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2018-06-13 BOS Packet - Released
MEMORANDUM TO: Carl Valente, Town Manager FROM: Susan Barrett, Transportation Manager DATE:June 11, 2018 SUBJECT: FY19 Changes to Lexpress routes & schedule There are three differences for the FY19 Lexpress schedule and map, compared to last year,that I am proposing. Thesehave been endorsed by the Transportation Advisory Committee: 1)Formalize the pull-in to Emerson Gardens that has been happening once per day, and allow this to happen on five runs per day. REASON: Riders have requested this, there is no sidewalk on the side of Maple Street that Lexpress travels on (from Lowell to Mass Ave) andthere isalso a very small shoulderon Maplethat makes standingor walking while waiting for a bus very difficult. Additionally, Emerson Gardens is a densely populated community. While it may make sense to do this pull-in all day, the traffic during peak morning and afternoon/evening hours makes the left- hand turn outof Emerson Gardens onto Maple more difficult. Reviewing our routes and the related sidewalk infrastructure and how Lexpress serves pockets of population densely should be reviewed as part of our upcoming Transit Study. 2)Test a 7:30AM run year-roundfor Routes 1, 3 &5. This will essentially be a 10-month pilot as Lexpress does operate at 7:30 during the summer. REASON:7:30AM is a key travel time for students (i.e. middle school students that miss their st school bus and/or LHS students that start later than 1block), commuters, and even seniors that may like to get to Market Basket, which opens at 7AM and the Community Center, which opens at 8AM. Unfortunately, Routes 1,3 & 5 currently havea two-hour gap of service in the morning, only offering a 6:35 run and an 8:30 run. If people cannot take a bus in the morning, then they cannot take it later in the day. If we only offer 7:30AM service two months out of the year, as is currently done with our summer service, then people needing to routinely travel at this time will find other methods. With promotion of this morning route, I believe we have potential ridership. Route5 goes to Market Basket and theBurlington Mall and offers a transfer to Lahey Burlington. Route 5 also goes past two hotels. Route 3 goes past the biotech and other firms located along Hayden and Spring, along with Lahey Lexington. Route 3 goes directlypast LHS, and offers a short walk to Clarke Middle School, or a student could transfer to the Route 2 and arrive at Clarke at 8:05 (Marrett side) or 8:20 (Waltham side). Route 5 would allow Diamond Middle school students to get off at Fiske and walk to Diamond, arriving shortly after 8AM, or they can stay on this bus as it transfers to the Route #6 and drops off at Diamond at 8:03 AM. Additionally, all buses are within a short distance of LHS and the Lexington Depot. This could encourage families who have a child who misses the school bus to take Lexpress rather than being driven. If we would like to consider a campaign to encourage Lexpress and/or other alternate forms of transportation among Town employees, morning service would be essential to that effort to allow employees to arrive between the common start times of 8AM-8:30AM. Offering this additional half hour of service will not increase our service costs. Since the Community Center has opened, we have been paying for 12 hours of service outside of summer, for the 6:30am-6:30pm period, but we have not had a 7:30AM run, and therefore only 11.5 revenue hours. Our contract does not have us paying for downtime. This change has been discussed extensively with M&L, our contractor for bus service, and they th are prepared to make this change come August 27, the start of our Fall season. 