grounded in shared goals and clarity of purpose about the key issues affecting the town
The Steering Committee believes that the strategic plan should be helpful in creating a
framework that establishes strategic planning as a regular civic activity, to enhance
municipal decision-making now and in the future.
Overvie%% of the Process
To launch the process, the Steering Committee held a series of four public workshops in
June 1999 to explore the important issues of concern in Lexington. A Fall Forum was
then held in October 1999 to get feedback on specific, focused topics that came out of the
four workshops The most significant aspect of this strategic planning process \\as the
formation, in January 2000, of six Work Groups and a Core Participants Group
composed of Lexington residents who volunteered their time.
Lexington 2020 Vision Report, Volume I
Executive Summary
Their work was focused on six topics, developed from the comments received at the two
events described above
• Fostering a Sense of Community
• Educational Excellence
• Managing Growth. Development and Open Space
• Ensuring Productive Connections Between Citizens and Town Government
• Transportation
• Managing Fiscal Stability
As part of their Mission, each of the six Work Groups developed a Vision for their
specific topic area The Core Participants Group developed a Town-Wide Vision
CPG Town-Wide Vision Statement
(Written as in the j ear 2020)
The Tonin of Lexington pi ides itself on being a great place to hie Residents and i isitors
alike characteri:e It as a iibiant and active communiti, nihich places a high value on
lea,rung at all ages Its residents and emploi ees ii elcome the do ersin of people ii ho are
atti acted to Lexington and choose to call it then home and'or place of emploti inent
Lexington is, and ii ill stat a pi rmarih residential comnnurih ni ith a tradition of offering
quality, broad-reaching municipal sen ices It is committed to preserving and
maintaining a sense of conununttti that Includes its historic tradition its public and
pr nate open spaces, and its public support for cure life It strh es however, to maintain
a range of affordabilin Residents recogni:e that these qualities are alba)s difficult to
balance
9n open and structured process of community conn ersatlon and long-term planning help
the tonin remain faun ai d-looking Major elements, >i hich are consistent/) adds essed and
evaluated include fiscal responsibility, sustainabiltti of natural and human resources
transportation issues, education and regional cooperation and integration Residents
ale urn ested in and reli on this process as the reconcile competing needs and interests
Guide to the Report
The purpose of the two-volume Status Report of the Planning Process" is to describe the
Lexington 2020 Vision process and to present an integrated summary of the Goals and
Actions recommended by the Work Groups (WGs) on each of their six topics
Volume I of the report presents the recommendations of the WGs, integrated into five
Themes with accompanying Goals and Actions The Actions listed in this report are Just
some of the approaches recommended by the WGs for achieving their Goals. The Goals
and Actions are to be considered an agenda for discussion and consideration by the town
Copies of the report are available at Cary Library, on the town Web site, and at the
Town Managers Office Please contact the Town Managers Office at 781-862-0500 for
further information
ii Lexington 2020 Vision Report, Volume I
Executive Summary
as it plans for the future Volume I also includes the Visions of the six WGs and the Core
Participants Group (CPG), and a detailed description of the steps taken to carry out the
overall process
Volume II of the report provides the full text of each of the six WG reports, including the
Environmental Scans, as well as information about the participants and other materials
Volume II also contains a copy of all the written comments received during the public
comment period on the draft of this report Two public meetings were held in October
and November 2000 as part of the public comment period as well, comments from these
meetings are also included in Volume II The comment period ended on November 20
2000
Themes and Goals
The six WGs, with input from the CPG, created Visions developed Goals for Lexington
in 2020 and recommended Actions to help get there The Themes and Goals provided
below have been integrated and summarized from the recommendations of the WGs
Theme l • Promote and Strengthen Community Character
The town of Lexington possesses an aura of its own, based on a variety of
characteristics its place in history, its charm and sense of pride, the reputation of its
schools and public services. and its strongly residential character Many factors
contribute to a ver strong `sense of place- which is appreciated and cherished b�
residents Which of these elements \A,ill remain in the coming decades and continue to
ser,e as unifying forces v ithin the town') What can Lexington control —and how9
Goals
• Design and promote community gathering places and events
• Develop criteria and mechanisms for preserving the physical character of residential
neighborhoods
• Provide increased housing options to promote diversity of income and age
• Create strong incentives to maintain and expand affordable housing
• Integrate transportation infrastructure and/or environmental aesthetics '.ith
commercial districts and historic and housing characteristics
• Preserve and maintain historical areas, and celebrate the town's place in national
history for residents and tourists
Theme 2• Foster Educational Excellence
Educational excellence is synonymous with the town of Lexington The exceptional
public education system is a result of the expectations and support of the town's citizens
The community evidences an interest in life-long learning and in the multiple institutions
which support that goal the libraries, community education programs, preschools, private
schools the senior center, and numerous forums sponsored by a variety of community
organizations
Lexington 2020 Vision Report, Volume I rn
Executive Summary
Goals.
• Ensure that all citizens are aware of and hay e access to life-long education and
learning opportunities
• Continuously update and modify the programming. grounds and facilities, and
materials and equipment of all educational and learning facilities
• Provide sufficient funding for educational and learning opportunities
• Develop and implement a town-run partnership program to promote the concept of
community partnerships with all education and learning facilities (include business
in olvement. intergenerational learning, all governing bodies, students, families)
• Develop and implement an ongoing evaluation process for all systems associated with
life-long learning
Theme 3 Sustain and Enhance Physical Character, and the Larger Environment
Lexington has a strong sense of tradition. historic preservation, and land conservation
Even though many decades of metropolitan growth have exacerbated problems related to
traffic noise air and water quality and housing costs. the town has maintained much of
its historic character and small town scale
GI\en Lexington s current zoning regulations and physical boundaries, only a limited
amount of growth and new development is possible without major changes to the
character of the town Because of these limited opportunities. the type of growth that
does occur must be the type that the town really wants and needs
Goals.
• Impro\e traffic and parking conditions in Center
• Increase protected open space
• Preserve and enhance local air quality
• Reduce the environmental impact of households and businesses
• Limit traffic noise and pollution from Hanscom Field
• Increase alternatives to single occupancy vehicles
Theme 4 Reinforce Connections Between Residents. Civic Organizations. and Town
Go\ernment
Lexington prides itself on its place in history, along with this comes the responsibility of
ensuring that the democratic ideal of citizen participation in local affairs is upheld This
invok es encouraging and providing a wide variety of opportunities for all residents to
become involved in the initiatives and activities of local organizations and town
government The expectation is that an active and engaged citizenry contributes
positively to all aspects of the community
Goals.
• Expand information dissemination options for civic activities
• Provide approaches to inspire the uninvolved of all ages to become involved
iv Lexington 2020 Vision Report, Volume I
Executive Summar'
• Increase accessibility/availability of government buildings, agencies, officials.
materials, and services
• Encourage increased resident participation in and understanding of the fiscal process
• Promote use of volunteers (including students) and connect them with those needing
services
Theme 5 Establish Open and Accessible Processes for Town-Wide Decision-Making.
Planning. and Conflict Resolution
The Lexington 2020 Vision process has been characterized by increased and focused
communication and conversation about a wide range of issues. Follow-up actions will
require careful and consistent planning and ultimately, decision-making on the part of
residents and town government. If these actions are to be successful, processes for
encouraging and formalizing communication must be developed. Conflicts along the
way are inevitable They are a positive indicator that ideas are being shared and
discussed
Goals.
• Enhance and refine the fiscal process to make it useful and accessible to all residents
• Conduct and/or influence long-range studies. policies, and regulations in the areas of
fiscal transportation. technology, and environmental planning
• Initiate and/or participate in regional groups to resolve common problems. address
common needs. capitalize on common strengths. and share services and resources in
the areas of transportation planning. open space. environmental quality/monitoring
social services, and fiscal planning
• Re-evaluate periodically through a participatory structure the 2020 vision and
planning processes
• Strengthen and support existing democratic processes for town decision-making
Common Themes and Conflicts
While the mission of each of the WGs was to explore and address a focused topic there
were overlaps, common themes, and some conflicts This is a positive outcome of this
effort in that it identifies and highlights the issues and tensions inherent in local planning
Once identified, these can begin to be addressed
Among the issues highlighted are
• The need to integrate transportation planning with development and growth planning
• The effect of growth and development on the sense of community,
• The need for regional cooperation in transportation, housing, environmental and
other issues, and
• The differing definitions of fiscal stability
One aspect of the next phase of the visioning and strategic planning process will involve
examining the ways in which the Goals and Actions can facilitate more integrated
planning efforts that address multiple aspects of an issue facing the community This will
Lexington 2020 vision Report, Volume I i
Executive Summary
involve making choices and tradeoffs among various Goals and Actions, as well as
identifying where these can reinforce one another to achieve common interests
Public Outreach and Recruitment
The Steering Committee made repeated and deliberate efforts to reach out to all
Lexington residents in seeking participants for the Lexington 2020 Vision process It was
the hope of the Steering Committee that the process would attract and engage those
Lexington residents who had not been previously active in civic affairs. It was
imperative that participants be representative of the range of interests, affiliations, and
backgrounds present in Lexington. It was also imperative that the process for identifying
and recruiting participants be open and available to all
Six WGs were organized, one around each of the six topics identified above One of the
first tasks for each WG was to develop an Environmental Scan for its topic Using the
information from the Environmental Scan. each WG then created a Vision for its topic
This Vision was to describe what Lexington would be like in the year 2020 in the specific
topical area The Vision was to set the stage for determining priorities and establishing
targets for performance
Following creation of a Vision. each WG developed Goals. Actions, Objectives.
