HomeMy WebLinkAbout2025-10-17 SB Packet - ReleasedSELECT BOARD MEETING
Friday, October 17, 2025
Select Board Meeting Room, 1625 Massachusetts Avenue, Lexington, MA 02420 - Hybrid Participation*
11:00 AM
AGENDA
PUBLIC COMMENTS
Public comments are allowed for up to 10 minutes at the beginning of each meeting. Each speaker is
limited to 2 minutes for comment. Members of the Board will neither comment nor respond, other than to
ask questions of clarification. Speakers are encouraged to notify the Select Board's Office at 781-698-
4580 if they wish to speak during public comment to assist the Chair in managing meeting times.
SELECT BOARD MEMBER CONCERNS AND LIAISON REPORTS
1.Select Board Member Announcements and Liaison Reports
TOWN MANAGER REPORT
1.Town Manager Weekly Update
CONSENT AGENDA
1.Approve: One-Day Liquor License - Lexington Housing Assistance Board, 130
Waltham Street
'Home' Fundraiser - Thursday, October 23, 2025
2.Accept: Select Board Committee Resignation
Lexington Center Committee: Richard Brown
3.Approve: Select Board Committee Appointments
Housing Partnership Board - Christopher Herbert
Lexington Center Committee - Stephen Jackson
Lexington Council for the Arts - Jeanne McDermott
Semiquincentennial Committee - Kerry Dunne
Sustainable Lexington Committee - Kavita Ravi
Tree Committee - Alicia Morris
4.Approve: Proclamation Requests
National First Responders Day
Lexington Daughters of the American Revolution (DAR) 130th Birthday
ITEMS FOR INDIVIDUAL CONSIDERATION
1.Public Hearing: FY2026 Water and Sewer Rates 11:10am
2.Update: Lexington Housing Goals 11:25am
Lexington Housing Partnership Board Priorities and Strategies
Lexington Affordable Housing Trust Proposed FY2026 Goals
3.Special Town Meeting - Presentation 2025-2 - Article 7: Accept General Laws,
Chapter 59, Section 5, Clause 22L (Hero Act)
11:55am
4.Special Town Meeting 2025-2 - Select Board Article Presenters and Positions 12:05pm
5.Discussion: Select Board and Town Manager Goals for FY2026 12:10pm
EXECUTIVE SESSION
1.Exemption 3: Collective Bargaining - To Discuss Strategy with Respect to
Collective Bargaining (Police Superior)
12:25pm
ADJOURN
1.Anticipated Adjournment 12:45pm
Meeting Packet: https://lexington.novusagenda.com/agendapublic/
*Members of the public can attend the meeting from their computer or tablet by clicking on the
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https://lexingtonma.zoom.us/j/82013535294?pwd=mGvKYC9PHOT8ByUHHa0a18jNRhRXpf.1
Phone +1 646 876 9923
Meeting ID: 820 1353 5294
Passcode: 848540
An Act Relative to Extending Certain State of Emergency Accommodations:
https://www.mass.gov/the-open-meeting-law
The next regularly scheduled meeting of the Select Board will be held on Monday, November 3,
2025 at 6:00pm via hybrid participation.
Hearing Assistance Devices Available on Request
All agenda time and the order of items are approximate and
subject to change.
AGENDA ITEM SUMMARY
LEXINGTON SELECT BOARD MEETING
AGENDA ITEM TITLE:
Select Board Member Announcements and Liaison Reports
PRESENTER:
Jill Hai, Select Board Chair
ITEM
NUMBER:
LR.1
SUMMARY:
Under this item, Select Board Members can provide verbal updates, make announcements, as well as comment
on any additional points or concerns.
SUGGESTED MOTION:
FOLLOW-UP:
DATE AND APPROXIMATE TIME ON AGENDA:
10/17/2025
ATTACHMENTS:
Description Type
10172025_Select_Board_Announcements_and_Liaison_Reports Backup Material
Select Board Announcements and Liaison Reports – October 17, 2025
Jill Hai, Chair
The Massachusetts Municipal Association on Thursday 10/9, released a report on fiscal
pressures being faced by municipalities, attached below. It is a data driven report, conducted
in collaboration with the Tufts Center for State Policy. It outlines the way in which local
municipal budgeting has changed over the past 12 years and compares it with State Aid trends
as well as National averages, focusing on drivers and impacts. There will be a second phase of
the report released later this fall which will focus on possible solutions.
A Perfect Storm:
Cities and Towns Face
Historic Fiscal Pressures
An Analysis of Fiscal Pressures on Massachusetts Municipalities OCTOBER 2025
MASSACHUSETTS MUNICIPAL ASSOCIATION | An Analysis of Fiscal Pressures on Massachusetts Municipalities — October 20252
Offering these vital services requires substantial expertise, consistent leadership, and adequate funding.
But funding has become an especially acute challenge for municipalities all across Massachusetts, caught
as they are between inflation-driven increases in costs and binding constraints on their ability to raise
new revenue.
Fixing what ails Massachusetts municipalities, and creating the conditions for municipalities to thrive,
requires an honest assessment of the challenges, along with careful attention to the distinct needs and
capacities of different locales.
Virtually all cities and towns in Massachusetts face budgetary challenges, but the challenges confronting
rural towns can be quite different from what you find in gateway cities or Boston suburbs.
The Massachusetts Municipal Association partnered with the Center for State Policy Analysis at Tufts
University to plumb the key factors shaping municipal budgets and to identify the most effective,
targeted solutions.
We found that:
Cities and towns across Massachusetts provide many of our most
essential public services, including everything from clean water and safe
streets to high-quality schools and dependable emergency services. These
are the quality-of-life services that impact the lives of residents every day.
Rising costs and sluggish state aid are putting enormous pressure on local budgets
across Massachusetts.
A prohibition against local sales and income taxes, combined with a 2.5 percent cap on
property tax increases, prevent municipalities from raising adequate revenue on their own
to respond to community needs.
Different municipalities are being affected in very different ways. For example, rural towns
have been forced to curtail spending in key areas, like education. By contrast, gateway cities
have boosted education spending, thanks to an infusion of targeted state aid, but are falling
behind in virtually all other areas of local spending.
MASSACHUSETTS MUNICIPAL ASSOCIATION | An Analysis of Fiscal Pressures on Massachusetts Municipalities — October 20253
What follows is a fuller exploration of these core findings, including background on municipal finance in
Massachusetts, and a detailed presentation of the different issues facing rural, urban, and suburban locales.
THE MANY RESTRICTIONS ON MUNICIPAL FINANCE
Massachusetts has a strict set of rules for how cities and towns fund fire departments, public schools,
and other core services. Chief among them is that cities and towns don’t get to set their own strategies
for raising revenue.
Local income taxes are prohibited, and local sales taxes are restricted to very limited levies on hotels
and meals. Motor vehicle excise taxes are a core part of local revenues, but they are subject to minimal
growth and economic volatility.
This leaves the property tax as the overwhelming source of revenue for all Massachusetts municipalities.
And even here there are strict limits put in place by a 1980 ballot question called Proposition 2½.1
As the name suggests, the cardinal rule is that property tax revenue cannot increase by more than 2.5
percent from year to year (allowing for adjustments to reflect new and upgraded buildings).
There is a limited exception, where a city or town can raise property taxes by more than 2.5 percent in a
Real, inflation-adjusted spending
on municipal operations grew
at just 0.6 percent per year —
far slower than the U.S. average.
given year to fund vital investments in things like
new school buildings or to fill short-term budget
shortfalls. But the relief is temporary and it
requires a costly and uncertain public referendum.
A comparison with cities and towns in other
states highlights this constraint. Between 2010
and 2022 (the most recent year available), real,
inflation-adjusted spending on current operations
in Massachusetts municipalities grew at just 0.6
percent per year, which is slower than the U.S.
average for local spending growth. It’s also vastly
slower than the growth in real spending through
the state budget, which has risen at roughly 2.8
percent per year.
Proposition 2½ was intended to limit local
spending, but real spending growth of 0.6 percent
per year suggests the constraints may be too
restrictive. This austere growth in spending has
made it extremely difficult for cities and towns to
attract staff, repair roads, and generally fund the
essential services their residents demand.
1. See Appendix for more on this law.
0%
1%
2%
3%
MA Cities and Towns US Cities and Towns MA State BudgetAnnual Spending Growth (%)0.6%
1.0%
2.8%
U.S. Census Bureau, MassBudget’s Budget Browser, CSPA calculations
Massachusetts Municipalities Have Been Frugal
Annual change in total operating spending, 2010-2022
FIGURE 1
MASSACHUSETTS MUNICIPAL ASSOCIATION | An Analysis of Fiscal Pressures on Massachusetts Municipalities — October 20254
One way cities and towns have sustained core services is with help from state lawmakers. For decades,
the state has proved a vital ally and essential backstop for municipal needs, offering several invaluable
streams of support, including for public schools, roads, and other government services.
State aid has been a lifeline for cities and towns. But it’s also true that, compared to other states, state
aid in Massachusetts doesn’t stand out as particularly generous.
Nationwide, cities and towns get about 31 percent of their revenue via state aid. Here in Massachusetts,
it’s 26 percent.
Also, a lot of the state money comes with its own restrictions, making it hard to flexibly deploy.
That leaves one substantial but falling source of unrestricted state support, which gets the guttural
shorthand UGGA, for Unrestricted General Government Aid.
A Tightening Vice
Beyond the core structural challenges facing cities and towns in Massachusetts — state aid that
doesn’t quite compensate for revenue restrictions imposed by state law — there are two key reasons
that municipal budgets face particular strains right now:
• Inflation — The 2.5 percent cap on annual property tax increases doesn’t include any kind of
adjustment for inflation. Obviously a 2.5 percent increase in tax receipts is a lot more manageable
in a low-inflation environment, when costs are growing 1-2 percent per year, as they did through
the 2010s. When costs grow over 3 percent per year, as they have since COVID, cities and towns
are effectively obligated to cut real spending every year.
• Disappearing Federal Aid — In the immediate aftermath of the COVID pandemic, the federal
government provided substantial direct assistance to cities and towns, but that support has now
ended and was always intended to be temporary.
State Aid as Share of Local Revenue by State
Percentage of local government revenue from state government
States (Highest to Lowest State Aid Share)State Aid as % of Local Revnue0%
10%
20%
30%
40%
50%
60%
70%VTARDENVMIWINDNMIDMNINMSCAPAAZKSORMTWYKYALILIAWAWVOKNCUSMERITNAKGAOHLASCVAMAUTNJTXSDMDMOCTNHNECOFLNYHIMassachusetts US Average Other New England StatesU.S. Census Bureau
FIGURE 2
MASSACHUSETTS MUNICIPAL ASSOCIATION | An Analysis of Fiscal Pressures on Massachusetts Municipalities — October 20255
Suburban
Rural
Urban
Gateway (Urban subset)
Technical Note
One important caveat, before we dive more deeply into the distinct issues facing rural, suburban, and
urban municipalities. We are focused chiefly on operating budgets, meaning the flow of annual revenue
and annual spending in cities and towns.
There are other important pieces of the municipal finance puzzle, including capital investments and
long-term pension liabilities. And these are separate in some ways, with their own distinct timeframes,
rules, and regulations.
But the operating budget is the hub, as all the other activities ultimately show up on this annual ledger
— whether in the form of bonds that need to be repaid or as retirement benefits that come due.
TALE OF THREE CITIES
Every city and town strives to build a sound budget — a plan for funding vital public services while keeping
taxes manageable for residents. But the impediments and trade-offs vary mightily from place to place.
The rural towns of western Massachusetts are very different from the Boston suburbs, and none of
those could be mistaken for a gateway city on the south coast.
Accounting for these distinctions is essential to understanding the budgetary challenges faced by cities
and towns. But having cut the data in dozens of different ways, we found that a huge amount of the
underlying variation can be captured with a relatively simple collection of categories.2
• Rural towns, which includes a mix of more sparsely developed areas, primarily in western and
central Massachusetts but also in other parts of the state.
• Mature suburbs, extending from greater Boston to the north shore and out to Cape Cod, as well
as some areas in the central and western parts of the state.
• Inner core and urban areas, which combines Boston-adjacent communities with various cities
around the state.
• Gateway cities3, which is actually a subset of the urban areas, but with some distinct characteristics.
2. Adapted from a full taxonomy developed by the Metropolitan Area Planning Council.
3. See Appendix for definition.
Note: Gateway cities are a subset of urban municipalities
MA Municipalities: Community Categories
FIGURE 3
MASSACHUSETTS MUNICIPAL ASSOCIATION | An Analysis of Fiscal Pressures on Massachusetts Municipalities — October 20256Annual Growth Rate (%)-2%
-1%
0%
1%
2%
3%
SuburbanRural
Local Taxes State AidEducation Spending Public Employees Average Wages
Urban Gateway (Urban subset)
To get a preliminary sense of the sometimes dramatic differences among these city and town types,
consider Figure 4, which shows annual spending and revenue growth across a few key categories, from
2010 to 2024.
While tax collections have grown at roughly similar rates across all city and town types, huge
divergences in state aid, education spending, and public employment highlight the vastly different
budgetary pressures affecting rural towns, suburban enclaves, and gateway cities.
The dramatic, downward-pointing columns show rural and suburban towns have seen outright declines
in real state aid, which has limited their ability to invest in education. And note how aggressively rural
towns have had to raise salaries to keep their starkly shrinking public workforce from being truly
hollowed out.
There’s a lot more to say about the distinct challenges
facing municipalities of different sizes, and in
different regions. But before we dig deeper, it’s
worth emphasizing the one key challenge that all
Massachusetts municipalities seem to share, namely
the decline in unrestricted state aid (UGGA).
A Common Need: UGGA
Different as they are, virtually all municipalities in Massachusetts have seen similar dropoffs in
unrestricted state support. Since 2002, when adjusted for inflation, UGGA has fallen 25 percent overall,
and essentially that same 20-30 percent for every type of city and town across the Commonwealth.
Budgetary Pressures Vary Dramatically Among City and Town Types
Annual growth rate, 2010–2024
Division of Local Services, CSPA calculations
FIGURE 4
Since 2002, unrestricted state
aid has fallen 25% overall —
hitting every type of city and
town across the Commonwealth.
MASSACHUSETTS MUNICIPAL ASSOCIATION | An Analysis of Fiscal Pressures on Massachusetts Municipalities — October 20257
A decade after the true trough of the great recession, UGGA support has stalled at a relatively low level
— despite many years of strong state revenue growth and healthy economic conditions.
Losing UGGA dollars, in this way, is particularly difficult
for stressed municipal budgets, because it’s a rare stream of
support that can be flexibly redirected to address evolving
needs — whether that means extra road repairs after a
pothole-cratering spring or additional tutoring for students
struggling with pandemic learning loss.
Unrestricted Aid Has Fallen for Virtually All Municipalities
Percent change, 2002–2024
State Aid vs. Property Taxes as a Portion of Municipal Budgets
Share of municipal revenue, 2002–2024
Division of Local Services; CSPA calculations
Division of Local Services
Percentages do not sum to 100% because other revenue sources (federal aid, fees, etc.) are excluded.
FIGURE 5
FIGURE 6
0%2002 Base
-30%
-20%
-10%
10%
SuburbanRuralAll Median Gateway (Urban subset)
-40%20022003200420052006200720082009201020112012201320142015201620172018201920202021202220232024All 24.5%Annual Change (%)70%
10%
20%
40%
60%
30%
50%
80%
90%
State Aid Share Local Property Tax Share
0%20022003200420052006200720082009201020112012201320142015201620172018201920202021202220232024Avg. Share of Municipal Revenue (%)Losing UGGA dollars
hits hardest, because it’s
one of the few funds cities
and towns can use flexibly.
MASSACHUSETTS MUNICIPAL ASSOCIATION | An Analysis of Fiscal Pressures on Massachusetts Municipalities — October 20258
Unequal Education Aid
Overall aid for public education has been increasing in recent years, thanks in part to investments
through the Student Opportunity Act. But it would be flatly inaccurate to assume that these infusions
have compensated for declines in UGGA — or even less defensibly, that they have actually left cities and
towns better off.
Increases in education aid have largely been limited to urban areas and gateway cities, as illustrated
in Figure 4 (on p. 6). This is the continuation of a longstanding pattern in education funding through
Chapter 70, the state’s primary program. Even before the recent acceleration, gateway cities had seen a
large and relatively steady increase in education-related aid. By contrast, the average municipality has
seen basically no change over this same timeframe, and rural towns have lost education support.
And while you might reasonably think that these gaps in education aid reflect population changes, with
rural towns losing young people faster than cities, that doesn’t seem to be a key driver. Figure 8 shows
persistent gaps even after adjusting for the size of the school-age population.
Education Aid Inconsistent Across City and Town Types
Percent change, 2002–2024
40%
2002 Base
-20%
-10%
10%
30%
0%
20%
50%
SuburbanRuralAll Median Gateway (Urban subset)
-30%20022003200420052006200720082009201020112012201320142015201620172018201920202021202220232024Rural 9.5%
Gateway 39.2%Annual Change (%)Division of Local Services; CSPA calculations
FIGURE 7
Division of Local Services, U.S. Census Bureau, CSPA calculations
Aid Differentials Persist on Per-Student Basis
Annual change in Chapter 70 aid per child, 2010–2023
FIGURE 8
0%
2%
Rural
0.3%
Suburban
0.3%
1.7%1.9%
Urban Gateway (Urban subset)Annual Chnage (%)1%
The divergence in state
aid has stark implications
for local budgets.
MASSACHUSETTS MUNICIPAL ASSOCIATION | An Analysis of Fiscal Pressures on Massachusetts Municipalities — October 20259
1
0
2-4
5+
MA Municipalities: Total Override Initiatives
2010–2024
FIGURE 9
Meanwhile, rural towns rarely pursue overrides, and cities
almost never do. These communities have a more acute
problem: not only is it challenging for them to pursue
temporary overrides, but a lack of local income and wealth
makes it difficult for them to raise local taxes at all.
For cities and towns, the implications of this divergence in state aid are stark, because school spending
is the single biggest part of most municipal budgets.
Impediments to Raising Local Taxes
Remember that Massachusetts imposes strict limits on the ability of cities and towns to raise property
taxes, with a general cap of 2.5 percent per year (plus some additional to account for new construction).
So when state aid declines, and public services are threatened, cities and towns can’t simply respond by
raising more local revenue.
Overrides are one potential response. They function as a kind of escape hatch from the 2.5 percent
growth cap, allowing cities and towns to increase property taxes above otherwise allowed levels to meet
clearly specified needs like school funding, park beautification or general operating support.
But while overrides can be powerful tools for municipalities facing hard budget choices, they are expensive,
slow, short-lived, and logistically out of reach for the majority of Massachusetts municipalities.
Start with the expensive and slow part. Overrides can’t be passed through the normal policy-making
channels typically used by city councils or town meetings. They require explicit public approval via
referendum, which means a lengthy public outreach campaign with real costs and uncertain results.
And each effort is a one-off — a short-term fix for what is often a deeper mismatch between the services
residents desire and the city or town’s restricted ability to raise sufficient revenue.
The bulk of cities and towns (nearly 200 out of 351) have pursued exactly zero overrides over the last
15 years, which shows how ill-suited the override process is for most municipalities.
Overwhelmingly, it’s the suburban towns that have been able to pass overrides in recent years, helping
them to maintain services when local needs exceed the state-imposed tax restrictions. But even among
suburbs, overrides remain strangely clustered geographically, suggesting that suburbs need to build up a
kind of local culture for overrides before they can be effectively used.
Division of Local Services
MASSACHUSETTS MUNICIPAL ASSOCIATION | An Analysis of Fiscal Pressures on Massachusetts Municipalities — October 202510
Among gateway cities, the core problem is that demand for
real estate is limited, and property values are relatively low
(compared to the state average). This makes it hard to raise
money through a direct tax on property values — which is the
only major tax Massachusetts municipalities are allowed to have.
Rural towns face a different issue. Property values in these areas are actually strong enough to make property
taxes a reliable source of revenue. But rural towns tend to have older (and fewer) residents and more retirees, who
don’t collect enough annual income to cover typical property tax bills. The result, again, is that rural towns
struggle to raise enough local revenue to fund the kinds of services their residents want.
The tax cap set by Proposition 2½ is a ceiling, not a mandate. Cities and towns can always raise revenue
by less than 2.5 percent if they find that more feasible. And this creates “excess levy capacity” that
municipalities can make use of in future years (at least in theory).
Rural towns and gateway cities have far more of this excess levy capacity than their suburban neighbors.
What this suggests is that they face local tax constraints even more severe than the already-strict
2.5 percent state rule. Figure 10 shows the nature of this constraint, which is actually quite different
between rural towns and gateway cities.