3)The map for FY19 includes connections to other transportation services. REASON: As noted in our Vision 2020 Survey, more than 60% of residents would like alternative transportation options. We have learned through our comprehensive planning preparation that the majority of residents currently living in Lexington are somewhat new to the area. They may not be familiar with all we currently offer. This map, which gets mailed to all residents,not only will inform them about Lexpress, but showcase the other transportation services in the area, including the two local Alewife shuttles (REV, AWF) operated by 128BC, and the MBTAroutes. We will be adding the Minuteman Bike Share, too. The MBTA produces a similar map for us. Apparently, the Town has always preferred to have a colored and larger version. In future years, we may wish to just use the MBTA produced maps and save our resources to produce a much larger paper map for those who need it. th Apologies for the last minute approval. Our schedule needs to get to the printer by June 15. Having been on the job just over four months, there was not enough time to do the research needed earlier. Next year we will certainlyaim for at least a month earlier! Page 2of 2 - - - -- - - -- - ------- -- ----- - - ------ ------- ----- ---- --- ---- - - - - - - - - - - - - -- - - , Burlington, Concord , Sudbury, Wayland and Weston Regional Agreement between Acton, BedfordLexington, SERVICES OFFICE REGIONAL HOUSING Lexington Selectmen June 13, 2018 Agenda - Big THANK YOU to retiring town managers!! Acton, Bedford, Burlington, Concord, Lexington, Wayland and Weston! FIRST FY18 Year in reviewFY19 PlansHours and Budget reviewThinking Forward RHSO Update Service Model RHSO Town Manager Update RHSO Update 905 Units across 18 properties: Site visits, tenant eligibility review, and rent examination 433 Units: Annual certifications, refinancing, resale, general inquiries Rental HOME Program ($1.9MM in commitment), Small Grant and Other Local Programs HOME) (LIP and Monitoring Support Program Ownership Monitoring RHSO FY19 Update RHSO Workplan Local Board Support Inventory Monitoring RHSO Program Workplan Homeowner Training, Property Manager support and training, RHSO Website Development projects,Feasibility and Planning,Boards and Committee supportHousing Production Plans Review Compliance,Maintain Inventories,Provide Assessment Values,980 SHI units since start of RHSO RHSO RHSO FY19 Update FY19 Plans by all Selectmen Delicate balance of staffing and availability Continue to monitor owners and properties Continue projects and local services Continue support to property managers, residents and othersContinue sponsoring training and support for websiteAssist in transition to new Town ManagementStay in Knox TrailAmend IMA annually Continue dialogue with interested communities about joining Support for Member CommunitiesMaintain RHSO Office RHSO Update with - correlating to hours RHSO FY19 Budget Budget is mostly staffing some program and administration Preserve UnitsMaintain Housing InventoryCentralize Information for existing and prospective residentsLeverage Resources, Resource ContinuityCommon Solutions for Common ChallengesEnhance Municipal Services Proactive Compliance MonitoringResource EfficiencyRegional Approach Summary RHSO FY19 Update Thank you for your continued support!Comments and suggestions welcome RHSO successfully completing 7 years of operation RHSO Update in Lexington June 2018 Curbside Textiles Recycling A New Opportunity to Reduce Waste and Create Value 2 , 85% Recovered , 2.3 15% 12.83 discarded. 09/documents/2013_advncng_smm_fs.pdf - Discarded 85% of textiles are , June 2015, p. 8. 6% , (2013, Millions of Tons) 15.13 Advancing Sustainable Materials Management (2013 Fact Sheet): Assessing Trends in Material Generation, www.epa.gov/sites/production/files/2015 ʹ Textiles Source Recycling, and Disposal in the United States https:// nearly twice the US average. US Municipal Solid Waste (MSW) 94% Other MSW Textiles make up 11% of Massachusetts MSW, , 238.98 Textiles in the Waste Stream Copyright © 2016 WasteZero 3 end estimate of production - As reported to DEP (2016)Low$64.58/ton for trashAssumes $20/ton collected 1056 11,196 111,960 $ 4,700 $ 3,600$ 1,100 Town of Lexington Served Recycling HouseholdsLbs./HouseholdServedLbs. GeneratedTons GeneratedSavingsRevenueTotal The Potential in Lexington Copyright © 2016 WasteZero 4 as full bags are collected. replacement bags behind 8 weeks later - personnel leave Send a postcard to all households, about 3 weeks before collections beginMail a textiles recycling bag and a brochure shortly thereafterSend another postcard the week that collections startMail a reminder 6 1.2.3.4. Program Overview In a new community, we will:Collection Copyright © 2016 WasteZero 5 3%, with the average - out rate is 2 - use and reprocessing abroad - A fraction is reusable clothing that