Measures of Success. and Resource needs for its specific topic Each WG then developed
a report presenting its w ork
The WGs met consistently from January to June to meet a rigorous schedule of document
production and deadlines In all cases. they pursued their mission with great focus and
dedication As volunteers on behalf of their fellow residents they grappled with tough
questions. and provided thoughtful consideration of the issues facing Lexington.
Another group the CPG, was created to work in parallel with the WGs Its mission was
to act as a sounding board. focusing and integration agent. and "big picture" editor during
the Lexington 2020 Vision Process. The CPG was to ensure that, at each step along the
way the work undertaken by the WGs as part of the 2020 process was reflective of the
Lexington community as a whole and not perceived as representing special interests.
Like the WGs, the CPG also met throughout the first half of the year to discuss issues on
its own and. most importantly to review and provide feedback to all six WGs on each of
their documents. The CPG also created a town-wide Vision of its own, a statement to
serve as an overarching Vision for each of the six specific Visions The CPG approached
their review of each WG document and activity with great enthusiasm and careful
thought and reflection.
Throughout the 2020 Vision process. the Steering Committee conducted a public
communications effort to keep the public apprised of the 2020 Vision process and to
actively encourage citizen participation at all events and meetings Public materials and
resources included placement of items in the Lexington Minuteman; appearances of
vi Lexington 2020 Vision Report, Volume I
Executive Summary
participants in the process on Lexington s local access channel on cable TV, creating and
maintaining a resource notebook at Cary Library, mailings to interested stakeholders, and
initiation and maintenance of a Web site Continued public discussion about the future of
Lexington is essential to this planning process.
In Fall 2000, the Steering Committee held a public comment period on the draft of this
report. Two public meetings were held, one in October and one in November, as part of
the public comment period. At the discretion of the Steering Committee, some comments
received have been incorporated into this report. A complete copy of all written and oral
comments from the comment period is presented in Volume II of the report.
Next Steps
The next phase of the Lexington 2020 Vision process will involve presenting the
information from the "Status Report of the Planning Process" through a variety, of means
to all residents, civic and community organizations. town meeting members, town Boards
and committees. and town government staff for discussion and feedback The Steering
Committee hopes that by so doing it will encourage reflection on the issues and
discussion on a wide range of views
The report of the Lexington 2020 Vision process (to-date) will serve as a guide for the
town as it develops an approach to implementing Lexington s goals and actions for the
future The Steering Committee expects that this process of visioning. community
dialogues. and discussion will be ongoing. engaging. and fruitful
Lexington 2020 Vision Report, Volume I vii
Lexington 2020 Vision
A Status Report
of the
Planning Process
Volume I
Summary of Work Group & Core Participants Group Efforts
Introduction and Town-wide Vision
INTRODUCTION AND TOWN-WIDE VISION
Lexington is at a crossroads; many opportunities lie ahead that can shape the course of
Lexington's future What will that future be like? What do Lexington residents want it
to be like? How will the current actions of Lexington residents and government influence
what the town will be like in 20 years? How can Lexington plan for the future it wants`'
There are choices to make Lexington can be a community marked by tension and
unpleasant public discourse around matters of community priorities and resource
allocation (Independent of political perspective, this concern has been raised frequently
by residents in various public forums ) Or, Lexington can be a community focused on
meeting challenges in creative and collaborative ways, using consensus-based approaches
to goal-setting and decision-making
The Lexington 2020 Vision Process is a town-wide effort to empower and engage
residents and broaden community involvement, to help determine what the town of
Lexington will be like in the year 2020 The process is a comprehensive, long-range
public visioning and planning effort for our community
Since Spring 1999. the Lexington 2020 Vision Steering Committee has been guiding and
managing the Lexington 2020 process on behalf of the community The Steering
Committee was created by the elected Boards in Lexington. The most significant aspect
of the process so far was the formation. in January 2000, of six Work Groups and a Core
Participants Group, all composed of Lexington residents who volunteered their time
As part of their Mission. each of the six Work Groups developed a Vision for their
specific topic area The Core Participants Group developed a Town-Wide Vision
CPG Town-Nide Vision Statement
(Written as in the}ear 2020)
The Ton n of Lexington prides itself on being a great place to live Residents and i isitors
alike chat acteri:e it as a vibrant and acme conimunih, pinch places a high value on
learning at all ages Its residents and employees welcome the do ersin of people n ho are
am acted to Lexington and choose to call it their home and'or place of employ mens
Lexington is, and will stay, a primarily residential community with a tradition of offering
qualm, broad-reaching municipal services It is committed to preserving and
maintaining a sense of community that includes its historic tradition, its public and
pi-nate open spaces, and its public support for civic life It strives, however, to maintain
a range of affordability Residents recogni:e that these qualities are always difficult to
balance
An open and structured process of conimunih conversation and long-term planning help
the town remain forward-looking Major elements, which are consistently addressed and
evaluated, include fiscal responsibility, sustainability of natural and human resources,
transportation issues, education„ and regional cooperation and integration Residents
ai e im ested in and rel) on this process as the) reconcile competing needs and interests
Lexington 2020 Vision Report, Volume I 1
Section 1 Themes, Goals, and Actions for 2020
SECTION I THEMES, GOALS AND ACTIONS FOR 2020
The six Work Groups (WGs), with input from the Core Participants Group (CPG),
created Visions, developed Goals for Lexington in 2020, and Actions to help get there
The Actions presented in Volume I of this report are just some of the approaches
recommended by the WGs for achieving the Goals. Volume II of this report provides a
full copy of each WG report along with a complete listing of every Action recommended
by each WG
The Themes, Goals, and Actions presented below have beer integrated and summarized
from the WG reports.
The six WGs were organized around the following topics
• Fostering a Sense of Community
• Educational Excellence
• Managing Growth Development and Open Space
• Ensuring Productive Connections Between Citizens and Town Government
• Transportation
• Managing Fiscal Stability
The Themes. Goals, and Actions presented in this report are to be considered an agenda
for discussion and consideration by the town. They do not represent a finished plan,
rather they are intended to serve as a guide for the town as it develops an approach to
implementing Lexington s goals and actions for the future The Steering Committee
expects that this process of visioning. community dialogues, and discussion will be
ongoing engaging, and fruitful
Theme 1 Promote and Strengthen Community Character'
The town of Lexington possesses an aura of its own, based on a variety of
characteristics its place in history its charm and sense of pride, the reputation of its
schools and public services, and its strongly residential character Many factors
contribute to a very strong "sense of place" which is appreciated and cherished by
residents
Which of these elements will remain in the coming decades and continue to serve as
unifying forces within the town? What can Lexington control — and how? These are
some of the questions that Lexington must face for the future
' Theme 1 includes Goals and Actions derived from the Goals, Objectives, and/or Actions
of the following WGs Sense of Community, Productive Connections, Managing
Growth, and Transportation.
2 Lexington 2020 Vision Report, Volume I
Section I: Themes, Goals, and Actions for 2020
The WGs recommended the following Goals and accompanying Actions to promote and
strengthen community character.
• Design and promote community gathering places and events
> Provide town government booths at events for info and comments
> Zone business and commercial districts to encourage a "whole
community" viewpoint for residence, shopping, work and leisure
> Provide space, maintained by the town, for unstructured teen activities
> Expand eldercare services
• Develop criteria and mechanisms for preserving the physical character of
residential neighborhoods
> Establish neighborhood council advocacy groups (with no legal authority)
to promote and communicate with developers about the character of their
neighborhood
D. Limit "mansionization" by establishing laws prohibiting the building or
redesign of homes that would make them out of scale with existing houses
and/or lot sizes
• Provide increased housing options to promote diversity of income and age
> Enable cooperative housing for mixed generations
> Enact zoning bylaw changes/incentives to create more smaller-scale age-
restricted housing for the elderly
• Create strong incentives to maintain and expand affordable housing
• Sustain ongoing affordable housing efforts
> Pursue opportunities with federal, state county, and town "surplus" land
D Make the accessory-apartment laws flexible to allow more facilities to be
permissible
> Conduct equitable real estate tax assessments, including interior
inspections
Modify zoning by-laws and create zoning overlay districts to allow and
encourage development of higher density housing in areas close to retail
centers and public transportation
• Integrate transportation infrastructure and/or environmental aesthetics with
commercial districts, and historic and housing characteristics
> Adhere to the town road repair and reconstruction plan
> Reduce the effect of expanses of asphalt paving and provide scaling
elements in commercial districts
> Sidewalks. Survey conditions and existing network; prioritize and repair
in timely fashion, develop plan for expanding network
> Bike path Survey conditions and prioritize repairs, enhance interaction
between Minuteman bike path and town, as well as with other existing
bike paths/trails
> Implement traffic demand management initiatives (e g traffic calming
measures, alternative transport modes)
Lexington 2020 Vision Report, Volume I 3
Section I: Themes, Goals, and Actions for 2020
• Trees Plant at least one new street tree for every tree removed, enhance
and enforce existing bylaws regulating canopy tree planting and screening
• Preserve and maintain historical areas, and celebrate the town's place in
national history for residents and tourists
➢ Locate, purchase and use appropriate means to preserve and maintain
historically significant areas
➢ Provide information (signs, brochures, maps, kiosk) to alert tourists and
residents to all points of historical import
➢ Improve visitors' center/gift shop, and information provided by staff there
• Outreach to tour companies
➢ Re-establish walking tours of Lexington
Theme 2: Foster Educational Excellence'
Educational excellence is synonymous with the town of Lexington The exceptional
public educational system is a result of the expectations and support of the town's
citizens The community evidences an interest in life-long learning and in the multiple
institutions that support that goal. the libraries, community education programs,
preschools, private schools, the senior center, and numerous forums sponsored by a
ariety of community organizations
The WGs recommended the following Goals and accompanying Actions pertaining to
Lexington s support of life-long learning.