5-10%
< 5%
10-15%
>15%
MA Municipalities: Excess Levy Capacity
Percentage of maximum, 2024
FIGURE 10
Rural Towns and Gateway Cities Lack Tax Capacity
Rural towns lack income; gateway cities lack land value
FIGURE 11
Division of Local Services, Census Bureau, CSPA calculations
Division of Local Services
$0K
$400K
$600K
$800K
$1000K
Assessed Value Per Household
Rural
$912K
Suburban
$819K
$533K
Urban Gateway (Urban subset)Assessed Value ($)$200K
20%
24%
26%
28%
30%
Income-to-Assessed Value Ratio
Rural
24.1%
Suburban
24.6%
28.6%
26.7%
Urban Gateway (Urban subset)Income/Assessed Ratio (%)22%
$381
MASSACHUSETTS MUNICIPAL ASSOCIATION | An Analysis of Fiscal Pressures on Massachusetts Municipalities — October 202511
SUMMING UP THE ISSUES
Put this all together and the true challenge of municipal finance becomes clear.
State aid in Massachusetts is less generous than the U.S. average.
Flexible state aid (through UGGA) has fallen for all cities and towns.
Given the 2.5 percent cap on local tax increases, the best tool for suburban towns is
often an expensive and temporary override.
Rural towns and gateway cities lack the local income and wealth to respond at all.
While rising education aid has enabled substantial new investments across urban
Massachusetts, it hasn’t provided the same level of benefits to rural and suburban towns.
3.
4.
5.
2.
1.
METHODOLOGICAL NOTES
Unless otherwise noted, details about municipal spending and revenue are drawn from the
Massachusetts Division of Local Services Gateway. This includes information about local spending,
taxation, state aid, overrides, assessed property values, Chapter 70 support, and more. Dollar values are
adjusted for inflation using the Consumer Price Index, accessed through the St. Louis Federal Reserve’s
Fred platform and pegged to fiscal 2024. Results reflect unweighted (simple) averages across cities and
towns, where each city and town is treated as an equal fiscal unit.
The division of municipalities into rural, suburban, and urban clusters is based on a taxonomy developed
by the Metropolitan Area Planning Council, with “country suburbs” shifted into the rural category.
Spending comparisons across U.S. states rely on data from the 2010 and 2022 Census of State and Local
Government Finance, issued by the U.S. Census Bureau. During our research window, 2022 was the
most recent available release. Growth of state budgetary spending reflects data from the Massachusetts
Budget and Policy Center’s Budget Browser.
The American Community Survey provided local population numbers for our comparison of per capita
education spending across cities and towns. It was also the source of data for total household income
used to calculate the ratio of income to assessed value.
MASSACHUSETTS MUNICIPAL ASSOCIATION | An Analysis of Fiscal Pressures on Massachusetts Municipalities — October 202512
APPENDIX
Gateway Cities
Gateway cities are midsize urban centers that anchor regional economies and once served as centers
of industry. They have been working to reinvent themselves, often in the face of economic and
social challenges.
State law (Ch. 23A, Sec. 3A) defines a gateway city as a municipality with:
• Population greater than 35,000 and less than 250,000
• Median household income below the state average
• Rate of educational attainment of a bachelor’s degree or above that is below the state average
There are 26 gateway cities in Massachusetts: Attleboro, Barnstable, Brockton, Chelsea, Chicopee, Everett,
Fall River, Fitchburg, Haverhill, Holyoke, Lawrence, Leominster, Lowell, Lynn, Malden, Methuen,
New Bedford, Peabody, Pittsfield, Quincy, Revere, Salem, Springfield, Taunton, Westfield, Worcester.
Proposition 2½
Approved by Massachusetts voters in 1980, Proposition 2½ limits the amount of revenue a city or town
may raise, or levy, from local property taxes each year to fund municipal operations.
The law (M.G.L. Ch. 59, Sec. 21C) places two constraints on the local levy:
1. A community cannot levy more than 2.5% of the total full cash value of all taxable property in
the community (called the levy ceiling).
2. A community’s allowable levy for a fiscal year (called the levy limit) cannot increase by more
than 2.5% of the maximum allowable limit for the prior year, plus a factor for new growth
(property added to the tax rolls). The 2.5% increase limitation applies to the levy limit, and
not to individual property tax bills.
Proposition 2½ allows two types of voter-approved increases in taxing authority:
Override: An override increases the amount of property tax revenue a community may raise in the
year specified and in future years. An override must be approved as a ballot question by a majority of
voters in a municipal election. The override must be for a set dollar amount, and the money must be
spent toward the identified purposes. An override is used to provide funding for municipal expenses
likely to recur or continue into the future, such as annual operating and fixed costs.
Exclusion: An exclusion increases the amount of property tax revenue a community may raise for
a limited or temporary period of time in order to fund specific projects. It does not increase the
community’s levy limit nor become part of the base for calculating future years’ levy limits. The
exclusion may be used to raise additional funds only for capital purposes, such as public buildings,
public works projects, land and equipment acquisitions.
It’s also worth noting that state law requires municipal budgets to be balanced each year.
3 Center Plaza, Suite 610 Boston, Massachusetts 02108 617.426.7272 | www.mma.org
The MMA is the nonprofit, nonpartisan trade association for the municipal officials of Massachusetts.
As policy experts, advocates, and connectors, we are collaborative and responsive — bringing local
leaders together to:
• Articulate a clear and united municipal message
• Develop and advance shared policy goals
• Share information and best practices
• Work collectively to increase the efficiency and effectiveness of municipal service delivery
Representing 351 municipalities and the local officials who lead them
The Voice of Massachusetts Cities and Towns
AGENDA ITEM SUMMARY
LEXINGTON SELECT BOARD MEETING
AGENDA ITEM TITLE:
Town Manager Weekly Update
PRESENTER:
Steve Bartha, Town Manager
ITEM
NUMBER:
TM.1
SUMMARY:
Under this item, the Town Manager can provide verbal updates, make announcements, as well as comment on
any additional points or concerns.
SUGGESTED MOTION:
FOLLOW-UP:
DATE AND APPROXIMATE TIME ON AGENDA:
10/17/2025
AGENDA ITEM SUMMARY
LEXINGTON SELECT BOARD MEETING
AGENDA ITEM TITLE:
Approve: One-Day Liquor License - Lexington Housing Assistance Board, 130 Waltham
Street
PRESENTER:
Jill Hai, Select Board Chair
ITEM
NUMBER:
C.1
SUMMARY:
Category: Decision-Making
Lexington Housing Assistance Board:
The Lexington Housing Assistance Board has requested a One-Day Liquor License to serve beer and wine at
their 'Home' Fundraiser at 130 Waltham Street on Thursday, October 23, 2025 from 6:00 pm - 8:30 pm.
SUGGESTED MOTION:
To approve a One-Day Liquor License for Lexington Housing Assistance Board to serve beer and wine at
their 'Home' Fundraiser at 130 Waltham Street on Thursday, October 23, 2025 from 6:00 pm - 8:30 pm.
Move to approve consent.
FOLLOW-UP:
Select Board Office.
DATE AND APPROXIMATE TIME ON AGENDA:
10/17/2025
AGENDA ITEM SUMMARY
LEXINGTON SELECT BOARD MEETING
AGENDA ITEM TITLE:
Accept: Select Board Committee Resignation
PRESENTER:
Jill Hai, Select Board Chair
ITEM
NUMBER:
C.2
SUMMARY:
Category: Decision-Making
Resignation:
Lexington Center Committee
The Select Board is being asked to accept the resignation of Richard Brown from the Lexington Center
Committee effective immediately.
SUGGESTED MOTION:
To accept the resignation of Richard Brown from the Lexington Center Committee effective immediately.
Move to approve the consent.
FOLLOW-UP:
Select Board Office.
DATE AND APPROXIMATE TIME ON AGENDA:
10/17/2025
ATTACHMENTS:
Description Type
2025.10.07 Richard Brown - Lexington Center Committee_Redacted Backup Material
1
Samantha Lino
From:jerry@michelsonshoes.com
Sent:Tuesday, October 7, 2025 1:58 PM
To:doug@promedllc.com; Samantha Lino
Cc:rbrownarchitects@yahoo.com
Subject:Lexington Center Committee - Richard Brown resignation
Follow Up Flag:Follow up
Flag Status:Flagged
Hi-
Dick Brown reached out to me with the email below (and cc'd) with his resignation from the Lexington
Center Committee. I have appreciated working with Dick for the many years that he dedicated
himself to our committee.
Jerry Michelson
Lexington Center Committee, chair
On Mon, 6 Oct 2025 14:51:39 +0000 (UTC), Richard Brown <rbrownarchitects@yahoo.com> wrote:
Jerry
I am realizing that I am spending more and more time away from Lexington. Eventually we will probably spend at least
half the year up in Maine. With this in mind I don't believe it make sense to maintain my membership on the Lexington
Center Committee. Please accept my resignation. I have thoroughly enjoyed being on the Committee for these many
years and have appreciated all the great work you and the other members of the committee have done.
Best in the coming year
Dick Brown
AGENDA ITEM SUMMARY
LEXINGTON SELECT BOARD MEETING
AGENDA ITEM TITLE:
Approve: Select Board Committee Appointments
PRESENTER:
Jill Hai, Select Board Chair
ITEM
NUMBER:
C.3
SUMMARY:
Category: Decision-making
The Select Board is being asked to appoint members, as identified on the list below, to fill vacancies on the
following committees. Term expiration dates for each appointee are noted:
Housing Partnership Board - Christopher Herbert (term expires September 30, 2026)
Lexington Center Committee - Stephen Jackson (term expires September 30, 2027)
Lexington Council for the Arts - Jeanne McDermott (term expires September 30, 2028)
Semiquincentennial Committee - Kerry Dunne (term expires December 30, 2026)
Sustainable Lexington Committee - Kavita Ravi (term expires September 30, 2028)
Tree Committee - Alicia Morris (term expires September 30, 2028)
SUGGESTED MOTION:
To appoint Christopher Herbert to the Housing Partnership Board for a term expire on September 30, 2026.
To appoint Stephen Jackson to the Lexington Center Committee for a term set to expire on September 30,
2027.
To appoint Jeanne McDermott to the Lexington Council for the Arts for a term set to expire on September 30,
2028.
To appoint Kerry Dunne to the Semiquincentennial Committee for a term set to expire on December 30, 2026.
To appoint Kavita Ravi to the Sustainable Lexington Committee for a term set to expire on September 30,
2028.
To appoint Alicia Morris to the Tree Committee for a term set to expire on September 30, 2028.
Move to approve the consent.
FOLLOW-UP:
Select Board Office.
DATE AND APPROXIMATE TIME ON AGENDA:
10/17/2025
ATTACHMENTS:
Description Type
Housing Partnership Board - Chris Herbert - Application &
Resume_Redacted Backup Material
Lexington Center Committee - Stephen Jackson - Application &
Resume_Redacted Backup Material
Lexington Council For the Arts - Jeanne McDermott - Application &
Resume_Redacted Backup Material
Semiquincentennial Committee - Kerry Dunne - Application &
Resume_Redacted Backup Material
Sustainable Lexington Committee - Kavita Ravi - Application &
Resume_Redacted Backup Material
Tree Committee - Alicia Morris - Application & Resume_Redacted Backup Material
Submit Date: Oct 05, 2025
First Name Middle
Initial
Last Name
Email Address
Home Address Suite or Apt
City State Postal Code
Lexington MA Boards & Committees
Application Form
Profile
Attendance to a regularly scheduled meeting of the board or committee of interest is
strongly encouraged when considering applying for membership. All committee
meetings are open to the public and are posted at least 48 hours in advance of the
meeting in our www.lexingtonma.gov/calendar.
If you are appointed to the board or committee for which you have applied, information
from this application will be used to contact you regarding your appointment from the
appointing authority as well as the Town Clerk’s Office. Please do not offer information
on this application you would prefer we not use.
Applications will be kept on file and considered as vacancies occur for up to six months
unless otherwise noted.
If you have any questions or need more information regarding the completion of the
application, please contact either the Select Board Office at 781-698-4580 or the Town
Manager’s Office at 781-698-4540.
Nickname
Chris
Preferred Title (i.e. Mr., Ms., Mx., Dr., Rev .....)
Mr.
Alternate Email Address (Optional)
t@harvard.edu
Length of Residence in Lexington (Note: ZBA requirement is a minimum of 8
years)
25 years
What Precinct do you live in?
Precinct 4
Christopher Herbert
gmail.com
t Rd
Lexington MA 02421
Christopher Herbert
Primary Phone Alternate Phone
Employer Job Title
Upload a Resume
Work Address
Harvard Joint Center for Housing Studies 1 Bow Street, 4th Floor Cambridge, MA 02138
Which Boards would you like to apply for?
Housing Partnership Board: Submitted
Interests & Experiences
Please tell us about yourself and why you want to serve.
Special Training and/or Qualifications
In my professional life I am a housing economist with an emphasis of how public policies can
help address a range of housing challenges. I lead a research center at Harvard that focuses
on raising awareness of housing challenges and solutions to these challenges. I would bring
my professional expertise, knowledge and professional connections to the service of
developing strategies and approaches for the Town of Lexington to meet its present and
future housing needs. I previously served as the co-chair of the Comprehensive Plan Advisory
Committee and so have experience in assessing the current state of the town as well as
resident views on how they would like to see the town improved going forward.
Why are you interested in serving on a board or commission?
I would welcome the opportunity to apply my professional expertise and experience to help
Lexington meet its housing needs. I think my experience professionally as well as my time as
co-chair of the comprehensive plan advisory committee would equip me to make a positive
contribution to the Housing Partnership Board. As a long-time resident of Lexington who
benefited from the opportunity to buy a home 25 years ago when it was affordable I would
welcome the chance to do what I can to open opportunities to live in Lexington to a broad
range of people. I am planning on reducing my time at my present job over the coming years
and would welcome the chance to apply more of my time to volunteer work with the town.
How did you hear about the board or commission for which you are applying?
I learned about it as part of an event I am participating in as a speaker for the Housing
Partnership Board at the end of October.
Have you recently attended any meetings of the board or committee for
which you are applying?
Yes No
Home: (617)
Harvard University Managing Director/Lecturer
Christopher Herbert
Conflict of Interest Law Training Certificate
Have you confirmed your availability to attend the board or committee's
meetings? (i.e. can attend at the time the committee regularly meets)
Yes No
Do you currently serve on another board or committee?
Yes No
If yes, please list date of most recent Conflict of Interest Law Training.
December 2021
Christopher Herbert
Christopher E. Herbert
Joint Center for Housing Studies
Harvard University
Education
Ph.D., Harvard University, Public Policy, 1997
M.P.P., Harvard University, Public Policy, 1988, Kennedy Fellowship
B.A., Dartmouth College, History, 1983, magna cum laude
Professional Experience
2015 – Present Managing Director, Joint Center for Housing Studies of Harvard
University, Cambridge, MA. Responsible for overall management of the
Center, including overseeing research, financial and administrative
functions. Develops strategy and long term plans of the Center and
implements new initiatives.
2015 – Present Lecturer, Harvard University, Graduate School of Design, Urban
Planning, Cambridge, MA. Teach US Housing Markets, Problems and
Policies, a graduate level course for master level students at the Graduate
School of Design and the Harvard Kennedy School.
2010 – 2014 Research Director, Joint Center for Housing Studies of Harvard
University, Cambridge, MA. Responsible for overseeing all research
conducted by the Center covering a broad range of housing and
demographic subjects. Lead responsibility for producing recent reports on
Rental Housing in America and The State of the Nation’s Housing.
1997 – 2010 Senior Associate, Abt Associates Inc., Cambridge, MA. Senior
researcher in housing and community development practice and leader of
Housing Finance Major Marketing Group. Designed, managed, conducted
and provided quality review on a wide range of research projects for federal,
state, and nonprofit clients.
1993 – 1997 Research Analyst, Joint Center for Housing Studies of Harvard
University, Cambridge, MA. Conducted and coordinated research projects
related to a variety of housing market and housing policy issues. Significant
projects included a comprehensive evaluation of housing conditions in
Mexico and an examination of the relationship between residential
segregation and homeownership among blacks.
Christopher E. Herbert, pg. 2
Boards and Organizational Affiliations
2018—Present Member, Advisory Board, Ivory Innovations, Salt Lake City, UT
2018 – 2025 Director, Freddie Mac, MacLean, VA
2014 – 2021 Member, Advisory Board, Milken Institute Center for the Future of Aging,
Santa Monica, CA.
2017– 2019 Trustee, Greenpath Financial Wellness, Farmington Hills, MI.
2011 – 2019 Director, Homeownership Preservation Foundation, Minneapolis, MN.
2015 – 2019 Fellow, Center for Financial Security, University of Wisconsin-Madison,
Madison, WI.
2006 – 2018 Member, Research Advisory Council, Center for Responsible Lending,
Washington, DC.
2014 – 2016 Member, Community Development Research Advisory Council, Federal
Reserve Bank of Boston, Boston, MA.
Submit Date: Feb 27, 2025
First Name Middle
Initial
Last Name
Email Address
Home Address Suite or Apt
City State Postal Code
Primary Phone Alternate Phone
Lexington MA Boards & Committees
Application Form
Profile
Attendance to a regularly scheduled meeting of the board or committee of interest is
strongly encouraged when considering applying for membership. All committee
meetings are open to the public and are posted at least 48 hours in advance of the
meeting in our www.lexingtonma.gov/calendar.
If you are appointed to the board or committee for which you have applied, information
from this application will be used to contact you regarding your appointment from the
appointing authority as well as the Town Clerk’s Office. Please do not offer information
on this application you would prefer we not use.
Applications will be kept on file and considered as vacancies occur for up to one year
unless otherwise noted.
If you have any questions or need more information regarding the completion of the
application, please contact either the Select Board Office at 781-698-4580 or the Town
Manager’s Office at 781-698-4540.
Nickname
Steve
Preferred Title (i.e. Mr., Ms., Mx., Dr., Rev .....)
Mr.
Alternate Email Address (Optional)
Length of Residence in Lexington (Note: ZBA requirement is a minimum of 8
years)
16 years
What Precinct do you live in?
Precinct 4
Stephen Jackson
@gmail.com
Lexington MA 02421
Mobile: (781)
Stephen Jackson
Employer Job Title
Upload a Resume
Conflict of Interest Law Training Certificate
Work Address
Which Boards would you like to apply for?
Lexington Center Committee: Submitted
Interests & Experiences
Please tell us about yourself and why you want to serve.
Special Training and/or Qualifications
Why are you interested in serving on a board or commission?
I've lived in/around Lexington Center for years and have enjoyed doing so with my family.
Would love to give back to the community and our unique and historical Center!
How did you hear about the board or commission for which you are applying?
Review of the town website
Have you recently attended any meetings of the board or committee for
which you are applying?
Yes No
Have you confirmed your availability to attend the board or committee's
meetings? (i.e. can attend at the time the committee regularly meets)
Yes No
Do you currently serve on another board or committee?
Yes No
If yes, please list date of most recent Conflict of Interest Law Training.
Faktor Consulting, LLC Founder & Principal
Stephen Jackson
STEPHEN JACKSON
CONSULTING EXCELLENCE / OPERATIONAL IMPACT
Proven account and client relationship leader focused on partnering with major industry clients for the past 20+ years in
the areas of change management, operational excellence, and technology enablement. Key experience organizing
solutions and high-performing teams focused on delivering impactful outcomes for clients, managing their priorities to
program delivery, including business and IT transformations, data management, digital strategy and operating model
design
LEADERSHIP
Track record of leading
technical, subject matter expert
and business transformation
teams from 2 to 30 resources.
Dedicated and growth-focused
leader and team-builder.
SKILLS
Strategic Account
Development
Recognized Client Service
Excellence & Relationship
Management
Revenue & Budget
Management
Problem & Solution
Identification
Engagement Management
Build and Engage Cross-
Functional Teams
Leadership Development
CONTACT
EXPERIENCE
FOUNDER & PRINCIPAL – FAKTOR CONSULTING, LLC 2024 -
Started local life sciences consultancy for select clients. Focus on commercial
operations, program leadership and executive engagement around high-profile
transformation programs. Currently working with a New Jersey-based pharmaceutical
company client on strategic planning and operational transformation initiatives.
DIRECTOR – CLIENT PARTNER • SLALOM INC. 2018 - 2024
Cross-industry leader, responsible for a top life sciences account, from goal and
strategy-setting to activation, capability alignment, client relationship development and
negotiation. Closed 161 deals (new work and extensions) in past 4 years with life
sciences clients, totaling $32.5M in sales while managing $25.9M in project work.
Priority on relationship expansion into new buying centers, new services and multi-
market delivery. Responsible for staffing, management and client satisfaction with
resources and results. Dedicated to outstanding and impactful delivery of engagement
portfolio of 5-15 projects at any one time with pipeline in excess of 25 opportunities.