can be processed and resold at thrift stores The bulk of the material will supply the rag and insulation markets, as well as support re household recycling approximately 10 pounds/year recycling.Of the material collected:The weekly set Collection Dynamics Copyright © 2016 WasteZero 6 textiles collected Beneficial Financially per ton for costs & receive $20 You save on disposal small household items & vans just Easy recycling routes million households each week follow your existing more than 2 Key - Provides curbside collection of textiles Serves Turn logistics are all handled for you Launch & program Free residents municipalities or There is no cost to About Our Collection Partner: Simple Recycling Simple Recycling is a leader in providing effective, convenient, no cost curbside textiles collection. Copyright © 2016 WasteZero 7 material compete with not Simple Recycling will also accept small pink bags. programs. People who donate textiles to charities often do so the primary focus is on textiles, off - , but residents can continue to donate their textiles to Goodwill, the Answers Nothing. There is no cost to the community or the residents. If nois collected, there is still no cost.NoSalvation Army and others to get tax deductions if they like.This program is designed to take textiles out of the trash,dropbecause they believe in the charity or they want the tax deduction. That who would recycle textiles if only it were more convenient. While household items that can fit in theTheclearly marked for textiles recycling.The resident can call and one gets missed? collect more than textiles? does the program cost? you Questions WhatDo donors get a tax deduction?How does this impact donations tocharities?DoWhat if a resident only hasbag, and a lot of stuff?What if a pickup Copyright © 2016 WasteZero 8 pillows and sleeping bags jackets and shoes Answers The program collects a wide variety of material, including:Clothing Coats,JewelryPursesHatsToysPicturesMirrorsBlankets,Drapes/curtainsToolsSilverware, dishes, pots and pansGlassesBackpacks Questions What items are collected? Copyright © 2016 WasteZero AdoptingSupplementalTaxAssessment onNewConstructioninLexington To:BoardofSelectmen From:JoePato Date:3/9/2017 1S UMMARY MassGeneralLawCh.59§2Dprovidesthat“wheneverinanyfiscalyearrealestateimprovedin assessedvaluebyover50percentexcludingthevalueofthelandbynewconstructionisissueda temporaryorpermanentoccupancypermitafterJanuary1inanyyear,theowneroftherealestate shallpayaprorataamountoramounts….” In2003theLexingtonBoardofSelectmenvotedtorejecttheprovisionsofthislaw. Inresponsetorequestsatthe2016AnnualTownMeeting,theBoardofSelectmenisinvestigating revokingthe2003rejection.Thisnoteidentifiesthepotentialincrementalrevenueresultinginrescission oftherejection. AnanalysisoftheassessmentsofpropertiesissuedacertificateofoccupancybetweenJan1andJune 30ofeachofthepast3fiscalyearssuggeststhatthereisanon-trivialamountofadditionalrevenuethat theTowncanraisebyavailingitselfofthisstatute. Number NumberwithConserv. ofCO>50%TotalWith> duringincreaseIncrementalIncrementalConservative50% FiscalYearH2invalue*Value(>50%)RevenueCalculationincrease FY163832$24,943,900.00$109,734.38$94,210.7832 FY156651$37,687,000.00$123,744.23$121,020.6147 FY143322$13,498,000.00$39,001.54$38,511.8521 3-yeartotals:$272,480.15$253,743.24 Table1:PotentialIncrementalrevenueduetoH2COissuance -1-3/9/2017 2M ETHODOLOGY StaffprovidedadatasetofallCertificatesofOccupancyissuedforFY14,FY15,andFY16.Theassessedas reportedinthevisiononlineassessmentportalwasusedtodetermineassessedvaluesforthese properties.ThevaluefortheimprovementsoneachofthosepropertiesinthefiscalyeartheCOwas issuedwascomparedwiththeassessedvalueoftheimprovementsonthesamepropertyinthe followingyear. Whenthevalueoftheimprovementsonapropertyincreasedbetweentherelevantfiscalyears,this increasewastreatedastheincrementalvalueduetotheimprovementsrelatedtothecertificateof occupancy.Theincrementaltaxrevenuewasthencalculatedbypro-ratingtheamountoverthefiscal yearandmultiplyingbytheappropriatetaxrate. Inadditiona conservativecalculation isincludedinthetablesabove.Thisreducesthevaluationofthe subsequentyear’sassessmentby10%toaccountforgeneralmarketpriceincreases.Thisreducesthe valueandeliminatesafewpropertiesfromconsiderationwhentheincrementalvaluefallsbelow50%of