• Ensure that all citizens are aware of and have access to life-long education and
learning opportunities
Develop a consumer-friendly clearinghouse for all community life-long
education and learning opportunities
➢ Publicize all education and learning opportunities through multiple media
• Employ diverse methodologies to provide classroom learning experiences
to address the different gifts, talents, and special needs of all students
• Clarify and convey high but realistic expectations to all students and
citizens; foster critical thinking, facilitate creative thought and expression,
infuse classroom learning with lessons of respect and cooperation
• Continuously update and modify the programming, grounds and facilities, and
materials and equipment of all educational and learning facilities
➢ Develop and implement a committee to ensure curriculum alignment
throughout school years
Teach skills in all areas of up-to-date technology
= Theme 2 includes Goals and Actions derived from the Goals, Objectives and/or Actions
of the following WGs Educational Excellence and Sense of Community
4 Lexington 2020 Vision Report, Volume I
Section I: Themes, Goals, and Actions for 2020
:- Mandate public schools to offer courses in the expressive arts, and to offer
applied learning opportunities
• Strengthen pre-school programming
Provide opportunities for students who fall short of or exceed
performance standards
➢ Develop and implement a safe schools program
• Develop and implement a comprehensive support services program,
including workshops on health and well-being, stress management, and
self-assessment
➢ Maintain, improve and promote opportunities for physical recreation
• Address issues of diversity through professional development
opportunities, in the curriculum, and during classroom time
• Provide sufficient funding for educational and learning opportunities
:- Provide quality childcare, including extended daycare, at break-even cost
• Develop and implement a capital improvement and maintenance program
Eliminate cost as an obstacle in not offering a desired aspect of physical
education
• Develop and implement a town-run partnership program to promote the
concept of community partnerships with all education and learning facilities
(with business involvement, intergenerational learning, all governing bodies.
students, families)
Develop and implement mentoring programs teacher-to-teacher, student-
to-teacher, elders to youth, youth to elders
Educate town in the concept of"youth as resources"
• Develop and implement a program addressing health and well-being for all
family members, including students
• Develop and implement an ongoing evaluation process for all systems
associated with life-long learning
• Involve students in the evaluation process
• Develop and implement a committee to monitor the ongoing process
Develop and implement a performance-based testing process for students
Theme 3: Sustain and Enhance Physical Character, and the Larger Environment'
Lexington has a strong sense of tradition, historic preservation, and land conservation
Even though many decades of metropolitan growth have exacerbated problems related to
traffic, noise, air and water quality, and housing costs, the town has maintained much of
its historic character and small town scale
Theme 3 includes Goals and Actions derived from the Goals, Objectives, and/or Actions
of the following WGs• Managing Growth, Transportation, and Sense of Community
Lexington 2020 Vision Report, Volume I 5
Section I: Themes, Goals, and Actions for 2020
Given Lexington's current zoning regulations and physical boundaries, only a limited
amount of growth and new development is possible without major changes to the
character of the town. Because of these limited opportunities, the type of growth that
does occur must be the type that the town really wants and needs.
The WGs recommended the following Goals and accompanying Actions on the theme of
the physical character of Lexington and the larger environment
• Improve traffic and parking conditions in Center
> Conduct a traffic/parking study re the need for and location of parking
garage
Adhere to Transportation Demand Management Policy, apply it to existing
and new businesses
i Consider satellite parking with shuttles
> Provide appropriate parking for tourist buses—not on the Green
• Increase protected open space
> Establish Lexington Conservation Foundation
r Establish local land bank which includes a real estate transfer tax
> Provide a land management program to protect wetlands, streams, and
ponds
> Establish plans and policies that allocate a proportion of any property
being developed to open space
• Preserve and enhance local air quality
> Encourage the purchase and use of hybrid and/or electric autos via tax
credit
✓ Convert commercial and public vehicles to low emissions fuels
• Reduce the environmental impact of households and businesses
✓ Use permitting mechanisms to require Center businesses to clean up trash.
pavement, and surroundings
> Conduct community programs to encourage conservation and heighten
awareness of the use of synthetics and chemicals
> Implement a "pay-as-you-throw" municipal solid waste disposal program,
and continue to monitor and support pay-as-you-use utility rates
• Limit traffic, noise, and pollution from Hanscom Field
> Require state-of-the-art noise and pollution abatement
> Require road improvements and environmental coordination
> Manage Hanscom expansion, in commercial office development, airside
issues, and ground access issues
• Increase alternatives to single occupancy vehicles
• Promote and improve public transportation services better coordination
of and increased number of routes, explore "on-call"taxi service
> Educate public about bicycling options
6 Lexington 2020 Vision Report, Volume I
Section I: Themes, Goals, and Actions for 2020
• Provide incentives to parents/students to use alternative modes (bicycle
bus, walking) to get to schools and disincentives to drive (e g parking fees
at high school)
Theme 4: Reinforce Connections Between Residents, Civic Organizations, and
Town Government
Lexington prides itself on its place in history, along with this comes the responsibility of
ensuring that the democratic ideal of citizen participation in local affairs is upheld. This
involves encouraging and providing a wide variety of opportunities for all residents to
become involved in the initiatives and activities of local organizations and town
government The expectation is that an active and engaged citizenry contributes
positively to all aspects of the community
The WGs recommended the following Goals and accompanying Actions on this theme
• Expand information dissemination options for civic activities
Modernize and update towns information technology systems
Expand and make more readily accessible the town Web site, including
establishing a person-in-charge, post a meeting calendar with agendas and
opportunities for Q & A
i Establish an (multi-media) information kiosk (could be part of an existing
structure)
Use the school newspaper and radio station to inform students. use and
enhance local ne\sspaper coverage and advertising fliers in bills
• Provide approaches to inspire the uninvolved of all ages to become mvol\ed
• Encourage town meeting members to contact their constituents through
local gatherings
i Disseminate information about/invitations to school activities to all
residents, not just those with school-aged children
i Develop a brochure for residents (new and old) providing an orientation to
the town, government, voting, organizations, historical assets, and other
items of interest
Appoint an ombudsman
• Increase accessibility/availability of government buildings, agencies, officials.