SENIOR MANAGER – STRATEGY & OPS • DELOITTE 2006 – 2011 /
2012 - 2018
Solution and delivery leader in State/Local and Higher Ed, focusing on business and
operational transformation n and technology engagements. Senior business
opportunity developer and client relationship leader across accounts and clients of
varying size and complexity. Averaged $6.9M in Sales and $4.7M in managed revenue
annually. Awarded people leader and mentor to support colleague leadership
development.
SENIOR PROJECT MANAGER • HARVARD UNIVERSITY 2011- 2012
Project portfolio manager and project leader responsible for delivering key initiatives
across University, including new Identity and Access Management program. Organized
and operated $20M IT Capital Investment process to drive repeatable process
transparency, oversight, accountability and return on investment
CONSULTANT & POLICY ANALYST • 2004- 2006
GOVERNMENT FINANCE OFFICERS ASSOCIATION
Provided process and ERP procurement-related consultation services to state and
local governments and special districts within the organization’s Research and
Consulting Center. Drove business requirement gathering, RFP development,
proposal reviews and organized vendor solution presentations.
EDUCATION
MPA – POLICY ANALYSIS • INDIANA UNIVERSITY 2001
Policy analysis concentration with public finance focus. Intern at Center for Law and
Social Policy
BA – HUMAN DEVELOPMENT & SOCIAL RELATIONS •
EARLHAM COLLEGE
1996
College Honors, Departmental Honors, early completion of degree
SUMMARY – SAMPLE PROFESSIONAL RESULTS
SLALOM INC
Achieved annual sales and delivery average of $6.8M in sales and $5.4M in
managed revenue.
Built relationships and structured solutions in R&D, Commercial and Global
entities and functions, including first trans-Pacific engagement in Boston market.
Expanded buying centers across numerous functional teams and commercial
business units, with emphasis upon technology adoption, enabling field sales
excellence, dashboard design and data management assessment.
Accomplished leader of program and PMO commercial operations integration to
optimize sales, marketing, learning, analytics and technology enablement services.
Served as mentor, training facilitator and Learning Day instructor.
Former leader of corporate citizenship team focusing on community engagement;
re-established Pro Bono program for services to community organizations.
Initiated Higher Ed community of practice to align service-market fit, generate
internal interest and build offering to local clients.
DELOITTE CONSULTING, LLP
Led operational restructure and implementation of major state-based health
insurance marketplace with over 200,000 users. Ensured compliance with federal
requirements of the Affordable Care Act and smooth operational transition for
client team.
Performed operational assessment of 3rd largest public pension organization in
the US, generating a robust roadmap of hundreds of actionable operating
improvements.
Developed new operating model for major University finance organization,
streamlining processes and structures, including staff reduction of 43%.
Led procurement savings assessment and implementation plan for University
system, identifying $3M in total savings opportunity across 5 spend categories,
exceeding anticipated target.
Led operational and human capital work to streamline operations of 6
government agencies into 1 to protect >1 million vulnerable persons receiving
services from the state.
Led analysis of state gaming Authority financial performance and developed
strategic options to address declining revenue and offset forecasted $95M budget
gap over 5 years.
Submit Date: Jun 03, 2025
First Name Middle
Initial
Last Name
Email Address
Home Address Suite or Apt
City State Postal Code
Lexington MA Boards & Committees
Application Form
Profile
Attendance to a regularly scheduled meeting of the board or committee of interest is
strongly encouraged when considering applying for membership. All committee
meetings are open to the public and are posted at least 48 hours in advance of the
meeting in our www.lexingtonma.gov/calendar.
If you are appointed to the board or committee for which you have applied, information
from this application will be used to contact you regarding your appointment from the
appointing authority as well as the Town Clerk’s Office. Please do not offer information
on this application you would prefer we not use.
Applications will be kept on file and considered as vacancies occur for up to six months
unless otherwise noted.
If you have any questions or need more information regarding the completion of the
application, please contact either the Select Board Office at 781-698-4580 or the Town
Manager’s Office at 781-698-4540.
Nickname
Jeanne
Preferred Title (i.e. Mr., Ms., Mx., Dr., Rev .....)
Ms
Alternate Email Address (Optional)
@gmail.com
Length of Residence in Lexington (Note: ZBA requirement is a minimum of 8
years)
32 years
What Precinct do you live in?
Precinct 3
Jeanne McDermott
Lexington MA 02421
Jeanne McDermott
Primary Phone Alternate Phone
Employer Job Title
Work Address
10
Which Boards would you like to apply for?
Council for the Arts: Submitted
Interests & Experiences
Please tell us about yourself and why you want to serve.
Special Training and/or Qualifications
I've lived in Lexington for 32 years and love this community. Each year I discover something
new and different. Since retiring as a writer and middle school science teacher, I've
discovered a love of painting and illustration. I recently received a certificate in illustration
from the School of the Museum of Fine Arts. As a visual artist, I'd bring fresh (albeit older)
eyes to the discussion. As a lifelong writer, I appreciate the power of language. As a teacher,
I appreciate the uniqueness of each individual and the magic of community. As a human who
straddles art and science, I celebrate all the ways that we create meaning from what we
have.
Why are you interested in serving on a board or commission?
During the pandemic, I reviewed grants as part of the Community Endowment of Lexington
and discovered how much is going in the arts in our town. I am currently attending the
Lexington Civic/Citizens Academy and have been looking for a way to become more active.
I've seen of the power of the arts as a way to build and strengthen community.
How did you hear about the board or commission for which you are applying?
Email
Have you recently attended any meetings of the board or committee for
which you are applying?
Yes No
Have you confirmed your availability to attend the board or committee's
meetings? (i.e. can attend at the time the committee regularly meets)
Yes No
Home: (781)
Retired
Jeanne McDermott
Conflict of Interest Law Training Certificate
Do you currently serve on another board or committee?
Yes No
If yes, please list date of most recent Conflict of Interest Law Training.
Jeanne McDermott
JEANNE MCDERMOTT
Teacher, Writer & Visual Artist
Road Lexington, MA 02421
WORK EXPERIENCE
SCIENCE TEACHER, SHADY HILL SCHOOL, CAMBRIDGE, MA — 1997-2020
Taught chemistry, biology, physics and earth science to 3rd, 4th, 6th, 7th and 8th graders at
progressive independent school. Certified in biology, general science and elementary math.
Mentored student teachers.
BOOK & MAGAZINE WRITER; EDITOR,CAMBRIDGE & LEXINGTON, MA — 1985-2003Authored Babyface: Story of Heart and Bones, Penguin, 2001. Wrote for Smithsonian magazine, Technology Review, Elle and others. Edited book on hacks with MIT Museum. Authored Killing Winds: Menace of Biological Warfare, (non-fiction) Arbor House, 1987.
WRITER AND EDITOR, NEW YORK CITY, NY --1982-1985
Wrote for Smithsonian Magazine, Wall Street Journal, Popular Science, Horticulture, Geo and
others. Edited books for Scientific American Library Books.
ASSOCIATE EDITOR,TECHNOLOGY MAGAZINE AND NEWTECH NEWSLETTER, NEW
YORK CITY - 1980-1982
EDUCATION
Tufts University, Medford, MA, M.A.T. 2000
Massachusetts Institute of Technology, Cambridge, MA, 1984-1985, Knight Fellowship in the
Public Understanding of Technology and Science. Grant awarded to science journalists.
Hampshire College, Amherst, MA. Major in Biology. 1978.
COMMUNITY WORK
Board member, Faculty Representative, Shady Hill School, 2010-2015
Board member, Foundation for Faces of Children, Boston, MA 1991-1993
Education Co-ordinator, AboutFace, Boston chapter, 1991-2000
Co-chair of Lexington Special Needs Parent Advisory Council 1997-1998
Mediator in small claims, parent-child, rent control disputes in Cambridge, Quincy and Malden,
MA, 1989-1997
RETIREMENT ACITIVITIES (since 2020):
Painting, Illustration, teaching art
PUBLICATIONS: See attached list
JEANNE McDERMOTT
Publications List: Books, magazine and newspaper articles
BOOKS:
Babyface: A Story of Heart and Bones. (Non-fiction book; memoir) Woodbine House
and Penguin, 2001.
Awards:Babyface: A Story of Heart and Bones
Finalist, Independent Book Publisher Awards, 2001
American Medical Writer's association: Will Solimene Award of Excellence (general
audience), 2002
Public Speaking:
Graduate and undergraduate speaking engagements include:
—Program in Genetic Counseling, Brandeis University, Waltham MA
—Departments of Child Development, Psychology and Education, Tufts University,
Medford, MA
—Medical students, Psychiatric fellows, Harvard Medical School, Boston, MA
Keynote speaker:
"A Look in the Mirror: Body Image in Contemporary Society" (2006)
Institute of Medicine and Humanities, University of Montana, Missoula, Montana
"Facing Disability: Embodiment, Representation and Rights" (2002)
Grey Art Gallery, New York University, NY
Support Organization for Trisomies Annual Meeting 2001
Boston, MA
The Killing Winds: The Menace of Biological Warfare. (Non-fiction book) Arbor
House: 1987.
MAGAZINES and NEWSPAPER ARTICLES:
“About a Boy” (Personal account)Family Circle Magazine, April 2003
“A Letter to Teachers of Young Children” (Having a child with a physical
difference/disability in the classroom) Journal of the National Association for the
Education of Young Children, July 2002
“Go Ahead and Stare” (Personal account) Parents Magazine, July 2001
“Babyface”. First person account. New Age Journal, February 1996.
Afterword to Faces: Collection of photographs by Nancy Burson. Twin Palms Press,
1993.
Letter to the Editor. “Shortsighted Cuts in Services for Children.” Boston Globe, April 4,
1991.
“Some Heartland Farmers Just Say No to Chemicals”. Smithsonian Magazine, April
1990. (Reprinted by Geo and US Information Agency)
“Muzak is music we hear but don’t listen to” Smithsonian Magazine, January 1990.
(Reprinted by San Francisco Chronicle, Louisville Courier Journal and Milwaukee
Journal.)
“Does Recycling Pay?” Technology Review, November 1989.
“She’s the Maverick of the Microcosmos: Profile of Lynn Margulis”. Smithsonian
Magazine, August 1989. (Excerpted in From Gaia to Selfish Genes: Selected Writings
in the Life Sciences, MIT Press, 1991).
“Dr. Morgentaler: A Fertile Idea” Elle Magazine, March 1989.
“Dancing to Fractal Time” Technology Review, January, 1989.
“How Science Achieves the Ring of Truth”. Article on Phil Morrison’s PBS-TV series.
Technology Review, October, 1987.
“Making Faces Just Comes Naturally” Smithsonian Magazine, March 1986. (Reprinted
in Readings in Psychology. J. Bohannan ed. Published by Allyn and Bacon, 1989; in
Annual Editions Human Development 87/88. Published by Dushkin Group, Guilford,
CT.)
Introduction to Composites: Computer-Generated Portraits. By Nancy Burson, David
Kramlich and Richard Carling. William Morrow, NY: 1986.
“Face Values: Using Computer and Camera, artist Nancy Burson Challenges our Faith
in Appearances” New Age Journal, October, 1985.
“A Primer on Petri Nets”, Cybernetics Journal. Summer-fall, 1985.
“Vision is More than Meets the Eye” Smithsonian Magazine, April 1985.
“Fluidics: Computing Without Electronics” Popular Science. February, 1985.
“Eavesdropping on Trees” Smithsonian Magazine, December, 1984. (Reprinted in
1986 Popular Science Annual, published by Grolier Enterprises, Danbury, CT)
“The Coming Age of Micro-Machines” Popular Science, June 1984.
“Luxe Mandalas: The Kaleidoscope as Art” Wall Street Journal, April 30, 1984.
“Filoli: Time Began in a Garden” Horticulture Magazine. March 1984.
“Whatever Happened to Solar Cells?” Popular Science. January 1984.
“Fractals: a New Geometry of Nature” (cover story) Smithsonian Magazine, December
1983.
“Robots are Taking a Hand in our Affairs” Smithsonian Magazine, November 1983.
(Excerpted in Our Land, Our Time: A History of the United States. Textbook published
by Holt, Rinehard and Winston, 1986.)
Submit Date: Sep 29, 2025
First Name Middle
Initial
Last Name
Email Address
Home Address Suite or Apt
City State Postal Code
Primary Phone Alternate Phone
Lexington MA Boards & Committees
Application Form
Profile
Attendance to a regularly scheduled meeting of the board or committee of interest is
strongly encouraged when considering applying for membership. All committee
meetings are open to the public and are posted at least 48 hours in advance of the
meeting in our www.lexingtonma.gov/calendar.
If you are appointed to the board or committee for which you have applied, information
from this application will be used to contact you regarding your appointment from the
appointing authority as well as the Town Clerk’s Office. Please do not offer information
on this application you would prefer we not use.
Applications will be kept on file and considered as vacancies occur for up to six months
unless otherwise noted.
If you have any questions or need more information regarding the completion of the
application, please contact either the Select Board Office at 781-698-4580 or the Town
Manager’s Office at 781-698-4540.
Nickname
Preferred Title (i.e. Mr., Ms., Mx., Dr., Rev .....)
My students call me Dr. Dunne but adults should definitely call me Kerry!
Alternate Email Address (Optional)
lexingtonma.org
Length of Residence in Lexington (Note: ZBA requirement is a minimum of 8
years)
n/a school district employee
What Precinct do you live in?
Not Applicable
Kerry Dunne
.org
Rd.
Framingham MA 01701
Home: (
Kerry Dunne
Employer Job Title
Upload a Resume
Work Address
Lexington High School 251 Waltham St. Lexington, MA 02421
Which Boards would you like to apply for?
Semiquincentennial Commission (LEX250): Submitted
Interests & Experiences
Please tell us about yourself and why you want to serve.
Special Training and/or Qualifications
- History Department Head at Lexington High School - Prior collaborative and professional
work with Boston-area historic sites including USS Constitution Museum, National Parks
Service of Boston, Public Health Museum - Adjunct faculty member for history/social studies
education at Framingham State College, Boston College, Boston University
Why are you interested in serving on a board or commission?
My colleague Jane Hundley (LPS Middle School history/social studies dept head) is stepping
down as the Lexington Public Schools representative on the LEX250 committee, and our
superintendent would like to continue to have a history/social studies dept head in this
community role.
How did you hear about the board or commission for which you are applying?
I attended the Ken Burns American Revolution film screening and the parade
commemorating the 250th Anniversary of the Battle of Lexington and Concord, and
participated in some related activities-- all was fantastic.
Have you recently attended any meetings of the board or committee for
which you are applying?
Yes No
Have you confirmed your availability to attend the board or committee's
meetings? (i.e. can attend at the time the committee regularly meets)
Yes No
Do you currently serve on another board or committee?
Yes No
Lexington Public Schools
History/Social StudiesDepartment Head, LexingtonHigh School
Kerry Dunne
Kerry Ann Dunne, Ed.D.
. Framingham, MA 01701
tel:
e-mail: @gmail.com
Massachusetts DESE Certification
Assistant Superintendent/Superintendent
Principal: High School, Middle School, and Elementary
History and Social Studies grades 5-12
SEI Endorsement
Education
Boston College
Ed.D. in Administration awarded May, 2012
Commonwealth Leadership Academy Spring, 2004
Completed an intensive program in school administration and an internship at Framingham High School
National University of Ireland-Galway Summer, 1999
“Education in Ireland”: a post-graduate summer seminar for educators on the Irish educational system
University of Massachusetts-Amherst
Masters of Education: awarded in August, 1997
Marquette University, Milwaukee, WI
Bachelors of Arts in history and political science: awarded in May, 1996
Experience
Lexington Public Schools August 2021-present
Grade 9-12 History and Social Studies Department Head
Supervise a department of 31 teachers and teach one class. Served on the district's Diversity, Equity, and
Inclusion committee and on the Lexington High School leadership team. Member of co-teaching and PBIS
task-forces at Lexington High School. Developed successful new course proposals for Asian American
History and African American History, one-semester electives open to all grade 9-12 students that launched
in the fall of 2022 and a dual enrollment personal finance class that launched in the the fall of 2024. Oversaw
launch of first ever “Credit for Life” financial literacy program for all 11th grade students. Successful
applicant for $10,000 Lexington Education Foundation program grant and several smaller in-district
programmatic and PD grants. Point of contact/site liaison for practicum placements from Boston College and
Boston University. Consult with the principal, superintendent, and K-8 leadership on social studies and
current issues correspondence and inquiries from the community.
Weston Public Schools August 2016- August 2021
Grade 6-12 History and Social Studies Department Head
Supervised a department of 18 teachers, and taught 2 classes. Served on the district's K-12 Curriculum
Council, on district-wide task forces to plan a later school start time and to revise the teacher evaluation
system. Served on “June Academy” planning and direction committee to pilot project-based learning courses
at Weston High School. Led collaboration between Weston High School, Waltham High School, and
Brandeis University to use high-quality digital sources in teaching of African American history. Led district
professional development on place-based learning, teaching about civil rights and desegregation, and DBQ
Project writing assessments. Expanded departmental offerings to include AP Psychology and electives
including a dual enrollment economics course offered through Syracuse University Project Advance.
Boston Public Schools September 2014-2016
Director of History and Social Studies
Supervised all K-12 history and social studies curricular and extracurricular programs for the Boston Public
Schools, an urban school district serving 56,000 students. Coordinated and planned focused professional
development for teachers, solicited and sustained partnerships with community organizations, and served as a
member of the district’s academic leadership team and pre-K-12 literacy vision task force. Obtained
$600,000 3-year funding from the National Parks Service to train Boston Public Schools teachers in
place-based education, and successfully applied for $500,000 of funding from George Lucas Foundation to
bring “Knowledge In Action” program to expand AP US Government and AP Environmental Science
programs in Boston. Led district-wide professional development programs focused on content-area
disciplinary literacy, DBQ writing, and teaching with historic places. Served as a member of the Boston
Public Schools academic leadership team.
Arlington Public Schools, Arlington, MA September 2007-September 2014
K-12 Social Studies Director, Teaching American History Grant Program Director, and Academic
Extension Programs Director
Academic Extension Programs Director: Appointed by Superintendent of Schools to a stipended position
to create innovative, experiential, and technology-integrated learning opportunities for Arlington High
School students. Developed and managed three pilots for the 2013-2014 school year: a supervised academic
internship program for students to receive course credit for 5 hour per week internships, a MOOC cohort of
students taking a Coursera course together, and a dual enrollment partnership with Syracuse University.
Grant Management:
Applied for and received the district’s first Teaching American History grant, a $999,999 award over 3 years,
by building a 7 district collaborative. Received federal DOE approval to use TAH funding to pay for 3/4 of
my salary for the duration of the grant, pay for district-wide subscription to Discovery Streaming for 5 years,
and pay for conversion to all-new TCI History Alive and Geography Alive materials in 4th and 5th grade
classrooms. Additionally, our TAH grant funded 2-3 high quality in-district professional development
workshops per year in each district and a 2-week intensive summer program for teachers.
Curriculum leadership:
Served as history department head for the Ottoson Middle School and Arlington High School, and led K-5
curriculum development. Supervised and evaluated 21 teachers. Worked with district teachers to create
curriculum maps integrating social studies, reading, and the arts for all grades K-12, and common
assessments. Founded and advised a model congress team for high school students and launched successful
National History Day, Generation Citizen, and Mock Trial extracurricular programs. Expanded Advanced
Placement enrollment, moving from 102 students taking history department AP offerings in 2007-2008 to
over 350 students taking AP history offerings in 2012-2013 while maintaining high achievement.
District leadership:
As a member of the district’s administrative cabinet, participated in all budget, goal-setting, and
programmatic discussions. Co-chaired a committee to revise the district’s teacher evaluation system. Served
on search committees for administrative hiring. Organized private funding for Arlington’s Primary Source
membership and worked with the Arlington Schools Foundation to fund a $100,000 Enlivening Elementary
Education programmatic initiative. Served as a member of the district's technology leadership committee.
Served as the site placement liaison for Boston College, Brandeis University, and Boston University.
Framingham High School, Framingham, MA September 1998-September 2007
Department Head
Appointed in June of 2004 to supervise 22 faculty members in the history and social sciences department.
Responsibilities included supervision and evaluation, managing budget, planning teacher collaboration,
implementing common assessments and curriculum maps, and hiring of new staff.
History Teacher
Taught approximately 125 students per semester in five course sections including AP United States History,
World History I, Political Theory, and International Relations.
Museum and Historic Site Educator
Public Health Museum, Tewksbury, MA. Led Outbreak!, a grant-funded free summer institute for teens
exploring careers in public health in the summers of 2017, 2021, 2022 and 2023.