thepreviousassessment. -2-3/9/2017 From: Narain Bhatia \[\] Sent: Tuesday, May 15, 2018 2:12 PM To: selectmen's <Selectmen@lexingtonma.gov> Subject: Supplemental Assessments I agree with your proposal. My reasoning is that once a person has occupancy permit he is fully utilizing the house and there's no reason for him to not pay the taxes for the period untill the new assessment. Narain Bhatia P3 From:MA Thenen To:selectmen"s Subject:Fwd: Pro rata tax assessment Date:Wednesday, May 16, 2018 10:30:05 PM I don’t support this proposal for the following reasons: 1. This proposal is punitive toward developers ( who generally own the targeted properties) Developers by the nature of their business increase valuations and thus tax revenues on the properties they improve, these tax revenues are not subject to prop 2-1/2 limitations and represent a pure revenue gain to the town. The developers create this revenue by engaging in their operations and should be supported, not punished! 2. When the developers purchase these properties, during the improvement process, and while the property is on the market, there are No Residents in the property! No residents means significantly reduced costs to the town! The fact is, there should be a tax abatement for an unoccupied structure, particularly during major renewal! Furthermore the issuance of a certificate of occupancy does not mean there are occupants. The argument that somehow the town “is loosing revenues” on a most likely unoccupied property is inherently flawed. Summary: The property improvement process generates large and permanent revenue enhancement to the town. This proposal “chokes the golden goose “ and will probably result in Less tax revenues to the town!! If anything, the town should consider incentives to the developers, in consideration of the real revenues that their operations generate. Respectfully: Matthew Thenen MA Thenen & Co. Lexington builder Since 1984 From MA Thenen LHS SCIENCE SPACE DISCUSSION Complex Issues, Possible Solutions & Implications Timeline Timeline THE NEED Looking at the space Floor st = utilized LHS 1RED85% or moreOccupied more than MSBA recommends and impacts flexibility re scheduling and use. Utilization by Time Floor nd = utilized LHS 2RED85% or moreOccupied more than MSBA recommends and impacts flexibility re scheduling and use. Utilization by Time Floor Not in st = size and LHS 1REDline with MSBA recommendationfornumber of spaces Utilization by Area Floor nd = Not in size and LHS 2REDline with MSBA recommendationfornumber of spaces Utilization by Area Floor st = utilized size and LHS 1RED85% or moreAND/ORNot in line with MSBA recommendationfornumber of spaces Combined Utilization: Time & Area Floor nd = utilized in line with LHS 2RED85% or moreAND/ORNot MSBA recommendation for size and number of spaces Combined Utilization: Time & Area Science Projected Capacity Shortfall Science Shortfall by Year week week week week week periods needing a room per periods needing a room per periods needing a room per periods needing a room per week periods needing a room per Chemistry class Physics class Physics class Chemistry class additional Biology class periods needing a room per additional additional 2020202120222023 12 additional Biology class periods needing a room per week18 12 additional 12 additional Chemistry class periods needing a room per week18 additional Biology class periods needing a room per week18 additional 6 6 additional Earth Science class 6 ------ 10 15 10 10 5 5 15 5 15 2019 2020 2021 2022 What does this mean? 100% - 2020, and Space needs are especially acute for Biology and Chemistry beginning 2019 Current science space utilization is 85% We need to create new science spaces ORAlternative scheduling and/or change course sequences IFTHEN What does this mean? THINKING THROUGH THE OPTIONS move teacher schedule open course sequence space; main building classrooms; Space IT Create freshman wing in Schedule some students out of Use Science Lecture Hall space with renovationUse planning spaces for planningBetter utilization for existing blocksAdd morning or afternoon blocks for extra science capacity; longer dayMove Use Common Brainstormed possibilities 1.2.3.4.5.6.7.8. at LHS modulars BUILD 2 classrooms/labs - TogetherOne at a timeReconfigure current spacesUtilize new Add 1 sequence