materials, and services
i Include photos of officials in publications, Web site, cable TV, and the
libraries
y Recruit and hire town employees of diverse backgrounds, including the
staff of all educational and learning institutions
Theme 4 includes Goals and Actions derived from the Goals. Objectives, and/or Actions
of the following WGs. Productive Connections, Fiscal Stability, Sense of Community
and Educational Excellence
Lexington 2020 Vision Report, Volume 1 7
Section I: Themes, Goals, and Actions for 2020
• Support a community-endorsed plan for Senior Center requirements
• Encourage increased resident participation in and understanding of the fiscal
process
i Develop and organize multiple mechanisms for citizen involvement in
optimizing the receipt of sufficient local, state, and federal funding for
town services
➢ Have high school students develop a document describing the town's
fiscal process
• Promote use of volunteers (including students) and connect them with those
needing services
fr Formalize role of volunteer coordinator and publicize the position, the
opportunities, and the values of that interaction
Theme 5: Establish Open and Accessible Processes for Town-Wide Decision-
Making, Planning, and Conflict Resolutions
The Lexington 2020 Vision process has been characterized by increased and focused
communication and conversation about a wide range of issues Follow-up actions vs ill
require careful and consistent planning and ultimately, decision-making on the part of
residents and town government If these actions are to be successful, processes for
encouraging and formalizing communication — both within the town and outside - must
be developed Conflicts along the way are inevitable. They are a positive indicator that
ideas are being shared and discussed
The WGs recommended the following Goals and accompanying Actions on this theme
• Enhance and refine the fiscal process to make it useful and accessible
Improve the system of fiscal accountability of town government have
departments establish goals for fiscal year to explain and link spending to
specific goals and budget line items Assess if these goals have been met
• Identify ways to consolidate government services and operations
• Create alternative revenue sources to reduce reliance on residential real
estate taxes incubate a pool of talent and knowledge for ideas
• Ensure that town and affiliated regional entities receive maximum state
and federal funding
• Conduct and/or influence long-range studies, policies, and regulations in the
areas of fiscal, transportation,technology, and environmental planning
i- Survey Lexington's transportation infrastructure on a regular basis
Continue high quality and clearly articulated 5 year plan for fiscal
revenues and expenditures
Theme 5 includes Goals and Actions derived from the Goals, Objectives, and/or Actions
of the following WGs Productive Connections, Fiscal Stability, Managing Growth,
Transportation, and Sense of Community
8 Lexington 2020 Vision Report, Volume I
Section I. Themes, Goals, and Actions for 2020
Support installation of communications technology infrastructure to
encourage "telecommuting" and home businesses
Conduct local surveys of environmental quality parameters
• Initiate and/or participate in regional groups to resolve common problems,
address common needs, capitalize on common strengths, and share services
and resources in the areas of transportation planning, open space,
environmental quality/monitoring, and fiscal planning
• Establish effective agencies and increase effectiveness of existing agencies
to manage Hanscom expansion
➢ Establish intermodal transport routes connecting Lexington with transport
centers
• Establish and promote a regional planning authority to address the
protection of open space
• Annual fiscal reporting for town and private agencies should include
information on regional opportunities and agency actions to promote
involvement and usage
• Re-evaluate, through a participatory structure, the 2020 vision and planning
processes periodically
Re-evaluate success with respect to Goals and Measures every 2 years
• Survey residents on a regular basis to ensure that the Goals are on-target
• Rely on 2020-derived "core values" for decision-making
• Weigh long-term savings and benefits against short-term investment
• Strengthen and support existing democratic processes for town decision-
making
p Encourage existing organizations to discuss town issues and provide
feedback to the appropriate entity
• Use mechanisms for expeditiously resolving conflicts
Assure that public hearings and public notices are widely used to provide
information and solicit input from residents, and that all town decisions
are publicly disclosed and explained
Lexington 2020 Vision Report, Volume 1 9
Section II: Connections: Common Themes and Conflicts/Tensions
SECTION II: CONNECTIONS: COMMON THEMES AND
CONFLICTS/TENSIONS
While the mission of each of the six WGs was to explore and address a focused topic,
there were overlaps, common themes, and some conflicts This overlap is a positive
outcome of this effort in that it identifies and highlights the issues and tensions inherent
in local planning Once identified, they can begin to be addressed
One aspect of the next phase of the Lexington 2020 Vision process will involve
examining the ways in which the Goals and Actions from this report can achieve further
integration This will involve making choices and tradeoffs among the various Goals and
Actions, as well as identifying where these can reinforce one another to achieve common
interests
The following sub-sections provide an overview of some of the areas of overlap. common
themes. and tensions from the Goals and Actions presented in Section I (The WG
reports in Volume II provide further information on this topic )
Transportation, Grovvth Management, and Sense of Community
Transportation planning and growth management are closely linked together and highly
interdependent There is a direct correlation between development and the need to move
people and goods As the town seeks an optimal level of growth and development, it also
needs to consider how transportation needs will change These topics can be
complementary to one another, for example, creative transportation planning can assist
with reducing the impacts of growth HolA,ever, just as easily, one can have a direct
negative impact on the other as in the case of increased traffic issues due to the permitting
of high density and multi-family development near commercial centers In addition,
efforts to enhance the tourist experience in Lexington may have a deleterious impact on
traffic issues as well on the character of the town center if they are not well-planned
Again if additional parking is to be added in the Center, planning for unintended traffic
and growth consequences will be essential.
A long-range transportation plan can promote and strengthen the sense of community
character in many ways Increasing alternatives to single occupancy vehicles, and
encouraging walking and bicycling as modes of transportation bring people down to
"sidewalk level" and encourage face to face interaction. Slower forms of travel allow
people to see more of the town and notice things they might miss while driving a car
Reduced traffic in residential areas increases safety and allows adults and children to
interact with their neighbors Improved sidewalks and recreation paths encourage people
to use them, the Minuteman Bikeway is a prime example Making Lexington Center free
of congestion and easily accessible encourages "ownership" of the town by its residents
and helps to preserve the historic character of the town
10 Leiington 2020 Vision Report, Volume I
Section II: Connections. Common Themes and Conflicts/Tensions
Regional and State Cooperation
Concerns of Lexington are not unlike those of many other towns in the Commonwealth
Many issues cannot be adequately addressed without going beyond the town boundaries
For example, Lexington needs support from the state in terms of enabling legislation for
zoning by-law changes and for funding of transportation, education, housing, and other
needs It needs cooperation from neighboring towns to address development and to deal
with traffic, housing, and environmental issues Regional support and cooperation will be
particularly critical to effectively addressing planning issues concerning the future of
Hanscom Field Any actions taken pertaining to Hanscom — with regard to commercial
office development, airside issues, and ground access issues - should be planned in a
comprehensive and coherent manner Decisions should be made with great sensitivity to
the larger context and broader impacts
In return. Lexington needs to contribute to regional and state efforts that not only
reinforce its own efforts to maintain and improve the quality of life, but which support
the economic and environmental well-being of the metropolitan area of which Lexington
is a part
Civic Participation and Information Dissemination
Each of the WGs identified the need to provide residents with information and
opportunities to interact among themselves and with the various entities within town
government For example, such connections could serve to inform residents about ways
in which to conserve natural resources at home, use public and alternative modes of
transportation. participate in town and civic meetings, and get involved with a variety of
N olunteer opportunities
While Lexington benefits from considerable citizen involvement, there is much that can
be done to enhance the civic involvement of the majority who do not participate WGs
suggest organizing neighborhood organizations, linking residents with their town meeting
members, and creating interactive communications on the Internet Capitalizing on
school-family-student interactions and encouraging community partnerships is also
suggested
Civic participation increases residents' sense of understanding, belonging, and control
oyer their circumstances This would be especially important with respect to the town's
fiscal process. Moreover, it might be possible for residents and local government to find
themselves, together, establishing processes whereby they could address the potentially
divisive issues that arise Such issues include school funding, providing diverse housing
options, and managing growth If residents could be more involved and government
could increase its accessibility in participatory decision-making processes, there is
increased potential for mutual understanding and conflict resolution Of course, this all
contributes to a greater sense of community and serves to strengthen community
character as well
Lexington 2020 Vision Report, Volume I 11
Section II: Connections: Common Themes and Conflicts/Tensions
Fiscal Decision-Making
Perhaps the overriding consideration in any strategic plan is how to fund it The WGs, as
part of their mission and vision, were to work under the assumption of unlimited
resources Of course, when the plan is implemented, financial factors may become the
determining ones The WGs were instructed to consider their visions and goals initially
to decide what they would like them to be, rather than deliberately constrain their visions
However, financial issues are perhaps the ones to which all conflicts and tensions
ultimately boil down. While the WGs worked to identify actions that could be
accomplished with no cost to the town, the majority of recommended actions involve at
least some financial expenditure Education is the area to which the town currently
allocates a majority of its revenues Clearly, complex funding decisions lie ahead.
Acknowledgment of Different Vim points
Throughout the visioning and planning process carried out by the WGs and the CPG,
there w as understandably a wide range of viewpoints to be addressed and accommodated.
It is a credit to the participants that they handled this process of consensus-building so
masterfully While many differences were resolved through accommodation of interests
in the reports, there remain several questions and issues for discussion. Some of these are
listed below.
• The Managing Growth WG asked how one finds the balance point of the concept of
managing growth While a zero-growth policy was not a real choice or a desirable
option for the town, some group members supported it The group did not feel at all
comfortable calling itself "pro-development" either They state that it is with
` guarded optimism" that they embrace the idea of managed growth Their support for
new development is limited and conditional
• The Transportation WG found the issue of parking to be particularly controversial It
was difficult for them to agree on how much parking is enough and how much is too
little For example, if more parking is built then it will attract more cars If parking
decreases, more people will be forced to seek alternatives
• The Fiscal Stability WG faced difficulty defining and agreeing on what "managing
fiscal stability' meant For some, it meant no overrides and for others it meant
spending what is necessary to provide services
12 Lexington 2020 Vision Report, Volume 1
Section III: Purpose, History and Process
SECTION III: PURPOSE, HISTORY AND PROCESS
The Lexington 2020 Vision Process is a town-wide effort to use "20/20 Vision" to
empower residents to help determine what Lexington will look like in the year 2020. The
process is a comprehensive, community-wide, long-range, public visioning and planning
effort
The Lexington 2020 Vision Steering Committee was created by the Lexington Board of
Selectmen, in consultation with the School Committee and the Planning Board, to design
and undertake this community visioning and strategic planning process The Steering
Committee guides and manages the Lexington 2020 process on behalf of the community.
Its responsibilities include mobilizing necessary resources in support of the process,
organizing and supporting stakeholder subcommittees, and coordinating communication
with participants and the community at-large
This strategic planning effort builds on a long and important history of past initiatives
These initiatives - focus groups, community conversations, and a survey - were crucial
building blocks for future planning efforts Nearly seven years ago, the town's Strategic
Planning and Implementation Group (SPAIG), with the support of the Board of
Selectmen, set out to gather public input on the core values, long-term goals, and program
priorities appropriate for Lexington in the 1990s The group had no expectations
concerning the outcome of this public process, it was envisioned as an experiment and a
beginning point in identifying community values and priorities. In total, about 300
people attended one or more of the community conversation meetings. One outcome of
the process was that SPA1G identified four Core Values for the town The) were
Quality Education, Public Safety, Open Space, and Affordability
At the time these activities were conducted, the town had not developed a mechanism to
take strategic planning beyond these early stages These activities constituted the
background for the more sustained and comprehensive undertaking represented by the
2020 Process
Strategic Planning Overview
Conventional planning typically tries to find successful ways to combine resources to
accomplish stated goals Its limitation is that it often does not adequately reflect the full
range of changes, both in the outside world and within the entity that is doing the
planning.