Place Based Boston Collaborative, Led the summer institute for Boston Public Schools teachers exploring
historic sites and developing site-based lesson plans for a collaborative of historic sites including the USS
Constitution Museum, the National Parks Service, Paul Revere House, Revolutionary Spaces, Old North
Church, and the Museum of African American History, summers 2016-2022
USS Constitution Museum, served as a consultant developing “All Aboard!” programs in collaboration
with the US Navy, planning for field trip and partnership experiences for high school students, summer
2019.
University Adjunct Instructor
● Boston College 2020-present
As an adjunct instructor, taught the following courses:
Secondary History Methods
Curriculum Studies (a course in the online Global Studies masters degree program)
Social Studies and the Arts (a course for students seeking elementary licensure)
Secondary Curriculum and Instruction
● Boston University 2018-present
As an adjunct instructor, have taught the following courses:
Elementary Social Studies Methods
Classroom Assessment
Project Citizen: Promoting Civic Engagement (a “hub” class open to students from all majors)
Curriculum Analysis and Design (a course for doctoral students)
Curriculum & Special Methods for History & Social Sciences, 5-12
Pre-practicum in Social Studies
● Brandeis University 2006-2019
Worked as part of a team to develop a new Masters of Arts in Teaching program. Created original syllabus
and served as instructor for the following courses:
Pedagogy of Teaching History
Exploring Teaching
● Framingham State University 2005-2022
As an adjunct instructor, have taught the following courses:
Secondary History Methods
Education in American Society with Field Study
Through the Continuing Education office, have taught the following professional development courses to
working teachers: "Japanese History and Culture in the K-12 classroom, “Teaching About International
Conflicts in the Secondary Classroom,” and “Transforming Curriculum with Project Based Learning”
Professional development leadership, Presentation, Recognition, and Publication
Publication
● Social Studies Research and Practice, co-author of "Supporting quality social studies instruction: the
social studies practices continuum" with Susan Erickson and Chris Martell, September, 2021
● CommonWealth Magazine, co-author of “How about a civics project instead of another MCAS test?”
with Pat McQuillan, November 11, 2020
● Boston Globe Sunday Magazine, co-author of letter to the editor, “Can’t have Strong Democracy without
Strong Social Studies!” with Chris Martell, October 27, 2019
● ASCD In-Service, co-author of “Teaching About Opioid Addiction Across the Curriculum” with Mitch
Finnegan, January 12, 2018
● ASCD In-Service, “Digital Public Library of America: Using Free Primary Source Sets to Enhance
Student Learning” October 2, 2016
● ASCD In-Service, “A PD Plan That Works: Begin By Asking Teachers What They Need”
January 16, 2016
● ASCD In-Service, co-author of article “Addressing African American History and Street Trauma Today:
A Student-Led Pilot Course at East Boston High School” with Janelle Ridley, April 28, 2016
● ASCD In-Service, co-author of article “Building a Better Future by Confronting Our Past: Teaching
about Desegregation and Busing in Boston” with Natacha Scott and Josue Sakata, March 12, 2015
● ASCD In-Service, co-author of article “Home-Runs and Strike-Outs: What We Learned About
Presenting PD to History Teachers” with Maria Bollettino, December 4, 2014
● ASCD Whole Child Blog, co-author of article “History for Its Own Sake, and For All of Our Sakes” with
Christopher Martell, July 24, 2014
● ASCD Whole Child Blog, co-author of article “Building Bridges to El Salvador: A Model Global
Curriculum” with Anita Cristina Calcaterra, April 1, 2014
● Co-authored article with Christopher Martell “Teaching America’s Past to our Newest Americans:
Immigrant Students and United States History”, published in September of 2013 in Social Education, the
premier, peer-reviewed NCSS publication
Presentations
● NCSS National Conference, November 2023, “Launching High School Ethnic Studies Classes.”
● Massachusetts Statewide Future Educators Conference (a conference sponsored by Massachusetts state
colleges for high school students considering careers in education) “The Places You Will Go!”, March
2022
● NCSS (National Council for the Social Studies) National Conference, November, 2019
"Beyond Saudi Arabia: Exploring the Arabian Peninsula" (solo), with Susan Erickson: "Making Social
Studies Matter Through Place Based Learning," with Susan Erickson and Chris Martell: "Social Studies
Practices Continuum: A Tool for Improving Inquiry-Based Instruction"
● (Northeast Regional Conference for the Social Studies) and MCSS Fall Conference Presenter “Teaching
about Busing and Desegregation in Boston” November, 2015, and April, 2016
● NCSS National Conference Keynote film discussion leader “Freedom Summer”, November, 2014
● National ASCD presenter, Los Angeles, March 2014 “Teaching America’s Past to our Newest
Americans: Immigrant Students and United States History” and “Building Bridges to El Salvador”
● National ASCD presenter, Chicago, March 2013 “Taking the Leap: Research on the Decision to Pursue
the Superintendency”
● NERC conference presenter: “Building Bridges to El Salvador” April, 2012 .
● “Manjiro and His Legacy” presentation August, 2011, and discussion leader of Heart of a Samurai,
October 2011, both at Primary Source in Watertown, Mass.
● Framingham Public Library Community read discussion leader, The Killer Angels, April, 2011, In the
Heart of the Sea:The Tragedy of the Whaleship Essex, April 2013, News of the World, April, 2018
Professional Development Leadership
● “Free PD and Travel Opportunities in the Humanities” a Lexington Learns Together program, Nov 2023
● “Exploring the Arabian Peninsula” a Lexington Learns Together program for K-12 educators, Jan 2022
● “Tips and Tricks for Hybrid Learning” a presentation to Somerville High School educators, Jan 2021
● “Mt. Vernon on the Road in Massachusetts: Civics Education” Led two civics education-focused
professional development workshops for Massachusetts teachers sponsored by Mt. Vernon. 2019
● “Using DPLA Primary Source Sets to Enhance Instruction” Led a professional development workshop
for 30 Bunker Hill Community College faculty members, November, 2017.
● For the Boston Public Schools, founded the “Historical Partnership Series,” a 15 session program of
afterschool walking tours and site visits open to all Boston teachers. Planned comprehensive program to
prepare grade 6-12 teachers to teach document-based question writing. Facilitated joint library/history
department task force to plan teacher PD around teaching research and inquiry skills. 2014-2016
● “Reading, Writing, and the Common Core in the US History Classroom” Planned and led at Greater
Lawrence Regional Technical School, 2013, and Mendon-Upton Regional School District in 2014
Recognitions and Appointments
● iCivics Educator Network member, 2022-present
● Museums for Digital Learning, Teacher Ambassador 2022-2023 appointment
● MA DESE and the Rennie Center: MA Civics Teacher Advisory Panel facilitator, spring 2021
● President, Massachusetts Council for the Social Studies 2017-2018 (Vice President 2016-2017)
● Member, Massachusetts DESE History and Social Science Frameworks Advisory Panel 2016-2018
● Recipient, Weston Education Enrichment Fund Committee “WEEFC Star” award, 2017, 2018, 2020
● Educational Advisory Committee member, American Archive of Public Broadcasting, 2017-present
● Educational Advisory Committee member, Digital Public Library of America, 2015-2018
● Recipient, Boston Chapter of the NAACP “Difference Maker” Award, October, 2015
● Recipient, Martin Luther King, Jr. Achievement award, Town of Arlington, January, 2014
● Recipient, Salute to Framingham “You Are Special” Award, March, 2004
● Recipient, Framingham High School “Teacher of the Year” Award, 2002
● Selected & Funded Participant, NEH Summer Institute: 2024, 2023, 2022, 2016, 2015, 2014, 2000
● Selected and Funded Participant, Colonial Williamsburg Summer Teacher Institute, 2017
● Selected and Funded Participant, USS Midway Museum’s Teacher Institute: WWII in the Pacific, 2018
● Selected and Funded Participant, Qatar Foundation International educator tour of Oman & Qatar 2018-19
United States Department of Education 2016-2017
● Grant Reviewer
Served as member of grant review panels for American History and Civics Academies Grant Competition
(2016, 2017) and American History and Civics Education-National Activities Competition (2017)
Educational Testing Service: The College Board 2002-2007
● AP Reader
Served as a reader of Advanced Placement United States History exams. Trained on the use of College
Board AP rubrics and document analysis skills development.
Educational Publishing
● Primary Source 2019-2022
Authored two units of a new “Democracy Lab” 8th grade civics curriculum, reviewed grade 6 and 7
curriculum units
● Digital Public Library of America 2015-2018
Authored six primary source teaching sets with questions and recommended learning activities
● ThinkCERCA 2017
Developed multi-leveled digital text resources for teaching literacy through social studies in grades 3-12
● Boston Public Schools 2014-2015
Co-authored open source website for teaching about Boston’s history of school busing and desegregation
(https://sites.google.com/a/bostonpublicschools.org/desegregation/home )
● Prentice Hall Summer 2005
Authored lesson plans and pacing guide included in the 2006 World History textbook teacher edition
● Chrysalis Publishing Summer 2005
Wrote comprehensive lesson plans for Greenwood’s Daily Life Encyclopedia on-line
AT&T Broadband, Boston, MA
● “EXTRA HELP” History Hour Host September 2000-January 2002
Hosted a live weekly call-in television show. Students from Boston, Brookline, Braintree and Framingham
viewed the show on local access cable, and could call in with homework and current event questions.
Japan Exchange and Teaching Program, Fukushima Prefecture, Japan
● English Resource Teacher July 1997-July 1998
Taught English to grades 7, 8, and 9 at two rural Japanese junior high schools. Developed a curriculum
emphasizing conversational English through role-playing, discussion, and interactive lessons.
Chestnut Middle School for the Visual and Performing Arts, Springfield, MA
● Student/Clinical Teacher September 1996-June 1997
Submit Date: Sep 23, 2025
First Name Middle
Initial
Last Name
Email Address
Home Address Suite or Apt
City State Postal Code
Primary Phone Alternate Phone
Employer Job Title
Lexington MA Boards & Committees
Application Form
Profile
Attendance to a regularly scheduled meeting of the board or committee of interest is
strongly encouraged when considering applying for membership. All committee
meetings are open to the public and are posted at least 48 hours in advance of the
meeting in our www.lexingtonma.gov/calendar.
If you are appointed to the board or committee for which you have applied, information
from this application will be used to contact you regarding your appointment from the
appointing authority as well as the Town Clerk’s Office. Please do not offer information
on this application you would prefer we not use.
Applications will be kept on file and considered as vacancies occur for up to six months
unless otherwise noted.
If you have any questions or need more information regarding the completion of the
application, please contact either the Select Board Office at 781-698-4580 or the Town
Manager’s Office at 781-698-4540.
Nickname
Preferred Title (i.e. Mr., Ms., Mx., Dr., Rev .....)
Alternate Email Address (Optional)
i@gmail.com
Length of Residence in Lexington (Note: ZBA requirement is a minimum of 8
years)
What Precinct do you live in?
None Selected
Kavita Ravi
@gmail.com
Avenue
Lexington MA 02421
Home: (201)
Kavita Ravi
Upload a Resume
Work Address
Which Boards would you like to apply for?
Sustainable Lexington Committee: Submitted
Interests & Experiences
Please tell us about yourself and why you want to serve.
Special Training and/or Qualifications
I worked in the commercial solar and storage space.
Why are you interested in serving on a board or commission?
I am passionate about sustainable practices and have always wanted to give back to the
community. Now I have the time and ability to do so.
How did you hear about the board or commission for which you are applying?
Through Kavitha Venkatesan
Have you recently attended any meetings of the board or committee for
which you are applying?
Yes No
Have you confirmed your availability to attend the board or committee's
meetings? (i.e. can attend at the time the committee regularly meets)
Yes No
Do you currently serve on another board or committee?
Yes No
If yes, please list date of most recent Conflict of Interest Law Training.
N/a
Kavita Ravi
`
KAVITA
RAVI
PROFILE
CONTACT
Senior Operational Leader in Renewable Energy
Proven track record of driving commercial success,
and strategic growth with focused execution, strong
technical basis and policy advocacy.
Successful executive in different roles in commercial
solar and storage delivery, with a deep understanding
of market forces, eco-system, financing, and
regulatory environment.
Strong team building, vendor-partnerships,
stakeholder outreach, complex deal making, and
resourcing projects.
Notable successes include commercializing
innovation, leading international programs in energy
efficiency, early stage development of transmission
scale projects, commercial operations of solar and
storage projects in the Northeast and industry thought
leadership in interconnection and storage.
gmail.com, Lexington MA
Education
University of Colorado at Boulder PhD, ECE
Birla Institute of Technology and Science, Pilani,
India, BE (Hons), EEE
`
BlueWave Energy
Senior Vice President – Operations, 2018 – Present, Boston, MA
• Operations (engineering, preconstruction, execution,
interconnection) responsibilities for approx. 200 projects in
varying stages, with a budget of $200+m, across 8+ states
• Drove successful delivery of four Maine solar projects ($54m)
under 2024 NEB deadline
• Key role in delivery of five SMART 2.0 solar-plus-storage
projects ($35m) in 2023-2025, $65m+ asset sale of
Massachusetts SMART 1.0 solar-plus-storage projects
• Planned $150m+ of funding for construction of 14 projects
across Massachusetts, New York and Maine in 2025
• Played critical role in Axium Infrastructure’s acquisition of
BlueWave in 2022
• Provided key leadership in the transformation of Bluewave into
an IPP from 2022 to now
• Built and managed strong teams that work in close
collaboration with Development, Legal and Capital Markets
teams
• Managed reporting for the Project Operations team to the
Board of Directors
• Thought leadership on storage strategy for BlueWave projects
and storage market development for the industry
• Managed strong relationships with key engineering firms,
service contractors, equipment suppliers, etc
• Navigated utility/RTO stakeholders, including National Grid,
Eversource, CMP, Versant, ISO-NE, NYISO, to lower
interconnection risk impacts
• Early stage development of ~500MW of transmission-scale
storage projects in ISO-NE and NYISO. Intervened in FERC
2023 Order compliance filings for ISO-NE and NYISO
• Active voice and significant contributions to multiple state
policy and regulatory proceedings, including Massachusetts,
New York and RTOs, in accelerating the proliferation of
renewables
Massachusetts Clean Energy Center
Director of Emerging Markets, 2014-2018, Boston, MA
• Co-led the $20 million Advancing Commonwealth Energy
Storage program, Massachusetts’ first substantial investments
in energy storage. Program demonstrated innovative,
economically viable business models and leveraged $32
million in other funds
• Co-led comprehensive State of Charge study to examine the
potential for energy storage in the Commonwealth, in
collaboration with the Massachusetts Department of Energy
Resources. Study included business use cases, opportunities
and barriers for energy storage
• Designed and implemented new MassCEC program to
support clean energy companies in leveraging federal and
other funding opportunities to advance their clean energy
technology and business challenges. Awarded over $3 million
with 8x leverage
• Established a comprehensive strategy to support universities
in their clean energy technology research and development,
including leveraging funding opportunities. Awarded a total of
$1.2 million with 5x leverage
• Produced the annual Massachusetts Clean Energy Industry
Report highlighting the $11 billion industry
U.S. Department of Energy
American Association for the Advancement of Science (AAAS)
Fellow, Consultant, 2011-2014, Washington, DC
• Designed and conducted a series of innovative global energy-
efficient appliance competitions in an initiative across 7
countries. Achieved product improvements by 2 global
manufacturers, policy changes in 4 countries (Europe, India,
South Korea and United States), and capacity building in 2
countries (Philippines, India)
• Led an initiative of 7 governments to promote public
procurement of energy efficient appliances with street lighting
focus
• Spurred further investment by the U.S. State Department to
promote renewable energy mini-grids in India
• Co-led and coordinated action plan between U.S. and Indian
government agencies for the U.S-India Promoting Energy
Access through Clean Energy (PEACE) initiative based on the
high level goals.
• Advised White House led Power Africa initiative’s off-grid
working group in expanding energy access to rural populations
by supporting mini-grids
Cadence Design Systems
Architect, 1999-2011, Chelmsford, MA
• Delivered innovation to market in industry-first model checking
product with 20+ refereed technical publications and 4 US
patents
• Delivered core technical content to flagship products with $80M
in cumulative annual revenue for customers including Intel,
IBM, AMD, ST Microelectronics, TI, Sony and Nokia
• Architected formal verification innovation and product roadmap
• Established infrastructure to support product delivery by cross-
functional and cross-geographical teams on multiple release
streams and platforms to a 50+ customers
Citibank Overseas Software Limited
Software Analyst, 1992-1993, Mumbai, India
• Developed financial derivatives software for Citibank
• BlueWave Leadership Award 2022
• U.S. Department of Energy Secretary’s Honor Award for the
Clean Energy Ministerial team, 2012
• Cadence Invention of the Year Finalist and Cadence Product
Innovation Award, 2005
• Best Paper Award at Cadence Technical Conference, 2005,
Design Automation Conference, 2000
• 4 U.S patents (7444274, 7428712, 7181708, 7047510)
• 23 papers in premier conference/journals of energy efficiency
and formal methods in computer aided verification (Details in
Google Scholar profile)
• Panel/speaker/tutorial invitations to various conferences
• Solar Energy Business Association of New England (SEBANE)
Policy Committee Member
EXPERIENCE
PUBLICATIONS / AWARDS /
COMMITTEE POSITIONS
Submit Date: Sep 04, 2025
First Name Middle
Initial
Last Name
Email Address
Home Address Suite or Apt
City State Postal Code
Primary Phone Alternate Phone
Employer Job Title
Lexington MA Boards & Committees
Application Form
Profile
Attendance to a regularly scheduled meeting of the board or committee of interest is
strongly encouraged when considering applying for membership. All committee
meetings are open to the public and are posted at least 48 hours in advance of the
meeting in our www.lexingtonma.gov/calendar.
If you are appointed to the board or committee for which you have applied, information
from this application will be used to contact you regarding your appointment from the
appointing authority as well as the Town Clerk’s Office. Please do not offer information
on this application you would prefer we not use.
Applications will be kept on file and considered as vacancies occur for up to six months
unless otherwise noted.
If you have any questions or need more information regarding the completion of the
application, please contact either the Select Board Office at 781-698-4580 or the Town
Manager’s Office at 781-698-4540.
Nickname
Preferred Title (i.e. Mr., Ms., Mx., Dr., Rev .....)
Alternate Email Address (Optional)
Length of Residence in Lexington (Note: ZBA requirement is a minimum of 8
years)
22 years
What Precinct do you live in?
Precinct 9
Alicia Morris
@verizon.net
Lexington MA 02421
Mobile: (781)
Librarian
Alicia Morris
Upload a Resume
Conflict of Interest Law Training Certificate
Work Address
Medford, MA 02155
Which Boards would you like to apply for?
Tree Committee: Submitted
Interests & Experiences
Please tell us about yourself and why you want to serve.
Special Training and/or Qualifications
Why are you interested in serving on a board or commission?
I am interested in contributing to the committee's efforts to incorporate consideration of the
importance of maintaining the tree canopy in town planning and supporting efforts to
educate residents on the value of preserving the tree canopy in maintaining a healthy
environment.
How did you hear about the board or commission for which you are applying?
Website
Have you recently attended any meetings of the board or committee for
which you are applying?
Yes No
Have you confirmed your availability to attend the board or committee's
meetings? (i.e. can attend at the time the committee regularly meets)
Yes No
Do you currently serve on another board or committee?
Yes No
If yes, please list date of most recent Conflict of Interest Law Training.
Alicia Morris
Alicia M. Morris ___________________________________________________
EXPERIENCE
Tufts University, Tisch Library
Assistant Director, 2016-
Head of Technical Services, 2008-2015
•Responsible for the overall management of Acquisitions, Metadata Services, In-house Digitization, and Repository Services units (Materials budget $12,000,00; Staff 15 FTE)
•Provide leadership to Resource Management and Repository Services staff
•Responsible for data management in the Alma Library Management System
•Collaborate with University partners to manage the development of administrative and user interfaces for the Tufts institutional repository
o Lead team providing metadata creation and management for digitized content contributed to the institutional repository. Provide metadata consultation services for students and researchers creating digital scholarship
MITRE Corporation, Bedford, MA
Information Systems Analysis Lead 2004-2008
Senior Information Analyst, 2000-2004
•Project Manager for Information Services website redesign project
•Administrator Sirsi Library System
•Managed the Cataloging and Taxonomy teams
•Provided systems support to Information Services Department
•Provided metadata consultation and support to staff
•Responsible for the cataloging and authority control of materials in print andnon-print formats.