Alternative schedulingChange course Overview of Options IMPACT offs Planning, lab preps, demonstration lessons, travel for teachersTeaching and learning - SOLUTION Alternative scheduling of lab space Programmatic Trade IMPACT offs Allows more class sections to meet in each classroom, but - SOLUTION Reduce AP instructional time from 6 to 5 blocks per week Programmatic Trade Next slide 2 year AP implications Would require sequence/program changesCreates a new space issue year AP courses nd nd year AP courses become 2 AP classes cannot be taught in 1 yr with reduced instructional time More classroom sections per Implications of 2 All persist disciplines Graduation students/All requirements Space issues courses year AP Costs courses nd Fewer AP electives? Addition of PD change required Materials, Sequence Licensure, equipment Implications of 2 BUILD Find efficiencies within current spaceAdd new space outside existing footprint sequence Alternative schedulingChange course Overview of Options - IMPACT Maintains current science programRepurposing nonclassroom spaces as classroomsAddresses space issue but significant cost at 2021) - 2020) - current modulars ptions time (2019 SOLUTION O Together (2019One at a Add 2 classrooms/labsReconfigure spacesUtilize new LHS Build $359 per SF$389 per SF$463 per SF$286 per SF Modulars Modulars Modulars house renovations - Diamond Middle School Old + New New In Costs per square foot OTHER CONSIDERATIONS LHS scheduling committeeSchool Committee review of graduation requirementsVisioning for future of LHSNEASC reaccreditation Related ongoing initiatives not an learning and is utilize alternative scheduling immediate needs ability to the practice scheduling will impact teaching and schedule and configuration of science scope and sequence aways - Higher student enrollments and sections will exceed current space capacityCurrent space limits Current requires more class meetings Alternative educationally sound Sequence changes will take multiple years to implementAdds costs and new space implications Current space does not fit sequence changesUnderstanding the cost, the recommendation is to build two classrooms/labs Take purchasing - contractors & pre - March 1, 2019 APRIL - FEB. 1, 2019 JULY 1, 2019 - MID AUGUST 30, 2019: competion APRIL - TIMELINE OF BUILD OPTION Approval of design & construction fundsDesign Bid process begins Contract awardsContractor coordinating with submaterialsConstruction FALL SPECIAL TOWN MEETING:NOVEMBER FEBRUARY 1 MARCH MIDJULY 1 2020 (short term) Accepted or Not? Space proposal for 2019 Decisions & Questions 30 Current Space Configuration 31 Modulars for displaced functions School Committee Space Planning Option 1 September 5, 2017 32 Diamond Modulars? School Committee Space Planning Option 2 September 5, 2017 33 Option 1 Visual 34 Option 2 Visual Town of Lexington Town of Lexington, Massachusetts OFFICE OF SELECTMEN SUZANNE E. BARRY, CHAIRMAN JOSEPH N. PATO MICHELLE L. CICCOLO DOUGLAS M. LUCENTE TEL: (781) 698-4580 JILL I. HAI FAX: (781) 863-9468 June 13, 2018 Genevieve Wharton Troop 71667 Dear Genevieve, Congratulations on earning the Gold Award--the highest achievement in Girl Scouting. We realize that you had to work hard to get this far and that only about 5% of all Girl Scouts are able to earn it. Your time spent in positions of leadership and the successful completion of the seven-step project speak to your dedication. Earning the Gold Award is so much more than just another patch to wear on your uniform. It is recognition of what you have done so far, but of more importance is the implied promise to carry the ideals of Girl Scouting into your adult life. We know that your family and your sister Girl Scouts are proud of you and will look to you to be a leader as you continue your journey beyond the Gold Award. Again, congratulations and good luck in all your future endeavors. Sincerely, Suzanne E. Barry, Chairman Joseph N. Pato Michelle L. Ciccolo Douglas. M.Lucente Jill I. Hai 1625 MASSACHUSETTS AVENUE · LEXINGTON, MASSACHUSETTS 02420 e-mail selectmen@lexingtonma.gov Town of Lexington, Massachusetts OFFICE OF SELECTMEN SUZANNE E. BARRY, CHAIRMAN JOSEPH N. PATO MICHELLE L. CICCOLO DOUGLAS M. LUCENTE TEL: (781) 698-4580 JILL I. HAI FAX: (781) 863-9468 June 13, 2018 Surya Purohit Troop 71775 Dear Surya, Congratulations