Strategic planning takes a more dynamic approach, recognizing that the entity does not
operate in a vacuum Moreover, strategic planning does not take the organization's goals
as a given but rather reassesses and seeks to refine and clanfy goals, along with
identifying the ways to further those goals Strategic planning can help a town make
sound long-term decisions about a wide range of issues that reflect not only where the
world is, but where we think it is going A strategic plan can be a very effective tool for
managing municipal change in a complex world
Lexington 2020 Vision Report, Volume I 13
Section III Purpose,History and Process
The Steering Committee envisioned a strategic planning process that, on a sustained
basis. vvould engage a wide spectrum of the community in an organized series of
discussions to create and implement a vision of the town's future. The vision should
emphasize that what one does today affects the future The strategic plan should be well-
grounded in shared goals and clarity of purpose about the key issues affecting the town.
The Steering Committee believes that the strategic plan should be helpful in creating a
framework that establishes strategic planning as a regular civic activity, to enhance
municipal decision-making now and in the future
The Initiating Committee
In 1998, the Board of Selectmen, in consultation with the School Committee and the
Planning Board, appointed an 11-member Initiating Committee for a Strategic Goal-
Setting Process. (The Initiating Committee later evolved into the Steenng Committee )
The Initiating Committee members were to consist of a combination of community
leaders from the following categories Board of Selectmen, School Committee, Planning
Board, Long Range Planning Committee, Town Meeting Members, Clergy, and
individuals within the community not actively engaged in the governance of the
community but with skills and experiences that had the potential of adding value to the
strategic planning process
The charge of the Initiating Committee was to review past planning efforts and
incorporate them, as necessary, to develop the foundation for a community-based
strategic goal-setting process. There were four basic objectives to the charge
1 To develop a work plan and present public progress reports,
2 To frame and provide context to the strategic planning effort, including the
preliminary identification of the key planning components and issues to be explored
and analyzed,
3 To develop criteria and process for selecting members of the Steering Committee and
Stakeholders Group, and
4 To develop the methodology for the strategic planning process, and a detailed step-
by-step description of the process for presentation to the elected town Boards
(Selectmen, School, and Planning)
To accomplish its charge, the Infuiating Committee organized into two subcommittees
the Citizen Participation Subcommittee and the Process Design Subcommittee.
The Initiating Committee was guided in its efforts by "The Community Visioning and
Strategic Planning Handbook" of the National Civic League This handbook discusses
the benefits of community-based, collaborative processes for goal-setting and problem-
solving And, while there is no "correct" way to do this, there are important steps in
carrying out such a process, including conducting outreach, creating a vision, developing
task forces. identifying goals, and implementing those goals. The handbook also
14 Lexington 2020 Vision Report, Volume I
Section III: Purpose, History and Process
provides examples of the different approaches that several communities in the United
States have used to conduct successful visioning and strategic planning efforts
The work of the Initiating Committee resulted in the name given to the process
Lexington 2020 Vision. The Initiating Committee made decisions and recommendations
concerning recruitment and public communication strategies, process design, project
management, and consultant services needed. The Initiating Committee agreed to create
two layers of visioning groups the Stakeholders Group and the Expert Subcommittees
These groups were not to be developed and formed until later in the process.
The Initiating Committee also developed a letter and recruitment questionnaire for a
January 1999 mailing that was sent to all Lexington residents. The purpose of the
mailing was to inform residents of the strategic planning efforts underway and of plans to
form the two layers of visioning groups Recipients were asked to indicate their interest
in participating in the process. The Initiating Committee received and compiled
responses from 231 stakeholders
Finally the Initiating Committee recommended that it be reconstituted as the Steering
Committee for the Lexington 2020 Vision process. Membership would be composed of
the Initiating Committee members and 3 to 5 additional people who represented
Lexington s business and other interests. The basic charge to the Steering Committee
was to "make the process work."
The Steering Committee
The Steering Committee commenced its work in the Spring of 1999 and has met about
e�ery two weeks since then. As with the Initiating Committee a serious effort was made
to recruit members from a variety of backgrounds and those who were previously
uninvolved in local organizations, as well as those representing a variety of Lexington
organizations and Boards. Three Subcommittees were formed the Operations
Subcommittee, the Participants Subcommittee, and the Public Communications
Subcommittee
The Operations Subcommittee carried over from the "Process Design" subcommittee of
the Initiating Committee It has served primarily to work with the town's project
management staff to oversee and implement the Steering Committee directives in
accordance with the overall plan. Similarly, this Subcommittee serves to frame some of
the key issues to be brought before the Steering Committee for general discussion.
The Participants Subcommittee carried over from the Stakeholders Subcommittee of the
Initiating Committee Its chief focus was to identify and ensure that the pool of volunteer
participants for various groups was representative of the town.
The Public Communications Subcommittee developed specific plans and communication
vehicles for keeping the general public informed of the activities and progress of the
process. It provides materials for print media, cable, the Web site, and other
Lexington 2020 Vision Report, Volume I 15
Section 111- Purpose, History and Process
communications instruments. It seeks to maintain a timely and consistent information
profile with the Lexington public to ensure an open and transparent process.
With a process plan, structure, and subcommittees in place, the Steering Committee
worked on the specific details of how events and actions would be carried out, step-by-
step throughout the remainder of 1999 and to-date. The Steering Committee was guided
and bound by the overall structure of the process but remained flexible enough to adjust
its approach based on what was timely and necessary The Steering Committee reports to
the elected Boards on an as-needed basis.
Lexington 2020 Process and Activities
What follows is a brief description of the activities conducted as part of the Lexington
2020 Vision Process.
June 1999 Workshops
To launch the public process for development of a vision and strategic plan for the Town,
the Steering Committee held a series of four public workshops where over 120 residents
provided input on values and issues for Lexington. Their participation provided the
Steering Committee with a strong foundation for the next phase of the visioning process
Each of the workshops sessions focused on sampling the opinions and thoughts of
residents on two key ingredients of strategic planning 1) the key values shared by many
residents, and 2) the important issues and concerns of today that may help to shape the
Lexington of tomorrow
When asked what they valued about Lexington, participants responded that the schools
are excellent, the town is well-managed, and the population is community oriented,
resourceful, diverse, and highly educated. The visual attractiveness of the natural and
built environment, the vitality of Lexington Center, good location and transportation, and
historical resources are also valued
Participants identified significant issues for the Town's future quality of life
• Social Diversity,
• Affordability,
• Infrastructure, Schools and Services,
• Conflicts and Divisiveness,
• Physical Character and the Environment, and
• Fiscal Resources and Spending Priorities.
October 1999 Fall Forum
The purpose of the Fall Forum was to focus once again on previously identified topics,
derived from community input, and begin to envision the future Six topical areas were
developed based on information gathered at the June 1999 workshops. The Steering
Committee tentatively framed these topics as general areas of focus for strategic
16 Lexington 2020 Vision Report, Volume 1
Section III. Purpose, History and Process
planning For the integrity of the process, the Steering Committee wanted to further test
and explore a deeper understanding of whether they were going in the right direction with
these topics. The Steering Committee planned to use the input received to further refine
these topics into strategic agendas for future Work Groups.
Sixty-two people attended the afternoon event, 30 of these 62 people were new to the
process and the remaining 32 had previously participated in one of the June 1999
workshops. The resultant six topics presented for discussion and consideration were
• Social Character/Sense of Community
• Educational Quality/Opportunity/Institutions
• Physical Character. Residential, Commercial, and Open Space
• Town Management and Public Services
• Accessibility/Transportation/Regional Role
• Citizen Input/Governance/Openness
The format was for participants to browse through a "thought mall" where an informative
display was presented for each of the six categories of issues and residents were
encouraged to provide written comments, thoughts, and feedback. Then, these topics and
issues were discussed in breakout groups, and at the end of the forum. participants
reported back and shared their comments with the full group of participants
Establishing Work Group Tonics. and Developing Missions and Structure
The results of the Fall Forum indicated that the six topics that had been presented were
basically on the right track. The two topics entitled, "Town Management and Public
Services" and "Citizen Input/Governance/Openness." were combined. A new topic was
added to address the financial implications and fiscal processes associated with providing
town services Additional questions and issues were identified and put "on the table for
the consideration of those residents who volunteered to participate further
The six WG topics formulated were
• Fostering a Sense of Community
• Educational Excellence
• Managing Growth Development and Open Space
• Ensuring Productive Connections Between Citizens and Town Government
• Transportation
• Managing Fiscal Stability
During November and December 1999, the Steering Committee worked on developing a
broad mission for the WGs (formerly referred to as the Expert Subcommittees) It stated
that
The mission for each Work Group (WG) is to develop a Lexington 2020
Vision for its specific topic and then, develop Goals. Actions. Objectives.