•Responsible for maintaining and updating the MITRE Subject Taxonomy
Quality Control Librarian Fenway Libraries Online, Boston, MA, 1998-2000
Boston-Area Project Supervisor The Donohue Group, Inc., Wethersfield, CT, 1996-1998
Head, Bibliographic Services Minuteman Library Network, Framingham, MA, 1995-1996
Assistant Head, Acquisitions Department University of Pennsylvania Libraries, Philadelphia, PA 1988-1994
COMMMITTEE WORK
•Member, Samvera Board, 2020-2023
•Treasurer, Samvera, 2021-2023
•Member, Samvera Communications Working Group 2019-
•Tisch Library Executive and Management Councils, 2016-
•Tufts Fedora Repository Oversight Group, 2014-
•Tufts Libraries Council, 2019-
•Tufts Libraries Integrated Library Management System Task Force, 2015-2017
•Tufts Libraries Collections Steering Team, 2010-
•Tufts Libraries Metadata Management Team (Chair), 2008-
•Tufts University Digital Humanities Steering Committee 2018-2020
EDUCATION 2010 Leadership Institute for Academic Librarians, Harvard Graduate School of Education 1986 Drexel University: MS in Information Studies. 1979 University of Pennsylvania: BA with Honors in English
PRESENTATIONS and PUBLICATIONS
•Chris Awre, Karen Cariani, Nabeela Jaffer, Alicia Morris, “Making repositoriespart of your digital strategy: experience from the Samvera Community.”Presentation at Open Repositories, June 7, 2021.
•Chris Awre, Karen Cariani, Nabeela Jaffer, Alicia Morris, “How the SamveraCommunity can be part of your digital strategy.” Presentation at SamveraConnect 2020, October 22, 2020.
•Alicia Morris, “Trove, Tufts Digital Image Library.” Presentation at HydraConnect 2016 Boston, October 2, 2016.
•Alex May, Alicia Morris, “From Mira to Trove.” Lightning talk at BLCNetworking Day, June 2, 2015.
•Alicia Morris, “Tufts Digital Image Library (TDIL) Implementation.” Postersession at HydraConnect2, Cleveland, Ohio, October 1, 2014.
•Alicia Morris, “MIRA and TDIL workflows for images.” Presentation atHydraConnect Meeting, Cleveland, Ohio, October 2, 2014.
•Alex May, Christopher Strauber, Alicia Morris, “Libraries and DigitalHumanities: Infrastructure, Services, Partnerships.” Presentation at TuftsDigital Humanities Symposium: Innovation, Pedagogy, and ScientificLeadership, April 23, 2014.
•Erin Faulder, Alicia Morris, “Adopting Hydra at Tufts University.”Presentation at Hydra Connect Meeting, San Diego, CA, January 21, 2014.
• Alicia Morris, “Rethinking Tech Services: How we used the Tisch Miscellany to reshape Technical Services.” Presentation at the NETSL Annual Conference, Worcester, MA, May 3, 2012
• Dana Elder, Alexander May and Alicia Morris, “Developing metadata services at Tisch Library.” Presentation at Metadata Day: 2012 Professional Development Day for Science Librarians, Shrewsbury, MA, May 9, 2012
• Alexander May and Alicia Morris, “The Miscellany Collection: How a Small Digital Collection Caught the Imagination of the Scholarly Community at Tufts and Beyond.” Presentation at the New England Library Association Annual Conference, October 2011
• Alicia Morris, “Providing financial information using NOTIS Fund Accounting.” Presentation at the NOTIS User’s Group Meeting, Chicago, IL, October 1993
• Morris, Alicia. “Costs of managing exceptions to the workflow in acquisitions departments.” The Acquisitions Librarian, no. 4, 1990, p. 21-31
AGENDA ITEM SUMMARY
LEXINGTON SELECT BOARD MEETING
AGENDA ITEM TITLE:
Approve: Proclamation Requests
PRESENTER:
Jill Hai, Select Board Chair
ITEM
NUMBER:
C.4
SUMMARY:
Category: Decision-Making
The Department of Public Works is requesting that the Select Board approve and sign a proclamation
recognizing the day of October 28, 2025 as National First Responders Day.
The Lexington Daughters of the American Revolution (DAR) is requesting that the Select Board approve
and sign a proclamation recognizing October 18, 2025, as the 130th Birthday of the Lexington DAR.
SUGGESTED MOTION:
To approve the National First Responders Day Proclamation recognizing October 28, 2025, and the Lexington
Daughters of the American Revolution 130th Birthday Proclamation recognizing October 18, 2025, as
presented.
Move to approve the consent.
FOLLOW-UP:
Select Board Office.
DATE AND APPROXIMATE TIME ON AGENDA:
10/17/2025
ATTACHMENTS:
Description Type
10172025 First Responders Day Backup Material
DAR 130 Backup Material
Town of Lexington, Massachusetts
SELECT BOARD OFFICE
Proclamation
Whereas: first responders—including public works professionals, firefighters, police officers, emergency
medical technicians, 911 operators, paramedics, and other emergency personnel—stand on the
front lines of our communities, selflessly serving and protecting the citizens of Lexington,
Massachusetts in times of crisis; and
Whereas: first responders respond swiftly and courageously to emergencies, often putting their own lives at
risk to ensure the safety and well-being of others, whether in natural disasters, accidents, medical
emergencies, or public health and safety threats; and
Whereas: it is in the public interest for the citizens, civic leaders, and children in Lexington, Massachusetts
to gain knowledge of and maintain an ongoing interest and understanding of the importance of
public works and other first responder efforts in their respective communities; and
Whereas: the year 2025 marks the 7th annual National First Responders Day sponsored by bipartisan
resolutions in the US Senate and House
NOW, THEREFORE, WE, THE SELECT BOARD of the Town of Lexington, Massachusetts, do hereby
proclaim October 28, 2025 as
National First Responders Day
We urge all citizens to join with representatives of the American Public Works Association and government
agencies in activities, events, and ceremonies paying tribute to our public works first responders alongside law
enforcement, firefighters, paramedics, emergency medical technicians, 911 operators, and other emergency
personnel, to recognize the substantial contributions they make to protecting our national health, safety, and
advancing the quality of life for all.
.
IN WITNESS WHEREOF, we have set our hands and caused the seal of Lexington to be affixed herewith on the
17th of October, 2025.
JILL I. HAI, CHAIR JOSEPH N. PATO
DOUGLAS M. LUCENTE MARK D. SANDEEN
VINEETA A. KUMAR
Town of Lexington, Massachusetts
SELECT BOARD OFFICE Proclamation
Whereas: The Lexington Chapter of the Daughters of the American Revolution join together in celebration
of its One Hundred and Thirtieth Birthday; and
Whereas: The Lexington Daughters of the American Revolution met on October 19, 1895 to hold its first
meeting at the home of Mrs. Sarah Bowman Van Ness; and
Whereas: The Lexington Chapter’s mission is to honor those who achieved American independence
whether by active military service, civil service or patriotic service, such as signing an oath of
fidelity, providing for material goods or loss of fortune for our cause; and
Whereas: The Lexington’s Chapter’s mission is to promote patriotism, education and preservation for
those that served; and
NOW, THEREFORE, WE, THE SELECT BOARD of the Town of Lexington, Massachusetts, do hereby
proclaim and recognize Saturday, October 18, 2025 as the
130th Birthday of the Lexington Daughters of the American Revolution
in the Town of Lexington and call upon all citizens to join us in celebrating and acknowledging the Lexington
DAR Chapter's achievements and contributions on its birthday.
IN WITNESS WHEREOF, we have set our hands and caused the seal of Lexington to be affixed herewith on the
17th of October 2025.
JILL I. HAI, CHAIR JOSEPH N. PATO
DOUGLAS M. LUCENTE MARK D. SANDEEN
VINEETA A. KUMAR
AGENDA ITEM SUMMARY
LEXINGTON SELECT BOARD MEETING
AGENDA ITEM TITLE:
Public Hearing: FY2026 Water and Sewer Rates
PRESENTER:
Carolyn Kosnoff, Assistant Town
Manager Finance
ITEM
NUMBER:
I.1
SUMMARY:
Category: Public Hearing
Staff will present the proposed Water and Wastewater rates for Fiscal Year 2026, along with supporting
information:
Review of FY2025 water and sewer operating results, retained earnings and consumption trends
FY2026 water and sewer budgets as adopted at the 2025 annual town meeting and proposed
revisions for STM 2025-2 which will serve as the basis for calculating FY2026 water and sewer
rates
Projected FY2026 water and sewer usage which will also serve as the basis for calculating FY2026
water and sewer rates
Rate-payer impact and community comparisons
This item also serves as the public hearing on Water and Wastewater rates for FY2026 ahead of the Boards
final vote which is expected on November 3, 2025.
SUGGESTED MOTION:
N/A
FOLLOW-UP:
Select Board is scheduled to vote the final FY2026 rates on November 3, 2025.
DATE AND APPROXIMATE TIME ON AGENDA:
10/17/2025 11:10am
ATTACHMENTS:
Description Type
FY2026 Proposed Water & Sewer Rate Memo Cover Memo
FY2026 Water & Sewer Rate Setting Presentation Presentation
Memoranda
To: Steve Bartha, Town Manager
From: Carolyn Kosnoff, Assistant Town Manager for Finance
Date: October 10, 2025
Subject: Proposed FY2026 Water and Wastewater Rates
The attached packet contains information in support of the proposed FY2026 water and
wastewater rates. The following reports are included for your reference:
a.FY2025 Operating Results for the water and wastewater operations
b.Water consumption history and chart for FY2018 to FY2025, and estimates of
FY2026 usage used for calculating proposed FY2026 water and wastewater
rates
c.Water consumption and graphs provided by MWRA- MWRA system wide
CY2022 -CY2024; and Lexington CY2022 - CY2024
d.Water and wastewater expenditure history including amendments to the FY2026
budgets proposed for the 2025 Fall Special Town Meeting to serve as the basis
for proposed FY2026 rates
e.Proposed FY2026 water and wastewater rates
f.A history of water purchased from the MWRA, by month, from 2006 through
September, 2025 with a highlight on recent summer usage
g.A presentation of the combined impact of FY2026 water and wastewater rates at
various levels of annual usage
h.Community comparison of water and sewer charges and assessments from
MWRA Advisory Board's 2024 Annual Water and Wastewater Retail Rate Survey
i.FY2025 and FY2026 MWRA assessments for all peer communities that utilize
MWRA for water and sewer services
FY2025 Water and Wastewater Enterprise Operating Results
The Water Enterprise ended FY2025 with an operating surplus of approximately
$2,119,000. This surplus was due to revenues exceeding estimates by $1,918,000, plus
a turn-back of $201,000 in expenditures.
Surplus revenue was primarily generated from $1,233,000 in excess user charges.
Irrigation revenue exceeded estimates by $418,000, but was partly offset by lower than
expected usage by the Town of Bedford. Revenues also benefited from $687,174 in
interest income.
Water Enterprise expenses were under budget in several areas including compensation
and contractual services. Detailed Water Enterprise operating results for FY2025 can
be found on page 7.
Town of Lexington
.
1
A review of FY2025 billed water use versus budgeted estimates (page 9) shows that
estimated usage across tiers 1, 2 and 3 down aligned with projections. Tiered usage
continues to reflect the downward trend in domestic consumption that began in FY2018
(with the exception of FY2021 which reflected a change in behaviors related to the
pandemic), though this trend appears to be leveling off.
The Sewer Enterprise ended FY2025 with net operating income of $360,000, which
reflects a $243,000 revenue surplus and turn-backs of $118,000 in expenditures.
Wastewater revenue benefited from slightly higher than projected receipts from tiered
revenue, as well as collection of liens and interest income. Expenses were favorable in
compensation, contractual services, and supplies. Detailed Wastewater Enterprise
operating results for FY2025 can be found on page 8.
FY2026 Water and Wastewater Enterprise Fund Budgets
On a combined basis, Lexington's water and wastewater budgets are increasing 3.7%
from FY2025 to FY2026. Detailed budgets for the enterprise funds are on pages 12 and
13.
Enterprise Budgets
FY2025 Budget FY2026 Budget*$ Change % Change
Water Enterprise $ 13,357,484 $ 13,950,718 $ 593,234 4.4%
Wastewater Enterprise $ 12,821,490 $ 13,193,477 $ 371,987 2.9%
Combined Enterprise Budgets $ 26,178,974 $ 27,144,195 $ 965,221 3.7%
*Reflects water and wastewater budget adjustments proposed for the Fall 2025 STM-2 for actual debt service and final MWRA assessments.
The FY2026 Water Enterprise budget is $13,950,718 inclusive of indirect costs, which
represents a $593,234 increase, or 4.4%, from the final FY2025 budget. This increase is
primarily due to an increase in the annual MWRA assessment of $218,618 or 2.6%
compared to FY2025, and an increase in cash capital investment (page 12).
The FY2026 Wastewater Enterprise budget is $13,193,477 inclusive of indirect costs,
which represents a $371,987 increase, or 2.9%, over the final FY2025 budget. This
increase is attributable to a $180,203, or 2.0% increase in the MWRA assessment
compared to the FY2023 budget and the addition of $100,000 in cash capital (page 13).
The largest expense in both the water and wastewater budgets is our annual
assessment from the MWRA which for FY2026 represents 62.0% and 70.7% of the total
budgets, respectively. Several factors impact the Town's MWRA assessments from
year-to-year, though they are largely driven by changes in the MWRA's annual budget.
Our water assessment will also fluctuate based on Lexington's consumption of water
during the previous calendar year, and our Town's percent share of consumption in
relation to the total MWRA system. For wastewater, our assessment will fluctuate based
on our Town's average sewer flows from the past three calendar years and our Town's
wastewater contamination levels.
2
Proposed FY2026 Water and Wastewater Rates
Preliminary water and wastewater rates are proposed to increase 3.5%, on a combined
basis. This average increase reflects a 3.5% increase in water rates and a 3.4%
increase in wastewater rates. The proposed rate calculations are based on budgeted
expenses and estimated water and wastewater consumption for fiscal year 2026.
Detailed rate calculations are on pages 14 and 15.
PROPOSED FY2026 RATES
Residential / Commercial / Industrial FY25 Water Rates
Proposed FY26 Water Rates % Change
FY25 Wastewater Rates
Proposed FY26 Wastewater Rates % Change
Tier 1 $5.06 $5.24 3.6%$10.27 $10.62 3.4%
Tier 2 $7.59 $7.86 3.6%$16.78 $17.35 3.4%
Tier 3 $10.02 $10.37 3.5%$26.69 $27.60 3.4%
Irrigation $10.02 $10.37 3.5%NA NA NA
Municipal $3.92 $3.93 0.3%$3.68 $3.68 0.0%
Hanscom/Lincoln Labs $7.46 $7.72 3.5%NA NA NA
VA Hospital $8.92 $9.23 3.5%NA NA NA
Bedford $3.77 $3.78 0.3%NA NA NA
Flat Sewer Rate (annual)NA NA NA $470.03 $486.05 3.4%
** Rounding on % change may differ slightly compared to pages 14 & 15 due to rates being rounded to the whole penny.
The proposed 3.5% increase in water rates is primarily attributable to the increase in the
FY2026 water budget. Total consumption estimates are mostly flat compared to
FY2025, though minor adjustments were made to various categories of water users.
Irrigation consumption for FY2026 is estimated on historical trends but may exceed
projections based on the summer trend of usage, which is currently in-line with the prior
summer. Surplus revenue would add to Retained Earnings and may be used for cash
capital, or to cover shortfalls that may be experienced in future years.
The proposed 3.4% increase in wastewater rates is attributable to the 2.9% increase in
the FY2026 wastewater budget and wastewater flows that are projected for the coming
year.
The estimated consumption used to build the preliminary FY2026 rates is shown on
page 9.
Projected FY2025 Water and Sewer Consumption for Rate Calculation
Estimates for FY2024 Rates Estimates for FY2025 Rates $ Change % Change
Total Water Consumption 2,222,000 2,217,000 $ (5,000) -0.2%
Total Sewer Consumption 920,000 918,000 $ (2,000) -0.2%
3
Staff estimated consumption from review and analysis of the data shown on pages 9
and 11, including averages of the Town's usage by category. These estimates were
further adjusted for the recent trend experiences which may be reflective of future
consumption levels.
Water trends can vary depending on weather, and in an effort to show wet year versus
dry year variations, the history of water purchased from the MWRA by month and fiscal
year from 2006 to 2025 is presented on page 16.
Wholesale Water and Sewer Rates
Bedford's contractual rate and the rate charged to municipal operations is based on
Lexington's wholesale water rate. The wholesale rate for any given year is calculated
by dividing the Town's current MWRA assessment by our total consumption from the
previous calendar year (the FY2026 MWRA assessment is a function of the Town’s
calendar year 2024 purchases of water from the MWRA). Water purchased from MWRA
in calendar year 2024 increased by 2.3%, however our share of the total MWRA system
decreased slightly (1.3%) compared to the prior year. For FY2026 the wholesale cost of
water increased 0.3%.
Staff is recommending that our municipal wastewater rate remain flat for FY2026 as the
calculated wholesale rate is lower than the FY2025 wastewater rate. The wholesale
sewer rate is calculated by dividing the Town's current MWRA sewer assessment by an
average of the past three calendar years of sewer flows (the FY2026 assessment is a
function of the Town’s calendar years 2022-2024 sewer flows to the MWRA).
Historical Rate Increases: Cost Impact on Household of Average Consumption
For the period FY2010 to FY2026, the table below depicts the cost impact of annual
changes in water and wastewater rates on a household consuming 120 hundred cubic
feet (HCF) annually, which is the MWRA’s determination of average household usage
throughout its system. As noted above, the FY2026 proposed rates would increase the
annual combined cost of water and sewer for an average household by 3.5% or
approximately $76.00 per year.
4
Annual Water/Sewer Charges for Household Using 120 HCF/Year
Water Sewer Total $ Change from Prior Year % Change from Prior Year
FY2026 $733.60 $1,543.60 $2,277.20 $76.00 3.5%
FY2025 $708.40 $1,492.80 $2,201.20 $78.80 3.7%
FY2024 $708.40 $1,414.00 $2,122.40 $100.40 5.0%
FY2023 $670.40 $1,351.60 $2,022.00 $82.80 4.3%
FY2022 $664.80 $1,274.40 $1,939.20 $112.00 6.1%
FY2021 $615.60 $1,211.60 $1,827.20 $69.60 4.0%
FY2020 $573.60 $1,184.00 $1,757.60 $120.00 7.3%
FY2019 $554.00 $1,083.60 $1,637.60 $96.40 6.3%
FY2018 $544.40 $996.80 $1,541.20 $20.80 1.4%
FY2017 $526.40 $994.00 $1,520.40 $40.77 2.8%
FY2016 $501.96 $977.67 $1,479.63 $(28.37)-1.9%
FY2015 $483.20 $1,024.80 $1,508.00 $27.20 1.8%
FY2014 $463.60 $1,017.20 $1,480.80 $24.00 1.6%
FY2013 $448.00 $1,008.80 $1,456.80 $49.48 3.5%
FY2012 $436.79 $970.52 $1,407.32 $157.28 12.6%
FY2011 $411.60 $838.44 $1,250.04 $9.64 0.8%
FY2010 $407.60 $832.80 $1,240.40
Average Annual Change: FY2011 to FY2025 3.9%
Staff analysis on actual meter data indicates that the average consumption for a single
family household in Lexington is approximately 70 HCF/year, significantly lower than the
120 HCF/year as defined by the MWRA. Based on consumption of 70 HCF/year,
proposed FY2026 rates would increase the annual combined cost of water and sewer
by $37.10 per year.
Annual Water/Sewer Charges for Household Using 70 HCF/Year
Water Sewer Total
$ Change from Prior Year
% Change from Prior Year
FY2026 $ 366.80 $ 743.40 $ 1,110.20 $37.10 3.5%
FY2025 $ 354.20 $ 718.90 $ 1,073.10 $37.80 3.7%
FY2024 $ 354.20 $ 681.10 $ 1,035.30 $49.00 5.0%
FY2023 $ 335.30 $ 651.00 $ 986.30 $39.90 4.2%
FY2022 $ 332.50 $ 613.90 $ 946.40 $54.60 6.1%
FY2021 $ 308.00 $ 583.80 $ 891.80 $34.30 4.0%
FY2020 $ 287.00 $ 570.50 $ 857.50
The impact of the proposed FY2026 rates on a low (50 HCF), average (120 HCF) and
high user (240 HCF) is shown on page 17. Also shown is the impact on an average
5
single family home in Lexington and a hypothetical commercial user of 1000 HCF per
year.
Enterprise Fund Retained Earnings History
The retained earnings history of both the Water and Wastewater Enterprise funds as of
June 30th are in the table below. The retained earnings balance will fluctuate from year-
to-year and will increase by surplus revenue collected and unexpended appropriations.