on earning the Gold Award--the highest achievement in Girl Scouting. We realize that you had to work hard to get this far and that only about 5% of all Girl Scouts are able to earn it. Your time spent in positions of leadership and the successful completion of the seven-step project speak to your dedication. Earning the Gold Award is so much more than just another patch to wear on your uniform. It is recognition of what you have done so far, but of more importance is the implied promise to carry the ideals of Girl Scouting into your adult life. We know that your family and your sister Girl Scouts are proud of you and will look to you to be a leader as you continue your journey beyond the Gold Award. Again, congratulations and good luck in all your future endeavors. Sincerely, Suzanne E. Barry, Chairman Joseph N. Pato Michelle L. Ciccolo Douglas. M.Lucente Jill I. Hai 1625 MASSACHUSETTS AVENUE · LEXINGTON, MASSACHUSETTS 02420 e-mail selectmen@lexingtonma.gov Town of Lexington, Massachusetts OFFICE OF SELECTMEN SUZANNE E. BARRY, CHAIRMAN JOSEPH N. PATO MICHELLE L. CICCOLO DOUGLAS M. LUCENTE TEL: (781) 698-4580 JILL I. HAI FAX: (781) 863-9468 June 13, 2018 KaitlinLevangie Troop 71678 Dear Kaitlin, Congratulations on earning the Gold Award--the highest achievement in Girl Scouting. We realize that you had to work hard to get this far and that only about 5% of all Girl Scouts are able to earn it. Your time spent in positions of leadership and the successful completion of the seven-step project speak to your dedication. Earning the Gold Award is so much more than just another patch to wear on your uniform. It is recognition of what you have done so far, but of more importance is the implied promise to carry the ideals of Girl Scouting into your adult life. We know that your family and your sister Girl Scouts are proud of you and will look to you to be a leader as you continue your journey beyond the Gold Award. Again, congratulations and good luck in all your future endeavors. Sincerely, Suzanne E. Barry, Chairman Joseph N. Pato Michelle L. Ciccolo Douglas. M.Lucente Jill I. Hai 1625 MASSACHUSETTS AVENUE · LEXINGTON, MASSACHUSETTS 02420 e-mail selectmen@lexingtonma.gov Town of Lexington, Massachusetts OFFICE OF SELECTMEN SUZANNE E. BARRY, CHAIRMAN JOSEPH N. PATO MICHELLE L. CICCOLO DOUGLAS M. LUCENTE TEL: (781) 698-4580 JILL I. HAI FAX: (781) 863-9468 June 13, 2018 Christopher Steven Andaloro Dear Christopher, Congratulations on attaining the highest rank in Scouting. We know the trail to Eagle Scout has not always been an easy one and we recognize that you have had to work hard to get this far. Your time in positions of leadership within Troop #160, and the successful completion of your Eagle project, speaks to your dedication. Being an Eagle is so much more than just another rank. It is a recognition of what you have achieved so far, but of more importance is the implied promise you have made to maintain the ideals of Scouting into your adult life. We know that your family and fellow Scouts are proud of you and will look to you to be a leader as you continue your journey beyond Eagle. Again, congratulations and good luck in all your future endeavors. Sincerely, Suzanne E. Barry, Chairman Joseph N. Pato Michelle L. Ciccolo Douglas M. Lucente Jill I. Hai 1625 MASSACHUSETTS AVENUE · LEXINGTON, MASSACHUSETTS 02420 e-mail selectmen@lexingtonma.gov Joint Selectmen and School Committee Meeting Thursday, March 22, 2018 A Joint Meeting of the Board of Selectmen and School Committee was called to order at 7:02 p.m. on Thursday, March 22, 2018in Estabrook Hallof theCary Memorial Building for the purpose of holding a third in a series of presentations and discussions aboutMental Health Servicesprovidedby the Town of Lexington and the Lexington SchoolDepartment. Present for the Selectmen were Ms. Barry, Chair; Mr. Pato; Ms. Ciccolo; Mr. Lucente;Ms. Hai; Mr. Valente, Town Manager; and Ms. Siebert, Recording Secretary. Present for the Schools were Ms. Jay, Chair; Ms. Colburn, Vice-chair; Mr. Alessandrini; Ms. Sawhney; and Dr. Czajkowski, Superintendent of Schools. Ms. Linehan was absent. Also present wereWendy Rundle, Facilitatorand management consultant; CharlotteRodgers, Director of Human Services; Melissa Interess,Assistant Director of Senior Services; Val Viscosi, Director