Lexington 2020 Vision Report, Volume I 17
Section III: Purpose,History and Process
Measures of Success, and address Resource needs for its specific topic
Each WQ is to develop a Draft Report for incorporation into a
comprehensive Draft Vision Plan that will include the reports of all WGs
The Steering Committee also worked on developing a mission for the CPG effort
(formerly referred to as the Stakeholders Group). It stated that
The mission of the Core Participants Group (CPG) is to act as a sounding
board, focusing and integration agent, and "big picture" editor during the
Lexington 2020 Vision Process The CPG is a crucial vehicle for bringing
a broad, community-wide perspective to the development of a town-wide
Vision and Plan The CPG is to ensure that, at each step along the way, the
work undertaken as part of the 2020 process is reflective of the Lexington
community as a whole and not perceived as representing special interests
Identifying and Recruiting Participants and Public Communication and Outreach Efforts
The Steering Committee made repeated and deliberate efforts to reach out to all
Lexington residents in seeking participants for the Lexington 2020 Vision process It was
the hope of the Steering Committee that the process would attract and engage those
Lexington residents who had not been previously active in civic affairs It was
imperative that participants be representative of the range of interests, affiliations, and
backgrounds present in Lexington. It was also imperative that the process for identifying
and recruiting participants be open and available to all
It was of the utmost importance to the overall success of the 2020 Vision process to
identify and recruit balanced and well-represented groups of participants for the WGs and
CPG, which each had different missions The Steering Committee developed criteria for
selecting a mix of participants for the groups, these were. representation, balance of
viewpoints, mix of skills; basic level of understanding, expectation of good faith
participation; and adequate time availability and commitment.
The Steering Committee sent an open invitation letter in November 1999 to those who
had responded to the January 1999 questionnaire It was also sent to others who had
attended Lexington 2020 Vision events, to civic organizations, and to the local
newspaper. The open invitation letter included descriptions of the six WG topics, a
summary of the WG mission, and a brief description of the CPG. The letter requested
volunteers to commit to a role, either WG or CPG, which seemed most attractive and
convenient A separate invitation letter was also sent to high school students The
Steering Committee followed up with telephone calls to identify each person's preferred
role
By early December 1999, six groups of between 10 and 20 residents had been identified
for the WGs
18 Lexington 2020 Vision Report, Volume I
Section III: Purpose, History and Process
For the CPG, the Steering Committee agreed that it wanted between 35 and 50 members
to participate in each CPG meeting. Assuming that not every member would attend all
meetings, the Steering Committee agreed that a total of 60 to 75 people should be
members of the CPG Because the earlier mailing had not yielded as many CPG
volunteers to ensure a "core" group of the desired size, another letter was sent out to
about 100 residents inviting them to join the group. These additional residents were
identified from a database of survey respondents plus those who had attended the June
and October forums The Steering Committee followed up with phone calls and ended up
with a list of 47 CPG members. There were 34 residents participating regularly in the
CPG.
As the process unfolded, all residents who expressed an interest in participating were able
to participate New participants joined the CPG as this was the more appropriate forum
to join in mid-process. Throughout the process, the "door was open" for any interested
resident to join Sometimes participants saw a person at a CPG meeting once and not
again, and other times, there were many familiar faces at meetings The Steering
Committee and CPG members expressed concern that there were not more residents
choosing to participate in the CPG, they wanted the CPG to be more representative of the
overall demographics of the town. CPG members were encouraged to invite others to
attend the meetings.
Throughout the 2020 Vision process, the Public Communications Subcommittee, on
behalf of the full Steering Committee, conducted a public communications effort This
xxas done in the interest of keeping the public apprised of the 2020 Vision process and to
actively encourage citizen participation at all events and meetings. Written information
x\,as mailed on a regular basis to over 100 community organizations and oyer 200
Lexington residents who had expressed an interest in the process Public materials and
resources included placement of items in the Lexington Minuteman, appearances of
participants in the process on Lexington's local access channel on cable TV, creating and
maintaining a resource notebook at Cary Library, mailings to interested stakeholders, and
initiation and maintenance of a Web site.
A listing of WG and CPG members, as well as other participants in the process, is
provided in Volume II of this report.
WG and CPG Orientations
With the WGs and CPG formed in January 2000, the Steering Committee conducted an
orientation for each group to describe the specifics of how it would conduct its mission
The overall roles and responsibilities of the two groups and how they compare are
outlined in Exhibit 1 at the end of this subsection
For the WGs, detailed step-by-step written guidance was distributed, deadlines explained,
and support personnel introduced. A copy of the WG guidance and a copy of the CPG
guidance is provided in Volume II.
Lexington 2020 Vision Report, Volume 1 19
Section III Purpose, History and Process
In addition to town government staff, who were to be available to each WG as technical
and informational resources, two Steering Committee members or liaisons were also
assigned to each group as resources on the broader 2020 Vision project. The Liaisons
were to assist the WG in getting the process going but were to work themselves out of
any administrative and logistical roles. Their role was to be a resource when the group
needed direction, to keep in touch with what the WGs were doing, and report significant
process issues back to the full Steering Committee
In addition, because each WG was required to meet the requirements of open meeting
laws, meeting postings and minutes were made available All meetings were open to the
public WGs handled their own administrative and clerical functions. Meeting postings
were typically made in writing to the Town Clerk. Meeting minutes were often
publicized by posting them directly to the town Web site and providing "hard copy" to
the Town Clerk's office
The CPG orientation provided members with the information that the group would
function primarily as a discussion forum and conduct its responsibilities at group
meetings. The 2020 Vision Steering Committee served as the Executive Committee of the
CPG
One key element of the CPG s operation was to provide constructive feedback to each
WG as it reached its milestones and submitted its specific documents The CPG would
review, discuss, and provide feedback on the WG products. CPG comments on specific
documents would be communicated to the WGs by means of a Summary of Notes
prepared by a CPG member in attendance, as well as by notes taken by a WG
representative present at the meeting
It was explained that CPG members were expected to use their position on the CPG to
serve as information conduits to and from the larger community They were highly
encouraged to solicit input from their fellow residents on the overall 2020 process and on
specific topics and issues under consideration. They were also encouraged to provide
ongoing information to their neighbors. friends, colleagues. and others, through informal
means. about the 2020 process and activities underway
All WG and CPG members were reminded that a welcoming climate continuously open
to input was important for future acceptance and support of the 2020 Vision by the
community at-large Early on in their efforts and with the support of the Steenng
Committee, several WGs added new members, this was done in an effort to expand on
the diversity of perspectives within the groups The new participants included a number
of high school students.
20 Lexington 2020 Vision Report, Volume I
Section III• Purpose, History and Process
Exhibit 1
Comparison/Integration of
Core Participant Group and Work Group Roles
In Creating Lexington 2020 Vision
Core Participants Group
• To be responsible for representing the full breadth of views in the community
• To be responsible for drafting an initial eeneral framework for a vision of the
character and identity of Lexington in 2020
• To review products from all six Work Groups, with ability to note overlap conflicts,
and naps
• To provide comment and feedback (as the broader community will in the future) on
the Work Group products
Work Groups
• Membership not necessarily representative of entire community
• Responsible for developing detailed Vision for one specific topic, which is a sub-
element of the eventual 2020 vision
• To use the CPG comments on Work Group products to help improve the acceptabilit)
of the products to the town at large
The CPG and Work Groups operated on parallel tracks, both efforts were needed to
create a coherent and viable vision. The Work Groups provided expertise in one sub-
topic of the vision, and the CPG provided an initial framework for a town-wide vision, as
well as community reaction to Work Group ideas. By working in parallel, the process
was designed to stay on track, both for feasibility and acceptability down the road.
The CPG and the Work Groups needed to communicate and collaborate throughout the
entire 2020 vision process. Both groups shared the job of creating a vision that would be
acceptable to the town as a whole.
Lexington 2020 Vision Report, Volume 1 21
Section III: Purpose, History and Process
Environmental Scan Process
To assist the WGs in beginning to consider and discuss their topics, the Steering
Committee compiled a list of questions for each topic based on information gathered
from the June workshops and the Fall Forum. These lists of questions are included in the
WG guidance document provided in Volume II of this report.
Each WG began its efforts by discussing the questions for its specific topic, identifying
additional questions or issues, identifying relevant stakeholders and their key issues,
reviewing the current status of the topic, and identifying the additional information
needed to address the issues. Each WG also examined the existing information available
from WG members, town officials, previous 2020 project materials, and other sources.
In order to make sure that the Visions, Goals, and Actions for 2020 took current
conditions into account, each WG was asked to develop an Environmental Scan for its
topic The Environmental Scan document was to include the current status of the topic,
resident needs and preferences as expressed in previous project forums, predictable future
demographic, economic, political, technological, and other trends, uncertainties, and
tough questions that the WG should take into account in its discussions
The purpose of the Environmental Scan was to identify and describe, to the extent
possible. the external forces, pressures, and trends that, both currently and in the future,
are likely to impact and have an effect on the issue of interest. The Environmental Scan
document was to form the basis for and assist the WGs in their next step - the
development of Visions for the year 2020
To complement the WGs' efforts on the Environmental Scan, the Steering Committee
organized a "Futures Forum" for the community in February 2000 The forum focused
on how Lexington might be affected by global and national trends and forecasts for the
next few decades Three experts in future issues participated in a panel that was attended
by over 100 citizens. Nariman Behravesh, Chief International Economist and Research
Director for Standard and Poor's DRI, Philip Herr, Planning Professor at MIT, and
Christopher Meyer a Partner at Ernst and Young's Center for Business Innovation, spoke
about Massachusetts' and Lexington's integration into the future economy and regulatory
arena. Further information on The Futures Forum is provided in Volume II of this report.