It will decrease due to annual operating losses, appropriations for capital improvements
or to mitigate rate increases.
Retained Earnings History
Certified as of 6/30/2022 Certified as of 6/30/2023 Certified as of 6/30/2024
Projected Retained Earnings as of 6/30/2025
Water Enterprise $ 769,999 $ 3,216,062 $ 2,813,094 $ 3,538,000
Wastewater Enterprise $ 1,807,854 $ 1,625,447 $ 1,617,019 $ 1,251,000
Water retained earnings as of June 30, 2024 was $2,813,094 and is projected to be
approximately $3,538,000 as of June 30, 2025. The year-over year increase reflects
surplus revenue of $2,119,000, offset by the use of $1,434,440 in capital appropriations
in the FY2026 budget.
Wastewater retained earnings as of June 30, 2024 was $1,617,019, and is projected to
be approximately $1,251,000 as of June 30, 2025. The decrease in wastewater
retained earnings is due to cash capital appropriations of $809,931 in the FY2026
budget, partly offset by FY2025 operating surplus as noted in the Operating Results
section above.
It has been the practice of the Town to maintain a balance in retained earnings for a
variety of reasons including the funding of unanticipated emergency spending; to cover
potential revenue shortfalls; and to serve as a source of working capital so that General
Fund cash does not have to be used for water and wastewater fund operations. It is
proposed that this practice continue and any amounts in excess retained earnings be
applied to finance capital projects.
Community Comparisons
Finally, included is a comparison of Lexington’s proposed rates with those of the other
MWRA member communities based on the MWRA Advisory Board’s Annual Water and
Wastewater Retail Rate Survey for 2024 (page 18) and a comparison of assessments
for all member communities that purchase water and wastewater services from the
MWRA (page 19).
6
Water Enterprise Operating Results - FY2025
Revenues FY2025 Revised Budget FY2025 Actuals Favorable/ (Unfavorable)
User Charges $ 12,985,484 $ 14,218,390 $ 1,232,906
Non-Rate Revenue
Penalties & Interest Late Charges $ 40,000 $ 43,373 $ 3,373
Tax Liens/Titles Redeemed $ 890
2024 & Prior Water Liens $ 17,307
2025 Water Lien $ 164,607
Total Tax Titles/Water Liens $ 190,000 $ 182,804 $ (7,196)
New Meter Charge $ 40,000 $ 51,393 $ 11,393
Misc. Dept Revenue $ 12,000 $ 20,226 $ 8,226
Backflow Testing $ 40,000 $ 71,804 $ 31,804
Interest Earned $ 50,000 $ 687,174 $ 637,174
Sub-total Non-rate Revenue $ 372,000 $ 1,056,774 $ 684,774
Retained Earnings $ — $ — $ —
Water Enterprise Total Revenues $ 13,357,484 $ 15,275,164 $ 1,917,680
Expenses - Direct Costs
Compensation $ 971,418 $ 923,588 $ 47,830
Expenses:
Contractual Services $ 392,200 $ 280,748 $ 111,452
Utilities $ 18,000 $ 13,946 $ 4,054
Supplies $ 134,200 $ 98,050 $ 36,150
Small Equipment $ 70,000 $ 68,083 $ 1,917
Cash Capital $ 1,000,000 $ 1,000,000 $ —
Debt $ 1,368,116 $ 1,368,116 $ —
MWRA $ 8,432,204 $ 8,432,204 $ —
OPEB $ 3,045 $ 3,045 $ —
Total Direct Costs $ 12,389,183 $ 12,187,780 $ 201,403
Indirect Costs
Equipment Maintenance and Depreciation $ 33,701 $ 33,701 $ —
Auto Insurance $ 6,236 $ 6,236 $ —
Indirect Departmental Expenses $ 334,356 $ 334,356 $ —
Workers' Compensation $ 18,823 $ 18,823 $ —
Employee Benefits $ 201,648 $ 201,648 $ —
Retirement Costs $ 204,544 $ 204,544 $ —
Indirect Town Expenses $ 164,960 $ 164,960 $ —
General Insurance $ 4,033 $ 4,033 $ —
Total Indirect Costs $ 968,301 $ 968,301 $ —
Water Enterprise Total Expenses $ 13,357,484 $ 13,156,081 $ 201,403
FY2025 Surplus/(Deficit)$ — $ 2,119,083 $ 2,119,083
7
Wastewater Enterprise Operating Results - FY2025
Revenues FY2025 Revised Budget FY2025 Actuals Favorable/ (Unfavorable)
User Charges $ 12,461,490 $ 12,585,357 $ 123,867
Non-Rate Revenue
Penalties & Interest $ 60,000 $ 48,113 $ (11,887)
Tax Liens/Titles Redeemed $ 1,755
2024 & Prior Sewer Liens $ 33,743
2025 Sewer Lien $ 317,870
Total Tax Titles/Sewer Liens $ 260,000 $ 353,367 $ 93,367
Previous Connection Charges $ 0 $ 740 $ 740
Misc. Dept Revenue $ 10,000 $ 11,848 $ 1,848
Interest Earned $ 30,000 $ 64,623 $ 34,623
sub-total Non-Rate Revenue $ 360,000 $ 478,691 $ 118,691
Retained Earnings $ — $ — $ —
Wastewater Enterprise Total Revenues $ 12,821,490 $ 13,064,049 $ 242,559
Expenses - Direct Costs
Compensation $ 464,858 $ 423,941 $ 40,917
Expenses:
Contractual Services $ 308,400 $ 275,668 $ 32,732
Supplies $ 55,000 $ 22,686 $ 32,314
Utilities $ 132,500 $ 108,099 $ 24,401
Small Equipment $ 40,500 $ 52,988 $ (12,488)
Cash Capital $ 500,000 $ 500,000 $ —
Debt $ 1,569,746 $ 1,569,746 $ —
MWRA $ 9,153,352 $ 9,153,352 $ —
OPEB $ 609 $ 609 $ —
Total Direct Costs $ 12,224,965 $ 12,107,087 $ 117,878
Expenses - Indirect Costs
Equipment Maintenance and Depreciation $ 27,598 $ 27,598 $ —
Auto Insurance $ 3,467 $ 3,467 $ —
Indirect Departmental Expenses $ 276,303 $ 276,303 $ —
Workers' Compensation $ 6,866 $ 6,866 $ —
Employee Benefits $ 66,046 $ 66,046 $ —
Retirement Costs $ 72,384 $ 72,384 $ —
Indirect Town Expenses $ 131,359 $ 131,359 $ —
General Insurance $ 12,502 $ 12,502 $ —
Total Indirect Costs $ 596,525 $ 596,525 $ —
Wastewater Enterprise Total Expenses $ 12,821,490 $ 12,703,612 $ 117,878
FY2025 Surplus/(Deficit)$ — $ 360,436 $ 360,436
8
TOWN OF LEXINGTONWATER CONSUMPTION HISTORY FY2019 thru FY2025
(in hundred cubic feet(HCF))
A B (B-A)/A
(1)DESCRIPTION TIER
HCF RANGE FY2019 FY2020 FY2021 FY2022 FY2023 FY2024 FY2025
Estimates for FY25 Rates 10 Year Average 5-Year Average
Estimates for FY26 Rates
% change FY26 vs FY25 Estimate
(2)WATER TIER 1 0-40 644,456 635,458 688,356 642,648 659,014 627,822 648,243 642,000 655,022 653,217 642,000 —%
(3)TIER 2 41-80 90,091 84,705 124,119 82,313 94,345 73,520 81,037 87,000 95,044 91,067 85,000 (2.3)%
(4)TIER 3 80+194,533 190,371 172,745 180,313 192,055 193,252 193,974 188,000 200,695 186,468 188,000 —%
(5)TOTAL 929,080 910,534 985,220 905,274 945,414 894,594 923,254 917,000 950,761 930,751 915,000 (0.2)%
(6)WATER - MUNICIPAL FLAT RATE 31,826 23,641 35,908 23,634 59,114 14,300 53,023 30,000 37,313 37,196 30,000 (0.2)%
(7)WATER-IRRIGATION TIER 3 339,772 306,548 504,998 330,409 469,583 297,749 401,712 360,000 384,145 400,890 360,000 —%
(8)WATER BEDFORD FLAT RATE 657,483 756,890 772,132 750,662 827,086 671,074 622,200 700,000 705,681 728,631 695,000 (0.7)%
(9)WATER - VA HOSPITAL FLAT RATE 24,444 11,349 5,913 14,055 18,873 5,391 35,524 10,000 20,660 15,951 12,000 20.0%
(10)
HANSCOM/LINCOLN LABS 110+111 234,333 227,734 208,616 183,406 253,246 243,362 216,605 205,000 228,201 221,047 205,000 —%
(11)WATER-BURLINGTON FLAT RATE —2,883 ——————1,841 ——
(12)TOTAL WATER 2,216,938 2,239,579 2,512,787 2,197,854 2,568,498 2,126,470 2,252,318 2,222,000 2,350,425 2,331,585 2,217,000 (0.2)%
(13)SEWER TIER 1 0-40 636,342 627,872 680,647 635,775 651,895 622,339 642,703 636,000 647,521 646,672 636,000 —%
(14)TIER 2 41-80 88,283 83,318 121,881 80,865 92,543 72,487 79,585 86,000 93,266 89,472 84,000 (2.3)%
(15)TIER 3 80+192,973 189,217 170,119 178,642 190,071 191,748 191,999 186,000 198,939 184,516 186,000 —%
(16)TOTAL 917,598 900,407 972,647 895,282 934,509 886,574 914,287 908,000 939,726 920,660 906,000 (0.2)%
(17)SEWER- MUNICIPAL FLAT RATE 10,511 11,349 8,683 11,808 15,549 15,295 17,829 12,000 13,147 13,833 12,000 —%
(18)TOTAL SEWER 928,109 911,756 981,330 907,090 950,058 901,869 932,116 920,000 952,873 934,493 918,000 (0.2)%
(19)GRAND TOTAL 3,145,047 3,151,335 3,494,117 3,104,944 3,518,556 3,028,339 3,184,434 3,142,000 3,303,298 3,266,078 3,135,000 (0.2)%
9
Usage in HCFWater & Wastewater Consumption Trends
Sewer Tier 1 Sewer Tier 2 Sewer Tier 3 Water Tier 1
Water Tier 2 Water Tier 3 Irrigation
FY2017 FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 FY2024 FY2025 Estimates
for FY26
Rates
—
250,000
500,000
750,000
1,000,000
1,250,000
1,500,000
1,750,000
2,000,000
2,250,000
2,500,000
2,750,000
10
11
Water Enterprise Fund - Town of Lexington
Budget and Spending History: FY2021 to FY2025
Direct Costs FY2021 Actuals FY2022 Actuals FY2023 Actuals FY2025 Final Budget FY2025 Actuals FY2026 TM Budget
FY2026 Revised Budget*$ Change % Change
Compensation $ 834,114 $ 823,447 $ 769,073 $ 971,418 $ 923,588 $ 1,074,990 $ 1,074,990 $ 103,572 10.7 %
Expenses
Contractual Services $ 171,836 $ 247,482 $ 237,690 $ 392,200 $ 280,748 $ 428,200 $ 428,200 $ 36,000 9.2 %
Utilities $ 14,104 $ 21,415 $ 17,023 $ 18,000 $ 13,946 $ 20,500 $ 20,500 $ 2,500 13.9 %
Supplies $ 133,964 $ 89,781 $ 84,131 $ 134,200 $ 98,050 $ 191,400 $ 191,400 $ 57,200 7.3 %
Small Equipment $ 77,198 $ 19,471 $ 6,560 $ 70,000 $ 68,083 $ 35,000 $ 35,000 $ (35,000) (50.0) %
Cash Capital $ 200,000 $ 400,000 $ 600,000 $ 1,000,000 $ 1,000,000 $ 1,200,000 $ 1,200,000 $ 200,000 20.0 %
Debt $ 1,192,910 $ 1,097,696 $ 1,195,180 $ 1,368,116 $ 1,368,116 $ 1,438,006 $ 1,344,517 $ (23,599) (1.7) %
MWRA $ 8,006,399 $ 8,743,912 $ 8,493,467 $ 8,432,204 $ 8,432,204 $ 8,650,822 $ 8,650,822 $ 218,618 2.6 %
OPEB $ — $ 2,761 $ 2,761 $ 3,045 $ 3,045 $ 3,045 $ 3,045 $ —
Total Direct Costs $ 10,630,525 $ 11,445,965 $ 11,405,884 $ 12,389,183 $ 12,187,780 $ 13,041,963 $ 12,948,474 $ 559,291 4.5 %
Indirect Costs
Equipment Maintenance and Depreciation $ 38,616 $ 36,369 $ 31,024 $ 33,701 $ 33,701 $ 33,701 $ 33,701 $ — — %
Auto Insurance $ 8,673 $ 6,114 $ 6,644 $ 6,236 $ 6,236 $ 6,236 $ 6,236 $ — — %
Indirect Departmental Expenses $ 314,776 $ 296,339 $ 308,018 $ 334,356 $ 334,356 $ 359,707 $ 359,707 $ 25,351 7.6 %
Workers' Compensation $ 15,914 $ 18,038 $ 16,406 $ 18,823 $ 18,823 $ 20,498 $ 20,498 $ 1,675 8.9 %
Employee Benefits $ 201,181 $ 208,331 $ 225,513 $ 201,648 $ 201,648 $ 191,479 $ 191,479 $ (10,169) (5.0) %
Retirement Costs $ 179,301 $ 174,971 $ 200,990 $ 204,544 $ 204,544 $ 211,798 $ 211,798 $ 7,254 3.5 %
Indirect Town Expenses $ 167,154 $ 173,468 $ 183,671 $ 164,960 $ 164,960 $ 174,364 $ 174,364 $ 9,404 5.7 %
General Insurance $ 4,386 $ 4,615 $ 4,827 $ 4,033 $ 4,033 $ 4,461 $ 4,461 $ 428 10.6 %
Total Indirect Costs $ 930,001 $ 918,245 $ 977,093 $ 968,301 $ 968,301 $ 1,002,244 $ 1,002,244 $ 33,943 3.5 %
Water Enterprise Total Expenses $ 11,560,526 $ 12,364,210 $ 12,382,977 $ 13,357,484 $ 13,156,081 $ 14,044,207 $ 13,950,718 $ 593,234 4.4 %
*Revised FY2026 Budget reflects a proposed decrease FY2026 debt service compared to projected amounts voted at the 2025 Annual Town Meeting. This adjustment will be proposed for the Fall 2025-2 Special Town Meeting.
12
Wastewater Enterprise Fund - Town of Lexington
Budget and Spending History: FY2020 to FY2024
Direct Costs FY2022 Actuals FY2023 Actuals FY2024 Actuals FY2025 Final Budget FY2025 Actuals FY2026 TM Budget
FY2026 Revised Budget*$ Change % Change
Compensation $ 279,417 $ 348,279 $ 356,647 $ 464,858 $ 423,941 $ 497,353 $ 497,353 $ 32,495 7.0 %
Expenses
Contractual Services $ 119,436 $ 139,233 $ 115,945 $ 308,400 $ 275,668 $ 366,400 $ 366,400 $ 58,000 18.8 %
Utilities $ 145,003 $ 103,503 $ 166,976 $ 132,500 $ 108,099 $ 142,500 $ 142,500 $ 9,300 7.9 %
Supplies $ 28,811 $ 14,842 $ 43,007 $ 55,000 $ 22,686 $ 87,200 $ 87,200 $ 32,200 58.5 %
Small Equipment $ — $ 360 $ 12,964 $ 40,500 $ 52,988 $ 21,000 $ 21,000 $ (19,500) (48.1) %
Cash Capital $ 300,000 $ 400,000 $ 500,000 $ 500,000 $ 600,000 $ 600,000 $ 100,000 20.0 %
Debt $ 1,352,192 $ 1,561,467 $ 1,406,381 $ 1,569,746 $ 1,569,746 $ 1,672,086 $ 1,530,176 $ (39,570) (2.5) %
MWRA $ 8,177,213 $ 8,432,789 $ 8,861,891 $ 9,153,352 $ 9,153,352 $ 9,359,196 $ 9,333,555 $ 180,203 2.0 %
OPEB $ 3,004 $ 3,004 $ 3,004 $ 609 $ 609 $ 609 $ 609 $ —
Total Direct Costs $ 10,305,077 $ 10,903,476 $ 11,366,815 $ 12,224,965 $ 12,107,087 $ 12,746,344 $ 12,578,793 $ 353,828 2.9 %
Indirect Costs
Equipment Maintenance and Depreciation $ 27,231 $ 24,459 $ 23,076 $ 27,598 $ 27,598 $ 27,598 $ 27,598 $ — — %
Auto Insurance $ 4,058 $ 3,853 $ 3,467 $ 3,467 $ 3,467 $ 3,467 $ 3,467 $ — — %
Indirect Departmental Expenses $ 243,416 $ 245,603 $ 258,971 $ 276,303 $ 276,303 $ 293,445 $ 293,445 $ 17,142 6.2 %
Workers' Compensation $ 6,388 $ 6,028 $ 6,249 $ 6,866 $ 6,866 $ 7,651 $ 7,651 $ 785 11.4 %
Employee Benefits $ 36,297 $ 50,323 $ 72,940 $ 66,046 $ 66,046 $ 56,021 $ 56,021 $ (10,025) (15.2) %
Retirement Costs $ 51,756 $ 60,219 $ 66,086 $ 72,384 $ 72,384 $ 75,806 $ 75,806 $ 3,422 4.7 %
Indirect Town Expenses $ 134,714 $ 141,053 $ 145,840 $ 131,359 $ 131,359 $ 137,936 $ 137,936 $ 6,577 5.0 %
General Insurance $ 10,251 $ 10,878 $ 11,411 $ 12,502 $ 12,502 $ 12,760 $ 12,760 $ 258 2.1 %
Total Indirect Costs $ 514,111 $ 542,416 $ 588,040 $ 596,525 $ 596,525 $ 614,684 $ 614,684 $ 18,159 3.0 %
Wastewater Enterprise Total Expenses $ 10,819,188 $ 11,445,892 $ 11,954,855 $ 12,821,490 $ 12,703,612 $ 13,361,028 $ 13,193,477 $ 371,987 2.9 %
*Revised FY2026 Budget reflects a proposed decrease to reflect MWRA's final FY2026 assessment, and a decrease to reflect actual FY2026 debt service compared to projected amounts voted at the 2025 Annual Town Meeting. These adjustments will be proposed for the Fall 2025-2 Special Town Meeting.