of School Counseling; Larry Berkowitz, Director/Co-founder, Riverside Trauma Center; Deborah Garfield, Directorof Clinical Services,Eliot Community Services; Andrew Fieleke, Psychotherapist,Family Caregiver and Options Group ofMinuteman Senior Services; and Ann Pruszynski, Director of Children’s Behavioral Health Initiative,Advocates, Inc. Ms. Rundle opened the meeting by restating the framing question thathasformedthe foundation of these discussions: “What should be the role of the Municipal and School departments and the community in providing mental health services to the community?” Ms. Rundle then summarized the first two meetings in the series: The firstwasheld in September 2017 to discuss Lexington mental health services andtoidentifyneeds andtopics requiringadditional information.The second Joint Meeting was held in February 2018 at whichMunicipal and School staff presented information about current services;how Staff, contractors, and community groupsprovide those services;and whatchallengesarefaced. The third Joint Meeting, taking place this evening, will focus on services available fromfour outside contractors: Riverside Trauma Center; Eliot Community Services; Minuteman Senior Services; and Advocates, Inc. Ms. Colburn, School Committeemember,recalledthat at the end of the last meeting, a discussion took place about the process by which the Town and Schools would collaborate to identify individual and joint priorities. She asked when these discussions about priorities would occur. Mr. Valente, Town Manager,said that discussion,whichwill include staff recommendations and an opportunity for public input,is tentatively scheduledto take place on May 23, 2018, pending board and staff availability. Tonight’s meeting is an opportunity for the Board of Selectmen to hear some of the same presentations made recently to the School Committee and for the School Committee to hear from additional providers. On April 26,2018the results of a survey of other towns’ mental health services will be presented by Lexington’s Human Services department. Ms. Interess,Assistant Director of Senior Services,reminded participantsabout the four components of mental health program delivery:identification; prevention; intervention and post- vention. These phases are not linear.Town and School staff,plus community providers and community stakeholders,may becomeinvolved in any or all phases. Ms. Interessthenintroduced the fouroutsideservice providers. The providers were chosen because they work with diverse populations and age groups and have experiencewith multiple collaborators and funding sources, including Massachusetts Department of Mental Health (DMH), Department of Developmental Services (DDS), Department of Public Health (DPH), and the Executive Office of Elder Affairs (DOEA). The presenters were asked to answer the three questions in their presentations: 1)Discuss the role of your agency on the Lexington community; 2)Identify trends of mental health and wellness that your agency is noticing and/or addressing; 3)Where are the gaps in services? Larry Berkowitz, Director/Co-founderof Riverside Trauma Centersaid thatRiverside Trauma Center is a service of Riverside Community Care,a large health and human services agencywithabout100 in-patient and out-patient programsacross the state and theage spectrum. The Trauma Center opened15 years ago and expanded3 years laterwith funding for suicide prevention from the State departments of Mental Health and Public Health.The Centeris designed to respond to tragic events, such as natural disasters, suicides, and the Boston Marathon bombing.Riverside provides outreach, consultation, education,and support for communities to recover from traumatic events;itspecializes in what Mr. Berkowitz called “healthy grieving” and post-vention stabilization.Staff and Community stakeholders work directly withRiverside staff. 1)Lexington role: Riverside was called in to help Lexingtoninthe post-vention stages of the teen suicideslast year.The Center’s intent is to stay involved for several years after such events, rather than “parachuting in” for brief periods. 