In early March 2000, the WGs submitted the first draft of their Environmental Scans to
the Steering Committee The Environmental Scan reports prepared by each of the six
WGs are presented in Volume II of this report.
Vision Development
The WGs then proceeded to develop a draft Lexington 2020 Vision for their individual
topic areas. A Vision is an expression of possibility, based in reality yet far enough of a
"stretch" that people are inspired to help make it happen despite the challenge and
uncertain prospects for success. A Vision provides the basis from which the community
determines priorities and establishes targets for performance It sets the stage for what is
22 Lexington 2020 Vision Report, Volume I
Section IIP Purpose,History and Process
desired in the broadest sense It should be based upon the collective values and beliefs of
the members of the community It should represent the best projections of the future and
what that future means to the community It assumes that all the resources required to
implement the vision can be secured.
The Visions prepared by the WGs took as their starting point the current situation, as
identified in the Environmental Scans, of each of the six specific WG topics.
Only after a clear vision is established is it feasible to effectively begin the difficult work
of outlining and developing a clear plan of action. The Vision Statement drives the goals
of the topical area.
The CPG met in early March 2000 to participate in a visioning exercise of its own. The
information generated from this group brainstorming effort was used to develop a first
draft of a town-wide vision. The vision was an overall one, not an issue-specific vision
like those the WGs had been asked to develop The CPG vision did not attempt to
integrate, incorporate, or reconcile specific components of the visions developed by the
WGs. At an early April meeting, the CPG reviewed and revised its draft town-wide
Vision Again. in earl} June 2000, the CPG made minor edits to its town-wide Vision.
The CPG s town-wide Vision and the topic-specific Visions developed by each of the 6
WGs are included in Section IV of this report
Formulation of Goals and Actions
By mid-Spring 2000, the WGs began working to develop a detailed set of Goals for their
topic areas, with a corresponding set of Actions, Objectives, and Measures of Success
This information was to be presented for ease of reading in matrix form, with Actions
prioritized. This portion of the WG effort was the most time consuming and important.
it represented the recommendations that the WG would make to the town on its topic
During this period of time, the WG Chairs attended a Steering Committee meeting to
report on the status of their work and to share questions. issues, and concerns with the
Steering Committee
Public Outreach Activities
All WGs were required to conduct a public outreach activity, in mid-Spring 2000, they
began to plan for these activities. The purpose of the public outreach at this point in the
process was small-scale testing and touching base with relevant constituencies so that
opinions could be heard. This was clearly just the start of much "public testing." The
goal of the outreach activity was to get public reaction to and comments on what the WGs
had prepared and were considering to-date The goal was not to gather more substantive
research data. The WGs were to test their initial Visions, and Goals and associated items
with the members of the public who would be helpful in evaluating the ideas
Lexington 2020 1 ision Report, Volume I 23
Section III Purpose, History and Process
«G representatives made presentations to the CPG on their planned public outreach
activities The CPG provided feedback and offers of assistance, where appropriate The
CPG generated a list of public outreach forums that WGs might consider using.
\\Gs conducted their public outreach activities in April and early May, they included
conducting an informal public meeting, placing newspaper articles, distributing
questionnaires, and conducting informal interviews with key stakeholders.
Review and Coordination Between Groups
In late March 2000 the CPG met to review the Environmental Scans prepared by the
WGs WG representatives were present at the meeting to receive the comments, answer
questions, and clarify issues. WGs then reviewed CPG comments on their Environmental
Scans and made revisions as needed.
In mid-May, all WGs submitted their preliminary Visions and Goal Matrices to the
Steering Committee. Then, all six WGs met together to share and review each other s
documents Following this, WGs incorporated comments, revised and refined their
reports. and submitted draft reports to the Steering Committee
In late May and early June the CPG met to review all of the WG reports, and provide
comments to WG representatives Prior to submitting their "final" reports to the Steering
Committee, the WGs incorporated/acknowledged CPG comments and put finishing
touches on their reports WG reports were submitted to the Steering Committee on June
12 2000
\\rap-Up and Evaluation of this Phase of the Process
On June 22, 2000 a celebration was held for all those who participated in the WGs or
CPG during the year This was an opportunity for the Steering Committee to formally
thank the participants, distribute evaluations, and wrap up this phase of the 2020 Vision
process. At this meeting, the Steering Committee described its initial plans for the next
steps in the process
About 50 participants were in attendance at this meeting, including town staff and
Steering Committee members. The people who attended were invested in the process and
asked questions indicating their continued interest in the process. Questions included
What will be the review process for the report? How can we link 2020 Vision to the
work of existing town Boards and committees? Who will update and measure progress?
An analysis of the 37 evaluation forms that were returned (25 from WG members
representing five WGs and 12 from CPG members) indicated the following
• WG members felt that their topics were relevant and manageable and their mission
was clear They felt that connections with the Steering Committee and town staff
were adequate. The WG members were less than happy with connections with the
24 Lexington 2020 Vision Report, Volume I
Section III Purpose, History and Process
CPG and with other WGs The primary complaint about the CPG was that CPG
feedback on WG documents was too delayed. Twenty of the 25 WG respondents said
they will definitely continue to be involved with the Lexington 2020 Vision process,
four said "maybe," and only one said "no "
• CPG respondents generally felt that they were successful as a sounding board, that
their Vision statement represented the view of the whole community, and that the
WGs addressed their concerns. Eight of the 12 CPG respondents said they will
continue to participate in Lexington 2020 Vision, three said "maybe," and only one
said"no "
Compilation, Integration, and Summary of WG Reports
Once all six of the WG reports had been submitted to the Steering Committee, they
needed to be organized in a comprehensive and manageable manner that would enable the
public to read and react to them. The Steering Committee had been considering a variety
of approaches to doing this throughout the year Initially, it had stated that the WGs and
the CPG would jointly develop a process for coordinating all reports into one summary
document. As the 2020 process unfolded, the Steering Committee decided that it would
propose an approach and ask the WGs and the CPG to provide comments on it This was
done The Steering Committee, which was charged with the responsibility for the final
decision regarding the process for the development of the summary report, then
proceeded to prepare a draft of this report.
In Fall 2000, the Steering Committee held a public comment period on the draft report
Tw o public meetings were held, one in October and one in November, as part of the
public comment period At the discretion of the Steering Committee, some comments
received have been incorporated into this report. A complete copy of all written and oral
comments from the comment period are presented in Volume II of this report.
Next Steps
The next phase of the Lexington 2020 Vision process will involve presenting the
information from the "Status Report of the Planning Process through a variety of means
to all residents, civic and community organizations, town meeting members, town Boards
and committees, and town government staff for discussion and feedback. The Steering
Committee hopes that by so doing, it will encourage reflection on the issues and
discussion on a wide range of views.
This report will serve as a guide for the town as it develops an approach to implementing
Lexington's goals and actions for the future The Steering Committee expects that this
process of visioning, community dialogues, and discussion will be ongoing, engaging,
and fruitful
Lexington 2020 Vision Report, Volume 1 25
Section IV. The Visions
SECTION IV. THE VISIONS
Both the CPG and the WGs developed Vision Statements as part of their missions. These
groups were advised to consider a Vision as an expression of possibility, based in reality
et far enough of a "stretch" that people are inspired to help make it happen despite the
challenge and uncertain prospects for success.
The CPG developed one town-wide Vision and each of the six WGs developed a Vision
for its specific topic area. The Visions do not represent where Lexington is now, nor
necessarily where the town is currently heading Instead, the Visions describe where each
WG thought the town should head in its specific topic area. Achieving each of these
Visions, as they are written, is unlikely as several have conflicting elements. They serve,
nonetheless. to inspire thought and action for Lexington's future
The Visions. presented below, are meant to describe a desired future in Lexington.
CPG Town-Wide Vision Statement
(Written as in the year 2020)
The Town of Lexington prides itself on being a great place to live Residents and visitors
alike characterize it as a vibrant and active community which places a high value on
learning at all ages. Its residents and employees welcome the diversity of people who are
attracted to Lexington and choose to call it their home and/or place of employment.
Le\ington is. and will stay, a primarily residential community with a tradition of offering
quality broad-reaching municipal services It is committed to preserving and
maintaining a sense of community that includes its historic tradition, its public and
private open spaces, and its public support for civic life It strives, however, to maintain a
range of affordability Residents recognize that these qualities are always difficult to
balance
An open and structured process of community conversation and long-term planning help
the town remain forward-looking Major elements, which are consistently addressed and
evaluated, include fiscal responsibility, sustainability of natural and human resources,
transportation issues, education, and regional cooperation and integration. Residents are
invested in and rely on this process as they reconcile competing needs and interests.
26 Lexington 2020 Vision Report, Volume
Section IV. The Visions
Vision Statement.