13
FY26 Budget FY25 Budget FY24 Budget FY23 Budget FY22 Budget FY21 Budget FY20 Budget FY19 Budget
Water Budget $12,750,718 $12,357,484 $13,692,643 $12,077,671 $12,224,466 $11,522,329 $10,881,995 $10,749,241Investment in Capital/ Infrastructure*$1,200,000 $1,000,000 $—$600,000 $400,000 $200,000
Less: Estimated Non-Rate Revenue $(372,000)$(372,000)$(327,000)$(310,000)$(308,000)$(308,000)$(292,500)$(272,920)
Less: Use of Retained Earnings $—$—$(500,000)$—$—$—$—$(61,000)
Net Revenue to be Raised from Water Charges $13,578,718 $12,985,484 $12,865,643 $12,367,671 $12,316,466 $11,414,329 $10,589,495 $10,415,321
a b c d e f
Final FY2025 RATES Tier Tier Range (HCF)Tier as % of Subtotal
Estimated Consumption (HCF)Rate/ HCF
Residential/ Commercial/ Industrial Tier 1 0-40 70.0%642,000 $ 5.06
Residential/ Commercial/ Industrial Tier 2 41-80 9.5%87,000 $ 7.59
Residential/ Commercial/ Industrial Tier 3 80+20.5%188,000 $ 10.02
Subtotal 917,000
Irrigation All @ Tier 3 Rate 360,000 $ 10.02
Municipal Flat Rate 30,000 $ 3.92
Hanscom/ Lincoln Labs Flat Rate 205,000 $ 7.46
VA Hospital Flat Rate 10,000 $ 8.92
Bedford Water Agreement Flat Rate 700,000 $ 3.77
Subtotal 1,305,000
Total 2,222,000
PROPOSED FY2026 RATES Tier as % of Subtotal
Estimated Consumption (HCF)Rate/ HCF Revenue % Rate Increase
Residential/ Commercial/ Industrial Tier 1 0-40 70.2%642,000 $5.24 $ 3,364,080 3.5 %
Residential/ Commercial/ Industrial Tier 2 41-80 9.3%85,000 $7.86 $ 668,100 3.5 %
Residential/ Commercial/ Industrial Tier 3 80+20.5%188,000 $10.37 $ 1,949,560 3.5 %
Subtotal 915,000 $ 5,981,740
Irrigation All @ Tier 3 Rate 360,000 $10.37 $ 3,733,200 3.5 %
Municipal Flat Rate 30,000 $3.93 $ 117,900 0.3 %
Hanscom/ Lincoln Labs Flat Rate 205,000 $7.72 $ 1,582,600 3.5 %
VA Hospital Flat Rate 12,000 $9.23 $ 110,760 3.5 %
Bedford Water Agreement Flat Rate 695,000 $3.78 $ 2,627,100 0.3 %
Subtotal 1,302,000 $ 8,171,560
Total 2,217,000 $14,153,300
Estimated Gross Water Charges $ 14,153,300
Collection Rate 96 %
Estimated Net Revenue $ 13,587,168
Revenue Target $ 13,578,718
Surplus/ (Deficit) $ 8,450
PRELIMINARY FY2026 WATER RATES
14
PRELIMINARY FY2026 WASTEWATER RATES
FY26 Budget FY25 Budget FY24 Budget FY23 Budget FY22 Budget FY21 Budget FY20 Budget FY19 Budget
Wastewater Budget $12,593,477 $12,321,490 $11,798,638 $11,397,930 $11,003,270 $10,663,319 $10,453,931 $10,057,978
Investment in Capital/ Infrastructure $600,000 $500,000 $400,000 $300,000 $200,000 $100,000
Estimated Non-Rate Revenue $(350,000)$(360,000)$(382,000)$(370,000)$(362,000)$(362,000)$(362,000)$(365,000)
Use of Retained Earnings $—$—$—$—$—$—$—$—
Net Revenue to be Raised from Wastewater Charges
$12,843,477 $12,461,490 $11,816,638 $11,327,930 $10,841,270 $10,401,319 $10,091,931 $9,692,978
a b c d e f
FINAL FY2025 RATES Tier Tier Range (HCF)Tier as % of Subtotal
Estimated Consumption (HCF)Rate/ HCF
Residential/ Commercial/ Industrial Tier 1 0-40 67.3%636,000 $ 10.27
Residential/ Commercial/ Industrial Tier 2 41-80 10.3%86,000 $ 16.78
Residential/ Commercial/ Industrial Tier 3 80+22.4%186,000 $ 26.69
Municipal Flat Rate 12,000 $ 3.68
Total 920,000
PROPOSED FY2026 RATES Tier as % of Subtotal
Estimated Consumption (HCF)Rate/ HCF Revenue % Rate Increase
Residential/ Commercial/ Industrial Tier 1 0-40 70.2%636,000 $10.62 $ 6,754,320 3.4 %
Residential/ Commercial/ Industrial Tier 2 41-80 9.3%84,000 $17.35 $ 1,457,400 3.4 %
Residential/ Commercial/ Industrial Tier 3 80+20.5%186,000 $27.60 $ 5,133,600 3.4 %
Municipal Flat Rate 12,000 $3.68 $ 44,160 0.0 %
Total 918,000 $13,389,480
Estimated Gross Wastewater Charges $ 13,389,480
Collection Rate 96 %
Estimated Net Revenue $ 12,853,901
Revenue Target $ 12,843,477
Surplus/ (Deficit)$ 10,424
15
Water Purchased from the MWRA by Month and Fiscal Year: 2006 to 2025
MG Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Total
FY2006 219.9 224.4 196.1 143.3 119.1 121.0 122.1 109.3 123.2 129.4 148.6 157.3 1,813.7
FY2007 201.3 203.9 159.5 135.3 109.7 109.0 117.0 107.8 115.5 111.7 158.9 208.7 1,738.3
FY2008 216.9 225.2 202.7 141.5 102.1 107.9 111.5 103.8 121.3 122.2 149.6 185.2 1,789.9
FY2009 190.0 167.6 162.5 131.0 115.3 125.0 135.4 118.3 129.4 130.3 160.6 163.6 1,729.0
FY2010 160.5 189.3 171.5 122.0 106.7 115.4 120.9 106.1 116.9 113.3 157.3 181.4 1,661.3
FY2011 241.7 231.1 192.6 139.2 112.5 115.8 117.6 108.3 125.6 117.8 142.2 180.1 1,824.5
FY2012 231.1 186.1 154.0 129.2 99.9 104.8 106.7 104.3 107.7 123.4 147.9 165.1 1,660.2
FY2013 236.3 239.1 176.8 135.6 118.0 113.6 120.9 109.7 124.1 112.8 148.6 179.0 1,814.5
FY2014 227.4 235.8 203.6 163.2 121.9 115.9 123.5 104.1 107.5 119.8 151.1 207.9 1,881.7
FY2015 229.1 231.6 215.6 177.7 125.1 126.5 131.5 122.8 129.3 154.4 245.5 239.6 2,128.7
FY2016 237.0 246.7 226.1 156.1 115.8 112.1 115.3 108.8 116.1 118.5 173.5 243.1 1,969.1
FY2017 283.0 270.8 212.1 153.8 118.9 117.0 118.1 103.4 116.2 116.2 146.9 184.6 1,941.0
FY2018 194.8 223.8 190.1 164.8 123.0 116.9 136.5 103.8 116.1 111.8 158.5 205.2 1,845.3
FY2019 246.1 217.9 192.1 149.5 114.9 116.9 116.8 105.2 128.0 123.7 148.7 181.1 1,840.9
FY2020 223.2 222.8 196.9 156.3 129.2 136.5 129.4 115.1 126.0 121.3 173.4 242.9 1,973.0
FY2021 225.1 233.9 215.7 174.1 124.9 118.0 119.1 113.2 120.7 125.5 181.6 229.7 1,981.5
FY2022 179.3 211.9 175.9 148.2 117.1 113.0 120.9 106.6 117.7 117.4 179.6 220.6 1,808.2
FY2023 256.6 255.2 197.4 146.8 115.4 113.0 111.0 103.9 116.5 121.1 181.5 175.0 1,893.4
FY2024 183.8 182.4 162.7 138.8 112.0 100.7 110.1 97.3 102.9 125.3 184.8 196.1 1,696.9
FY2025 209.6 187.1 187.5 136.6 100.3 92.8 106.3 101.4 112.3 110.1 133.8 181.6 1,696.9
FY2026 231.9 231.7
Average FY06-FY25 219.6 219.3 189.6 147.2 115.1 114.6 119.5 107.7 118.7 121.3 163.6 196.4 1834.4
10 Year Average FY16-FY25 223.9 225.3 195.7 152.5 117.2 113.7 118.4 105.9 117.3 119.1 166.2 206.0 1864.6
5 Year Average FY21-FY25 210.9 214.1 187.8 148.9 113.9 107.5 113.5 104.5 114.0 119.9 172.3 200.6 1815.4
Summer 2023 722.7 Summer 2024 777.6 Summer 2025 779.0
16
Combined Water/Wastewater Bill for Low, Average & High Users:
Impact of Proposed Rate Changes
50 HCF (low user)
FY2025 FY2026 Proposed
Water $ 253.00 $ 262.00
Wastewater $ 513.50 $ 531.00
Combined $ 766.50 $ 793.00
$ Change from FY25 $ 26.50
% Change from FY25 3.5 %
70 HCF (Average Lexington Single Family Home)
FY2025 FY2026 Proposed
Water $ 354.20 $ 366.80
Wastewater $ 718.90 $ 743.40
Combined $ 1,073.10 $ 1,110.20
$ Change from FY25 $ 37.10
% Change from FY25 3.5 %
120 HCF (average user)
FY2025 FY2026 Proposed
Water $ 708.40 $ 733.60
Wastewater $ 1,492.80 $ 1,543.60
Combined $ 2,201.20 $ 2,277.20
$ Change from FY25 $ 76.00
% Change from FY25 3.5 %
240 HCF (high user)
FY2025 FY2026 Proposed
Water $ 1,813.60 $ 1,877.60
Wastewater $ 4,299.20 $ 4,445.60
Combined $ 6,112.80 $ 6,323.20
$ Change from FY25 $ 210.40
% Change from FY25 3.4 %
1000 HCF
FY2025 FY2026 Proposed
Water $ 9,428.80 $ 9,758.80
Wastewater $ 24,583.60 $ 25,421.60
Combined $ 34,012.40 $ 35,180.40
$ Change from FY25 $ 1,168.00
% Change from FY25 3.4 %
17
Rates for Communities Receiving Water and Sewer Services from MWRA*
Community Water Sewer Combined
Waltham $ 407.28 $ 733.32 $ 1,140.60
Everett $ 340.80 $ 924.00 $ 1,264.80
Malden $ 847.92 $ 926.88 $ 1,774.80
Boston $ 780.66 $ 1,043.53 $ 1,824.19
Chelsea $ 727.20 $ 1,212.00 $ 1,939.20
Norwood $ 889.44 $ 1,174.32 $ 2,063.76
Brookline $ 771.68 $ 1,314.32 $ 2,086.00
Watertown $ 781.48 $ 1,481.68 $ 2,263.16
Lexington $ 708.40 $ 1,492.80 $ 2,201.20
Revere $ 552.00 $ 1,665.60 $ 2,217.60
Medford $ 953.52 $ 1,421.28 $ 2,374.80
Stoneham $ 834.00 $ 1,470.00 $ 2,304.00
Quincy $ 1,038.00 $ 1,428.00 $ 2,466.00
Arlington $ 1,118.08 $ 1,298.68 $ 2,416.76
Framingham $ 1,044.60 $ 1,316.52 $ 2,361.12
Belmont $ 939.60 $ 1,884.24 $ 2,823.84
Melrose $ 1,192.85 $ 1,517.56 $ 2,710.41
Milton $ 973.44 $ 1,794.24 $ 2,767.68
Newton $ 1,061.80 $ 1,642.60 $ 2,704.40
Reading $ 1,423.40 $ 1,346.20 $ 2,769.60
Somerville $ 1,034.16 $ 1,839.30 $ 2,873.46
Winthrop $ 1,576.20 $ 1,576.20 $ 3,152.40
*Data from MWRA Advisory Board's 2024 Annual Rate Survey, based on average annual household use of 120 HCF (FY2024 or most recently published).
18
19
Town of Lexington
Water and Wastewater Rate Setting –Public Hearing
Fiscal Year 2026
October 17, 2025
FY2025 Operating Results –Water Enterprise Town of Lexington
2
FY2025 Operating Results –Wastewater Enterprise
3
Town of Lexington
FY2026 Proposed Rates
4
Town of Lexington
FY2026 Budget –Water Enterprise
5
Proposed FY2025 rate increase: 3.6% =
FY2026 Water Budget
FY2026 Projected Water Usage
*Revised FY2026 Budget reflects a proposed decrease to reflect actual debt service compared to the projected amount voted
at the 2025 Annual Town Meeting. This adjustment will be proposed for the Fall 2025-2 Special Town Meeting.
Town of Lexington
FY2026 Budget –Wastewater Enterprise
6
Proposed FY2026 rate increase: 3.4% =
FY2026 Wastewater Budget
FY2026 Projected Wastewater Output
*Revised FY2026 Budget reflects a proposed decrease in MWRA's final assessment and a decrease to reflect
actual debt service compared to projected amounts voted at the 2025 Annual Town Meeting. These adjustments
will be proposed for the Fall 2025-2 Special Town Meeting.
Town of Lexington
7
Consumption History and Estimates
Town of Lexington
Select Board–October 11, 2023
8
Historical Rate Increases
9
Town of Lexington
MWRA Community Comparison
10
Town of Lexington
AGENDA ITEM SUMMARY
LEXINGTON SELECT BOARD MEETING
AGENDA ITEM TITLE:
Update: Lexington Housing Goals
PRESENTER:
Board Discussion
ITEM
NUMBER:
I.2
SUMMARY:
Category: Informing and Decision Making
At this meeting, the Select Board will review and discuss the Town’s housing goals and priorities.
Wendy Manz, Chair Lexington Housing Partnership Board (HPB), will present HPB's current working
document on Housing Priorities and Strategies, as part of its charge to advise the Select Board on developing
a coherent housing policy and strategy for Lexington and in its efforts to coordinate the efforts of the Town’s
various housing-related entities, as requested at the housing summit, to implement supporting strategies that
advance affordable and diverse housing opportunities.
Elaine Tung, Chair of the Lexington Affordable Housing Trust(AHT), will present AHT's Proposed FY2026
Goals, detailing the Trust’s strategic objectives and planned actions for the upcoming fiscal year in support of
the Town’s broader housing vision. The AHT respectfully requests Select Board approval of the AHT
FY2026 Goals.
This discussion is intended to align the Town’s housing-related boards and the Select Board on shared goals,
priorities, and approaches for the coming year.
SUGGESTED MOTION:
Move to (approve) the Lexington Affordable Housing Trust FY2026 Goals (as proposed/as amended).
FOLLOW-UP:
DATE AND APPROXIMATE TIME ON AGENDA:
10/17/2025 11:25am
ATTACHMENTS:
Description Type
HPB Working Document of Housing Priorities Backup Material
AHT FY2026 Goals - Presentation Backup Material
Memo to Select Board re. AHT Goals Backup Material
AHT Proposed Housing Goals and Strategies Backup Material
Housing Partnership Board’s
Working Document on Lexington’s Housing Priorities and Strategies
For Discussion Only
The Select Board has given the Housing Partnership Board (HPB) two major tasks: to advise the Select Board
on creating a coherent housing policy and strategy for Lexington, and to coordinate the efforts of the various
housing entities in Town in carrying out the broad policy and supporting strategies.
In drafting an updated housing proposal for the Select Board, the starting point for the HPB is the Town’s most
recent Comprehensive Plan, LexNext (2022) and the 2025 Lexington Housing Needs Assessment.
The Comprehensive Plan notes “Lexington’s need to provide a range of housing options to enable more
diversity in age, income, physical ability, race, religion, and ethnicity,” with the expectation that “a wider
range of housing options will support young families, older adults, recent immigrants, persons of color, persons
with disabilities, single individuals and households with low, moderate, and higher incomes.”
The Comprehensive Plan aims to “produce an array of housing types; to preserve older, smaller, historic
homes; to site homes in and around commercial areas and on transit lines; and to align home construction
with "the Town’ desire to become resilient, sustainable, accessible, and more welcoming” while honoring
Town Meeting’s resolution to incorporate principles of diversity, equity and inclusion in all its policies.
We have also consulted the goal of the 2025 Housing Needs Assessment "to understand the future housing
needs of an inclusive, vibrant town with an economically, culturally, and racially diverse population."
The HPB has met five times since the housing summit meeting convened by the Town Manager on July 16th,
and with input from all HPB members, has produced an initial working document which focuses on six priority
areas. For purposes of discussion, proposed strategies for achieving our housing goals have been grouped
under those six headings.
After this initial period of organization, the HPB held its first joint meeting with the Affordable Housing Trust,
LexHAB and the Lexington Housing Authority on October 9th. We received substantial input from each of
them, as well as from a number of interested Lexington residents. As we begin the work of incorporating this
input, we realize that the structure and/or focus of our proposals may change. Therefore, we ask that the
Select Board consider the outline we submit to you today, October 17th, to be preliminary and
incomplete. We welcome comments from the Select Board at this stage to help us tackle the job of creating a
collaborative plan to address Lexington’s housing needs.
Six Priority Areas:
A. Mixed use development in Lexington Center
A.1 Work with Planning Board, Select Board, residents, landowners, developers, real estate agents, members
of the Center business community, and the Historic Districts Commission to set development parameters
acceptable to the community and to determine what would make mixed use development financially viable for
private developers, leading to a specific zoning proposal.
A.1(a) Include in the proposal incentives to create Center housing for seniors, young professionals, low-
income households, work force, and Missing Middle).
A.1(b) Include in the proposal any available measures to expedite the permitting process for mixed use
development in the Center, including accelerated reviews by the Conservation Commission, the Historic
Districts Commission and the Town Building Department.
A.2 Organize a campaign to create wide support for the proposal that comes out of the process under A.1.
Deliverable: Mixed use mid-rise zoning in Lexington Center by 2028.
B. Create smaller, less expensive new housing across town for the Missing Middle, seniors, young
professionals etc.
B.1 Bring Lexington ADU zoning into compliance with state law; publicize and promote this option among
Lexington homeowners; and expedite the permitting process for this form of priority development by
Conservation Commission, the Historic Districts Commission and the Town Building Department.
B.2 Create mixed-use zoning overlays for small commercial areas in Lexington (in addition to the Center)).
B.3 Review current SRD zoning to see how this option can be improved and more feasible for buyers and
developers.
B.3(a) Amend zoning to permit two or three-unit housing on larger residential lots (>30,000 square
feet), including adjustments to setbacks and heights, to encourage denser siting of smaller dwellings.)
B.4 If possible, establish a formal certification program for builders who are experienced in creating housing
units accessible to seniors and disabled persons, as well as certified ADU builders.
B.5 Investigate costs and benefits of an intergenerational home-share program( Nesterly A better way to share)
which matches seniors with spare bedrooms with students who perform home services in exchange for lower
rent.
Deliverable: 500 additional homes of diverse types (ADUs, town houses, two and three family houses, and
smaller, less expensive single-family units) at various price points by 2035.
C. Increase the actual number of Subsidized Housing Inventory units for households with incomes from 30%
AMI to 80% AMI so that 10% of Lexington’s SHI units are truly SHI eligible ( approximately 500 more units).
C.1 Adopt an Affordable Housing Overlay (AHO) District focused on transportation corridors, with limited
parking requirements.
C.2 Utilize any available measures to expedite the permit process for this form of priority development,
including accelerating reviews by the Conservation Commission, the Historic Districts Commission and the
Town Building Department.
C.3 Find ways to increase the number of affordable home ownership units for households at 80% AMI or lower
and rental units for households between 30% AMI- 50% AMI. Work with the multifamily developers, the
Affordable Housing Trust and LexHAB to help create these units.
Deliverable: 10% of Lexington’s SHI units for household incomes of 30% AMI to 80% AMI (approximately 500
more units) by 2035.
D. Preserving more existing homes that are 2,000 square feet or less
D.1 Investigate programs to support current owners of smaller homes in maintaining and upgrading their
homes, to make demolition and replacement less likely. Use LexHAB’s extensive experience as an important
resource.
D.2 Organize an informational campaign advising homeowners how they may gift their property to LexHAB or
other non-profit housing entities as part of their estate planning.
Deliverable: Reduce the rate of teardowns by preserving more existing homes that are 2,000 sq. ft or less.
E. Expand funding sources for Subsidized Housing (households with incomes from 30% AMI to 80% AMI)
E.1 Advocate for robust funding and support for the Affordable Housing Trust and other housing programs
from the Community Preservation Fund, commensurate with allocations for historical resources, open space,
and recreation.
E.2 Suggest to the Town Moderator a policy that takes Lexington’s housing needs into consideration when
appointments are made to town boards and committees, particularly the finance committees, so that this
issue is adequately represented in their deliberations.
E.3 Allocate and supplement staff resources to stay abreast of state and federal grants, training programs, and
other resources, and to make timely applications on behalf of the town when appropriate.
E.4 Now that Lexington’s home rule petition allowing a surcharge on commercial real estate transactions (to be
earmarked for housing needs) has been signed by the Governor, work with the Affordable Housing Trust to
draft an appropriate surcharge, and advocate in Town Meeting for its passage.
E.5 Urge Lexington’s legislators to support other potential state legislation, such as the statewide Real Estate
Transfer Fee (RETF) and an increase in the CPA allocation for housing, which would supply additional housing
funds.
Deliverable: Expanded reliable funding stream for subsidized housing.
F. Communication, education and engagement of the community regarding Lexington’s continuing housing
needs and goals
F. Plan and organize community conversations over a two to three-year period to promote more community
support for diverse housing.
F.1 (a) Organize a series of meetings with the community and TMMs on the 2025 Housing Needs
Assessment and 2022 Comprehensive Plan to share current accurate data on Lexington’s housing stock and
diverse housing needs. Participants should include: the Select Board, the Planning Board (including staff), the
Community Preservation Committee, the finance committees, the Affordable Housing Trust, LexHAB, the
Lexington Housing Authority, the Housing Partnership Board, the Regional Housing Services Office, the Council
on Aging, the Historical Commission, the Conservation Commission, the Commission on Disabilities, the
Human Rights Committee, and Town Meeting members, as well as Lexington business leaders, Lexington
lending institutions, and local real estate agents.
F.1(b) Address misinformation about housing in Lexington with wide distribution of accurate
information; for example, distribute the Fougere Report on the impact of projected MBTA housing and the
2025 Housing Needs Assessment.
F.1(c) Carry out ongoing training sessions for housing advocates, covering housing needs, data, and
listening and negotiating skills, using state resources were available.
F.1 (d) Select Board initiated TM resolution acknowledging Lexington’s housing needs.