Fostering a Sense of Community
The historic character of Lexington, the high level of technical education of its residents, and the high
standard of education for its children form a framework and background for a vision of the town in 2020
This vision retains the strengths of today's strong school support and highly valued residential
neighborhoods of families with school-age children and older adults. It seeks to build strengths in
communication within the community, attractions for younger citizens, and availability of housing options
over the full life cycle. In this vision,we:
Appreciate History
• Preservation and celebration of historic town assets, including local events and interest points as well
as Lexington's national attractions
• Extensive use of the Internet and other electronic media for preservation of, and access to, local
historic information
Respect Diversity
• Personal and electronically mediated interactions to discuss and resolve issues at the regional and town
levels
• Greater sensitivity to, and discussion of, differences in age, religion, lifestyles, sexual orientation, and
ethnicity
• Pro-active welcoming and communication forums for new and old residents to achieve a sense of
belonging, including all racial. ethnic, and faith communities and lifestyles
• Different ranges of housing options in different sections of the town and region, to accommodate
varying family sizes and life-cycle stages
Encourage Volunteerism
• A high level of volunteerism, encouraged by public recognition, extending to town government, local
neighborhoods, senior and youth support,and inter-cultural interactions
• Strong mutual support within neighborhoods,neighbor knowing and trusting neighbor
Support Human Services
• Providing targeted services for segments of the community such as social opportunities for teens and
young adults, childcare for young families,transportation for non-drivers, and services for the elderly
• Regional as well as local planning and integration of human services, transportation and
environmental factors
Strengthen Community Character
• Effective planning of facilities and encouragement of businesses to provide the range of services and
parking for both tourists and residents
• Zoning protection for the character of local neighborhoods, while encouraging diverse options for
living,shopping,and working in a"whole community"
• Balancing the tax burden with the benefits provided, so that taxpayers of differing life styles generally
feel they receive good value for their contribution
• Traffic routing and multiple access and transport modes to achieve a pleasant town center experience
while providing transport into and around it
• A self-sustaining pride in the town and its appearance and quality of life
This vision achieves the preservation of the highly valued quality of the town today, while moderating the
imbalances of demographics, and easing the frictions between diverse groups in Lexington It broadens the
appeal of the town while maintaining its character and economic value It enhances the experience of living
in town while fairly balancing the costs of services. Our vision of Lexington in 2020 makes it a thriving
community in which we and our children will be happy and proud to live
Lexington 2020 Vision Report, Volume 1 27
Section IV. The Visions
Vision Statement:
Educational Excellence
(Written as in the year 2020)
The quality and diversity of educational opportunity and life-long learning in Lexington
is a hallmark of the Town. The range of services addresses needs from early childhood
through senior adulthood with the public school system as the principal provider
supplemented by other public and private agencies.
From pre-school through high school, the Lexington education environment is one that is
safe and that cherishes the individual Support for education is inter-generational there is
concern among seniors for the well being of youth and families, and community-wide
support for adult learning. Schools and families work together to develop each student's
individuality, potential, and capacity for growth and learning Lexington values
creativity and self-actualization, critical thinking, and the ability to work independently as
vv ell as collaboratively The curriculum and programs of the schools stress social as well
as intellectual competency Graduates of Lexington schools have an appreciation of
learning as a lifelong skill
The resources available — personnel, physical facilities, technology access, community
connectivity and support, and continuous planning, review, and evaluation — are
appropriate to the educational mission
Bey and the formal educational system, Lexington offers a wide range of opportunities
through schools. libraries, cultural religious, and recreational organizations, all aimed at
continuing to stimulate and develop members of the community throughout their
lifetimes
28 Lexington 2020 Vision Report, Volume I
Section IV: The Visions
Vision Statement.
Managing Growth. Development and Open Space
(Written as in the year 2020)
Lexington of 2020 is a people-centered residential community in which the physical
character of the town enhances the quality of life for all its residents Our town provides
an environment that is healthy, enjoyable, and enriching We respect and appreciate
diversity of all types, and provide for people of varied income levels and ages. Our intent
is that our leafy, historic and inviting small town character be preserved and enhanced for
generations to come
Our coherent neighborhoods, while diverse in both residential and physical character, all
provide inviting amenities and opportunities. Traffic, noise, pollution and overcrowding
are elements which we reject. Easy and safe access to open and natural areas, pleasurable
scenery walking and cycling, solitude and social interaction are both common and highly
valued
Work and business opportunities in the town are encouraged. The people of the town
have ample opportunity to offer their intellectual skills from their homes or from business
settings that are compatible with Lexington s character We strive to enhance and balance
that character with consideration of new technology and ideas.
We recognize that, with limited space and resources. many types of growth will be
detrimental to our quality of life Lexington's historic places, gracious old homes.
farmland and open spaces, and diverse neighborhoods are effectively protected by zoning
laws and other policy We limit and direct growth through replenishment and refinement
rather than through mere expansion.
Our town continues to plan thoughtfully for the future We adapt to society s
transformations while realizing that we need not adopt all such trends We recognize our
role in living a sustainable lifestyle, both as an individual and as a global community We
continue to lessen our dependence upon fossil fuels, decrease our use of toxic chemicals
and natural resources, and explore ways of achieving a stable population. We do this
locally and through fruitful collaboration with our neighbors in nearby towns and
throughout the region in efforts to protect our common environment.
We in Lexington believe that the future is to be selected, not predicted. We thank our past
active citizens and town employees for their concern and their foresight. We greet the
future with confidence, enthusiasm, and a continuation of our caring tradition.
Lexington 2020 Vision Report, Volume 1 29
Section IV The Visions
Vision Statement:
Ensuring Productive Connections Between Citizens and Town Government
(Written as in the year 2020)
Lexington is a town in which Town officials make informed policy decisions based upon
knowing and having access to the pulse of the community In turn, Lexington citizens
have the information necessary to voice informed opinions to Town officials. We the
people know how to communicate these informed opinions to the right people at the right
time and in the right way There are an expanded number of ways that cit_zens and town
can connect with each other; those connections are high quality, efficient and easy to use
Every person has access to the town from anywhere at anytime. Citizens learn about and
know how to use the resources that are provided, and they are aware of governmental and
group activities to the extent that they want at any given time
Ways are provided for these connections to be continually updated as the times change
and as technology progresses Modifying the way the Town and its citizens connect
ensures that our connections continue to be as effective as possible That guarantees that
health) communications are maintained for years to come
30 Lexington 2020 Vision Report, Volume I
Section IV. The Visions
Vision Statement:
Transportation
(Written as in the year 2020)
The Lexington transportation system of 2020 provides for the efficient movement of
people and goods in a manner that supports the desirable quality of life in the town.
• A variety of transportation modes are available, promoted, and utilized, adequate
parking exists for all modes. The transportation systems are coordinated within
Lexington and between Lexington and surrounding towns.
• Lexington has become a bike- and pedestrian-friendly town. The infrastructure plan
for reconstruction and maintenance has brought existing streets and sidewalks up to
satisfactory levels of safety and convenience, and has enhanced the network of
bikeways and sidewalks. The result is that schools, recreation facilities, the town
center and other retail areas, and places of employment are safe and convenient for
people to reach by ways other than by single-occupant automobiles.
• Adequate satellite parking, incentives for car and van pooling for commuters, and
coordinated transit systems and infrastructure have resulted in a decreased number of
single-occupant automobile trips. These three measures have reduced the impact of
auto traffic during peak commuting hours.
• Lexington has a strategic plan for transportation. Its citizens, employees, businesses.
and town government agree on and are committed to this plan. Programs and
procedures are in place to maintain and refine the transportation system and its
infrastructure on a continuing basis.
• Hanscom remains a general aviation airport with acceptable noise levels due to
advances in technology and compliance with strict regulations There has been no
increase in traffic congestion related to the airport over the past 20 years
• Commercial traffic does not contribute to the general traffic and parking congestion
of Lexington.
• Lexington residents have a strong tradition of community activism and responsibility
which is reflected in their involvement in local and regional transportation planning
Joint transportation programs and policies with neighboring communities are an
important part of this planning
• The character of Lexington as a historically significant place and an attractive tourist
destination is preserved through controlled growth of transportation and the
availability of alternative modes of transportation.
• Lexington's town center remains essential to the quality of life of the community and
the influence of Lexington's transportation plan has kept the center accessible
accommodating, and free from traffic congestion.
Lexington 2020 Vision Report, Volume 1 31
Section IV: The Visions
Vision Statement :
Managing Fiscal Stability
Lexington prides itself on a high quality of life and excellent public services. This
quality of life comes at an expense, which has historically outpaced the limits of
Proposition 2'/2. To meet these expense needs, the Town has become more dependent on
periodic overrides and debt exclusions to support year-to-year increases. This has placed
a greater financial burden on property owners in the Town, which raises concerns about
affordability, and many citizens, while advocates of these high quality services, may
question the effectiveness of the Town's fiscal process.
The vision of Lexington 2020 is to create a fiscal process that is both more visible and
understandable to, and invites the participation of, its citizens. The objective of the
process is to create a collective sense that the citizens get high value for their taxes—a
high sense of"worth what paid for" This means that the expenditure decisions take into
explicit account the tradeoffs among the core values of the town and that the revenues are
raised in a way that limits tax "volatility" and the burden on those with limited means,
especially young families and those on fixed income The sense of"worth what paid for"
will come from an understanding of Town operations and an increased level of
accountability for expenditures.
Integral to this vision is a well-informed populace, improved reporting, accountability,
and communications channels with the availability of easily accessible and
understandable information. This vision relies on the continued use of long-range fiscal
planning. research into creative and alternative sources of revenue, and increasing use of
expanding communications technology
32 Lexington 2020 Vision Report, Volume I