F.2 Ensure that professional resources are available to implement housing strategies. (For example, hiring a
full-time or part-time Housing Officer)
Deliverable: Wide community support for Lexington’s housing needs and goals including more diverse housing
Lexington
Affordable
Housing Trust
FY2026 Goals
October 2025
Affordable Housing Trust FY2026 Goals
Create More
Housing
MBTA Multi-
Family and SRD
Zoning
Affordable
Housing
Development
Provide
Financial
Support
AHT, LexHAB,
LHA
Affordable
Housing Dev
MBTA/SRD
Buydown
Resident
Support
Preservation Of Existing
Affordable Housing
Building Blocks for Affordable Housing
Affordable Housing Trust FY2026 Goals 2
Goal: Increase
Affordable Housing
Opportunities
Affordable Housing Trust FY2026 Goals
•Lowell Street Parcel 68-44
•MBTA Multi-Family Development Buy-downs
•Accessory Dwelling Units
•Funding for LexHAB and Lexington Housing Authority
•Assess feasibility of creating additional affordable housing
for lower incomes
Goal: Assist
current and
future residents
in accessing and
maintaining
housing
Develop a Housing Assistance Program in at least one
of these areas:
Rental Assistance to Income Eligible Households
Rental Assistance due to Loss of Vouchers
Financial Assistance for First Time Homebuyers
with deed restriction
Financial Assistance to Income Eligible
Homeowners for property repairs and housing
stability
Affordable Housing Trust FY2026 Goals
GOAL: Develop a
strategic plan for
long term success
Data Decision Making Funding
Affordable Housing Trust FY2026 Goals
Thank you for your support!
Affordable Housing Trust FY2026 Goals
M E M O R A N D U M
To: Select Board
From: Affordable Housing Trust
Date: October 10, 2025
RE: AHT FY 2026 Goals
Article 3, Section R of the Declaration of Trust for the Lexington Affordable Housing Trust
(AHT) dated April 10, 2023 states that the Trustees have the power “to develop policy goals
and statements to serve as guidelines for the Trust, subject to approval by the Select Board
and consistent with the Town’s housing goals and plans as may be adopted and amended
by the Select Board from time to time [.]”
The AHT is requesting Select Board approval of the AHT’s draft FY2026 Goals.
1
Lexington Affordable Housing Trust
FY2026 Goals and Strategies July 15, 2025
Core Organizational Values
The Lexington Affordable Housing Trust (AHT) is committed to preserving and creating
affordable housing for households with a diverse range of incomes and prioritizing
households with lower incomes. This commitment includes ensuring access to housing for
families, seniors, and individuals with disabilities.
Our goal is to preserve and develop safe, sustainable, healthy, and high-quality affordable
homes. These homes should be well integrated into the community and designed to remain
affordable for future generations.
We also strive to foster diversity, equity, and inclusion in all aspects of our work and in the
community.
AHT Goals for FY2026:
Goal: Increase Affordable Housing Opportunities
Strategies:
A. Continue active support to create 40 units of 100% affordable housing on
Lowell Street Parcel 68-44
▪ Promote project approval to EOHLC
▪ Continue community engagement prior to and during comprehensive permit 40B
process
▪ Support project financing and development
B. Successful implementation of multi-family development buydown program
▪ Establish guidelines and set priorities for unit types and affordability targets
▪ Create template buydown agreement
▪ Enter into grant agreements with at least two developers
C. Support the construction of Accessory Dwelling Units (ADUs)
▪ Establish guidelines and template for an agreement to fund creation of
affordable ADUs on properties with deed restriction and affordability
requirements
▪ Provide funding for deed restricted ADUs
▪ Understand the pros and cons of modular construction
▪ Support zoning changes to meet existing state requirements
D. Secure adequate funding to support LexHAB and Lexington Housing Authority
housing development plans
2
E. Assess feasibility and explore options for affordable multi-family
development
▪ Advocate for creation of additional affordable housing in the Town center
▪ Evaluate using Town owned properties for 100% affordable housing
▪ Evaluate 173 Bedford Street for combined use as municipal swing space and
100% affordable housing
▪ Investigate feasibility of alternative methods of creation of additional affordable
housing such as issuing an Request For Proposal emphasizing extremely low
income and very low income populations or affordable home ownership:
Goal: Assist current and future Lexington Residents in Accessing and
Maintaining Housing
Strategies:
• Develop a housing assistance program in at least one of the following areas:
▪ Provide rental assistance to income eligible households
▪ Provide rental assistance to households who have been impacted by reduced
rental vouchers
▪ Provide financial assistance for first time home buyers for home purchases with
deed restrictions
▪ Provide income eligible homeowners with financial assistance to support
property repairs and housing stability
Goal: Develop a strategic plan for long term success
Strategies:
A. Data driven decision making for determining creation of affordable housing
units
▪ Identify housing types with highest unmet demand (by housing type and AMI)
▪ Complete current housing inventory
▪ Complete gap analysis and establish funding priorities
B. Quantify funding needed to accomplish goals
C. Secure commitment for reliable and consistent CPA funding
D. Explore potential for additional funding sources
AGENDA ITEM SUMMARY
LEXINGTON SELECT BOARD MEETING
AGENDA ITEM TITLE:
Special Town Meeting - Presentation 2025-2 - Article 7: Accept General Laws, Chapter 59,
Section 5, Clause 22L (Hero Act)
PRESENTER:
Karen Tyler, Veterans Services District
Director
ITEM
NUMBER:
I.3
SUMMARY:
Category: Informing
Karen Tyler will give an overview for Article 7 for Special Town Meeting.
SUGGESTED MOTION:
N/A
FOLLOW-UP:
N/A
DATE AND APPROXIMATE TIME ON AGENDA:
10/17/2025 11:55am
ATTACHMENTS:
Description Type
Hero Act Summary Backup Material
Art 7 Article text Backup Material
Article 7 Accept General Laws, Chapter 59, Section 5, Clause 22E (Hero Act)
Summary
The Hero Act (the Act) was enacted by the Massachusetts legislature during the winter 2024-2025.
The intent is to provide local tax relief to qualified disabled veterans from both excise and real
estate taxes. The Act establishes two separate local options that impact the various disabled
veteran real estate tax exemptions, Chapter 59, Section 5, Clauses 22I and 22J, which are addressed
in this Article.
Clause 22J allows a community to increase the existing statutory exemptions for veterans under
clauses 22, 22A, 22B, 22C, 22E and 22F by a percentage up to 100%. However, Lexington has
already adopted a separate clause Chapter 59, Section 5C½, which increases these same veteran
exemptions, plus other exemptions for the blind and elderly by 100%. Given Lexington has already
adopted Section 5C½ which maximizes the exemption, the adoption of Clause 22J is not necessary
as Section 5C½ supersedes Clause 22J and they cannot be applied together.
Clause 22I allows for an annual cost-of-living adjustment (COLA) to the statutory exemption
amount for all veteran exemptions, similar to those the Town has adopted for elderly exemptions.
The annual COLA is published yearly by the Department of Revenue and based on the Social
Security consumer price index. Like the local option under Section 5C½, the State does not
reimburse for the additional exemption under Clause 22I, therefore this local option is not revenue
neutral and would be applied against the Town’s overlay account.
In fiscal year 2025 there were less than 15 applications for veterans’ exemptions under the
applicable clauses, with a total amount abated of approximately $25,000. An estimated 4% COLA
would result in an increase of $1,000 in total exemptions in the first year. If adopted, the application
of an annual COLA is not expected to have a material impact on the Town’s finances.
In conclusion, the adoption of Clause 22I would ensure annual cost-of-living increases to the real
estate taxes exempted for veterans under Clauses 22, 22A, 22B, 22C, 22E and 22F, thereby
mitigating the impacts of inflation on all statutory veteran exemptions.
ARTICLE 7 ACCEPT GENERAL LAWS, CHAPTER 59, SECTION 5, CLAUSE 22L (HERO ACT)
To see if the Town will vote to accept General Laws Chapter 59, Section 5, Clause 22I, which authorizes an
annual increase in the amount of the exemption granted under General Laws Chapter 59, Section 5, Clause
22, Clause 22A, Clause 22B, Clause 22C, Clause 22E and Clause 22F by the percentage increase in the U.S.
Department of Labor, Bureau of Labor Statistics, Consumer Price Index (CPI) for the previous year as
determined by the Commissioner of Revenue, to be effective for applicable exemptions granted for any
fiscal year beginning on or after July 1, 2027; or act in any other manner in relation thereto.
(Inserted by the Select Board)
FUNDS REQUESTED: Unknown at press time
DESCRIPTION: This article would tie the Town's Veteran Property Tax Exemption limits to inflation as
outlined in the Massachusetts HERO Act (Chapter 178 of the Acts of 2024).
AGENDA ITEM SUMMARY
LEXINGTON SELECT BOARD MEETING
AGENDA ITEM TITLE:
Special Town Meeting 2025-2 - Select Board Article Presenters and Positions
PRESENTER:
Board Discussion
ITEM
NUMBER:
I.4
SUMMARY:
Category: Informing
Category - Discussion
The Board may take up discussion on the Special Town Meeting 2025-2 Articles, article presenters and/or
Select Board article positions.
Town Website - Annual Special Town Meeting 2025.
https://lexingtonma.gov/2442/2025-2-Special-Town-Meeting
SUGGESTED MOTION:
n/a
FOLLOW-UP:
DATE AND APPROXIMATE TIME ON AGENDA:
10/17/2025 12:05pm
ATTACHMENTS:
Description Type
Art 10 electronic addition motion.Backup Material
Art 11 LexHab motion Backup Material
STM 2025-2 Select Board Positions Working Document Backup Material
ARTICLE 10 AMEND REFERENCE OF NEWSPAPERS TO INCLUDE ELECTRONIC
MEDIA
MOTION: That Chapter 1 of the Code of the Town of Lexington be amended by replacing Section 1-2
(C), in its entirety with the following:
Chapter 1: GENERAL PROVISIONS
1-2 Rules of Construction
C. Notwithstanding section 13(b) of chapter 4 of the General Laws or any other general or
special law to the contrary, wherever the Town of Lexington, or any committee, department,
board, commission, or officer thereof is to publish a legal notice in a newspaper or newspaper of
general circulation, such requirement may be satisfied in any manner pursuant to Chapter 352 of
the Acts of 2024 as such legislation has been further implemented by the Select Board.
(10/16/2025)
ARTICLE 11 CLARIFICATION OF LEXHAB REORGANIZATION
MOTION: That the Town authorize the Select Board to petition the Massachusetts General Court to
enact legislation amending Chapter 192 of the Acts of 2024 (establishing the Lexington
Housing Assistance Board, Inc. (“LexHab”) as a separate nonprofit entity) in
substantially the form below; and further to authorize the Select Board to approve
amendments to said act before its enactment by the General Court that are within the
scope of the general objectives of the petition:
Be it enacted by the Senate and House of Representatives in General Court assembled, and by
the authority of the same, as follows:
SECTION 1: Chapter 192 of the Acts of 2024 shall be amended by:
a. replacing Section 1 thereof with the following:
There is hereby established an independent, nonprofit housing corporation to be known as
the Lexington Housing Assistance Board, Inc. or "LexHAB" which shall be organized and
operated exclusively for charitable purposes described in section 501(c)(3) of the United States
Internal Revenue Code of 1986, as amended.
b. replacing Section 11 thereof with the following:
In the event that the board shall be dissolved in accordance with law at any time, all
property and interests therein, assets, and rights of said board existing at such time shall be
transferred to the town of Lexington, or to a qualified non-profit housing development
corporation described in section 501(c)(3) of the United States Internal Revenue Code of 1986,
as amended, and designated by the town of Lexington, which property and assets shall be used
exclusively for charitable purposes described in section 501(c)(3) of said Internal Revenue Code;
and title to all such property and all such rights shall vest in the town of Lexington automatically
without the need for further action or instrument, and the town of Lexington shall, to the
maximum extent permitted by law, and acting by and through its Select Board, assume, hold and
exercise the powers and duties of said board set forth herein with respect to such property and
rights so transferred to said town.
(10/07/2025)
Select Board Positions
Working Document
STM 2025-2 ARTICLES UPDATE
AT
SELECT
BOARD
MTG
SELECT
BOARD
PRSNTR
I
P
CNSNT JH JP DL MS VK
1 Reports of Town Boards, Officers and Committees N/A
2 Appropriate for Prior Years’ Unpaid Bills (only if
needed)
3
Establish, Dissolve and Appropriate To and From Specified Stabilization Funds JH
a.Section 135 Zoning By-Law
b.Traffic Mitigation
c.Transportation Demand Management/Public Transportation
d.Special Education
e.Center Improvement District
f.Transportation Management Overlay District
g.Capital
h.Payment in Lieu of Parking
i.Visitor Center Capital Stabilization Fund
j.Affordable Housing Capital Stabilization Fund
k.Water System Capital Stabilization Fund
l.Ambulance Stabilization Fund
4 Amend FY2026 Operating Enterprise and CPA Budgets MS
5 Appropriate for Authorized Capital Improvements DL
6 Establish, Amend and Continue Departmental Revolving Funds
VK
Select Board Positions
Working Document
STM 2025-2 ARTICLES
UPDATE
AT
SELECT
BOARD
MTG
SELECT
BOARD
PRSNTR
I
P
CNSNT JH JP DL MS VK
7 Accept General Laws, Chapter 59, Section 5, Clause 22L (Hero Act) VK
8 Appropriate for Lexington High School JP
9 Home Rule Legislation for New Lexington High School JH
10 Amend Reference of Newspapers to Include Electronic Media ?
11 Clarification of LexHab Reorganization ?
AGENDA ITEM SUMMARY
LEXINGTON SELECT BOARD MEETING
AGENDA ITEM TITLE:
Discussion: Select Board and Town Manager Goals for FY2026
PRESENTER:
Board Discussion
ITEM
NUMBER:
I.5
SUMMARY:
Category: Decision Making
The Select Board will review and discuss proposed edits to the draft Fiscal Year 2026–2027 goal areas and
goal statements.
Following this review, the Board will be asked to consider and vote to approve a finalized set of goals to serve
as the foundation for the Board’s priorities and performance objectives for the FY26–27 period.
In addition, the Board will review the draft recommended metrics for the FY26–27 goal period.
SUGGESTED MOTION:
Move to approve the Select Board Fiscal Year 2026–2027 goal areas and goal statements (as edited ) and post
them to them to the Select Board Webpage.
FOLLOW-UP:
Select Board Office to post Select Board Fiscal Year 2026–2027 goal areas and goal statements to Select
Board Webpage.
DATE AND APPROXIMATE TIME ON AGENDA:
10/17/2025 12:10pm
ATTACHMENTS:
Description Type
Suggested edits to Goals - for discussion Backup Material
Original Draft Select Board Goals FY2026-FY2027 Backup Material
Original Draft Select Board Goals FY2026-FY2027- with Recommended
Metrics Backup Material
FY2026-27 Select Board Goals and Goal Statements
1. Complete the Lexington High School Project
1.Proactively drive actions within our control to meet planned timelines with MSBA and legislature.
2.Find opportunities to lower the cost and impact on residential taxes
3.Engage residents to explain and address tax implications
2. Clean, Healthy, Resilient Lexington
1.Incorporate Capital Projects Solar Canopy Integration Policy into business practices
2.Continue decarbonizing municipal buildings and electrifying municipal vehicles according to the
Municipal Decarbonization Roadmap High Performance Building Policy and Fleet Electrification Policy
3.Reduce waste generation while, improve increasing composting and recycling according to the Zero
Waste Plan
3. Economic and Community Vibrancy
1.Evaluate and bringPropose forward options for next steps for revitalizing the center
2.Integrate the external equity officer position into the fabric of the community
3.Analyze and pPropose strategies for enhancing top economic opportunities in all business districts
4. Fiscal Stability
1.Avoid operational overrides
2.Maintain AAA Bond Rating
3.Develop long-term financial plan based on housing projections
5. Livable Community
1.Review implementation options of housing goals in the comprehensive plan and the HPB analysis
2.Meet with all housing stakeholders to evaluate Affordable housing options a true 10% affordable
housing goal
3.Advance Implement the bike/ped/ Bicycle and Pedestrian access plan and TSG Traffic Safety Group
recommendations as a means of increasing safety and multi-modal and public transportation
4.Review Propose strategies that increase a sense of community across the life, ability, and economic
span
Increase a sense of community by considering health, safety, and systemic barriers in all decisions and
planning processes
Commented [KK1]: It was suggested to add these Goal Statements
Commented [KK2]: A suggestion was made to remove
thisGoal Statement
Commented [KK3]: It was suggested to remove “and
public”
Commented [KK4]: A comment was made asking about the intentofthis portionofthe goalstatement
Commented [KK5]: It was suggested to use this wording
insteadofthe wording currently inGoal4
FY2026-27 Select Board Goals and Goal Statements
1. Complete the Lexington High School Project
1. Proactively drive actions within our control to meet planned timelines with MSBA and legislature.
2. Find opportunities to lower the cost and impact on resident taxes
3. Engage residents to explain and address tax implications
2. Clean, Healthy, Resilient Lexington
1. Incorporate Capital Solar Integration Policy into business practices
2. Continue decarbonizing municipal buildings and electrifying municipal vehicles according to the
Municipal Decarbonization Roadmap.
3. Reduce waste generation, improve composting and recycling
3. Economic and Community Vibrancy
1. Evaluate and bring forward options for next steps for the center
2. Integrate the external equity officer position into the fabric of the community
3. Analyze and propose strategies for top economic opportunities in all business districts
4. Fiscal Stability
1. Avoid operational overrides
5. Livable Community
1. Review implementation options of housing goals in the comprehensive plan and the HPB analysis
2. Meet with all stakeholders to evaluate Affordable housing options
3. Advance the bike/ped/access plan and TSG recommendations as a means of increasing multi-modal
and public transportation
4. Review strategies that increase a sense of community across the life, ability, and economic span
FY2026-27 Select Board Goals , Goal Statements and Suggested Metrics
1. Complete the Lexington High School Project
1. Proactively drive actions within our control to meet planned timelines with MSBA and legislature.
a. Metric: Work with stakeholders to maintain proposed timeline for LHS through end of FY26.
1. Find opportunities to lower the cost and impact on resident taxes
a. Metric: Finalize planned use of Construction Stabilization Fund.
2. Engage residents to explain and address tax implications
a. Metric: Produce LHS project tax impact calculator and share with community
2. Clean, Healthy, Resilient Lexington
1. Incorporate Capital Solar Integration Policy into business practices
a. Metric: Launch Solarize campaign with discounted bulk purchasing to encourage residents to
install rooftop solar.
2. Continue decarbonizing municipal buildings and electrifying municipal vehicles according to the
Municipal Decarbonization Roadmap.
3. Reduce waste generation, improve composting and recycling
a. Metric: Expand the curbside compost program beyond 4,000 households.
3. Economic and Community Vibrancy
1. Evaluate and bring forward options for next steps for the center
2. Integrate the external equity officer position into the fabric of the community
3. Analyze and propose strategies for top economic opportunities in all business districts
4. Fiscal Stability
1. Avoid operational overrides
a. Metric: Evaluate strategies to ensure viability of LexMedia, Lexpress, and Liberty Ride.
b. Metric: Identify areas where commercial tax base can grow
c. Metric: Convene conversations on revenue diversification
5. Livable Community
1. Review implementation options of housing goals in the comprehensive plan and the HPB analysis
2. Meet with all stakeholders to evaluate Affordable housing options
a. Metric: Work with staff, RHSO, and housing boards and committees (through the HPB) to
evaluate how to achieve a “true” 10% affordable housing goal.
FY2026-27 Select Board Goals , Goal Statements and Suggested Metrics
3. Advance the bike/ped/access plan and TSG recommendations as a means of increasing multi-modal
and public transportation
a. Metric: TSG and stakeholders advance recommendations in the Town-wide Bicycle and
Pedestrian Plan that increase multi-modal and public transportation.
4. Review strategies that increase a sense of community across the life, ability, and economic span
AGENDA ITEM SUMMARY
LEXINGTON SELECT BOARD MEETING
AGENDA ITEM TITLE:
Exemption 3: Collective Bargaining - To Discuss Strategy with Respect to Collective
Bargaining (Police Superior)
PRESENTER:
Board Discussion
ITEM
NUMBER:
E.1
SUMMARY:
SUGGESTED MOTION:
Move that the Select Board go into Executive Session under Exemption 3 to To discuss strategy with respect to
collective bargaining for the Police Superior Unions, and not to reconvene in Open Session. Further, as Chair, I
declare that an open meeting discussion may have a detrimental effect on the bargaining and litigating position of
the Town.
FOLLOW-UP:
DATE AND APPROXIMATE TIME ON AGENDA:
10/17/2025 12:25pm