2)General trends noted:Mr. Berkowitz said that suicides clusterscan occurin all age groups but areseen particularly among teens. Nationally, the highestratesof suicide are th among older white men. Massachusetts ranks 48in the nation for suicides and has some of the highest per capita funding for prevention. It is common to observe increased rates of depression, suicide ideation,and anxiety after suicides.There is not a lotof research regarding best practices for post-suicide recovery; the most recentCDC recommendations were published in 1988. 3)Gaps: The CDC recommends, and Mr. Berkowitzsupports, forming community-based coalitions toaddressmental healthand wellnessissues, includingsuicide prevention, pulling in as many different peopleand age groupsas possible. The best outcomes are seenin towns that link with State and regional services/programs to create a robust mental health network. Communities such as NewtonNeedham, and Acton-Boxborough 4)have formedsuchcoalitions(Newton Cares; AB Cares) to identify prevention strategies (such as training;bolstering/supporting/connecting people to local mental health services; andidentifying preventive strategies) but sometowns have notyetdeterminedhow to coordinate andshare efforts/responsibilities. Mr. Lucente, Board of Selectmen, asked what asuicidepost-ventionmight look like. Mr. Berkowitz said the response depends on what theneedsare. Riverside uses a model called “Psychological First Aid”, also used by FEMA, the Red Cross, and the World Health Organization. Strategies are intended to normalize a wide range of reactions and provide guidance to support resources. Mr. Alessandrini,School Committee, asked if Riverside works with the Schools to develop prevention programs. Mr. Berkowitz repliedthat Riverside was asked for input onLexington’s existing programs following the suicides; studentscreening was recommended. The Trauma Center is not a mental health program, per se, but the larger Riverside Community Care group does providedirectmental health services at its offices in Needham. Ms. Jay, School Committee, asked if the Trauma Center guidescommunities to identify best practices in the post-vention phase. Mr. Berkowitz said that, since the Trauma Centercoversa wide geographicterritory, itoftentrainspartner organizations to help respond to local events. Some communities ask for help only initially, others ask for a longer-term relationship that might include meeting facilitation and training. Since the Lexington suicides, Riverside has remained a consultanton an as-neededbasis. For other communities, Riverside may have a seat on the mental healthcoalition for a period of time. Mr. Berkowitz recommended that coalitions be tailored to individual communities. Henoted that Lexington has been working on theseissues andalreadyhas pieces in place, including canvassing othercommunitiestofind outwhat has worked for them.Ms. Jay said that meshing all the various groups together will perhaps be the biggest challenge for Lexington. Mr. Berkowitz cautioned against what he called a “kitchen sink approach”; efforts should be coordinated. Thebest approach is for towns todecide what their priorities are first, thentoform the coalition to address them. Keeping people energized over time, long after a crisis has been experienced, is a notedchallenge. Deborah Garfield, LICSW, Director of Clinical Services, The Eliot Center.The Eliot Center is alargehealth and human services agency that provides a wide range of services to residents of all ages. Eliot has contracts withDepartment of Mental Health, Department of Developmental Disabilities, Department of Youth Services, the Department of Children and Families, the Department of Elder Affairs,and the Children’s Behavioral Health Initiative (CHBI). Administrative offices are in Lexington.Eliot also runs a number of group homes in the area. Eliot administersfourout-patient mental health clinicsin the area, serving 1,600 people a year. The Center collaborates with Riverside, including helping to found AB Cares. Eliot recently became licensed as a substance abuse clinic with referrals coming largely from the Concord District Court.The Center provides opioid overdose outreach to provide services to families and communities. Cliniciansalsoserve several nearby school districts. Funding from the United Way helps Eliot defray costsfor clients who need financial assistance to access care, although Eliot accepts all commercial insurance plans including Mass Health and Tri-Care military insurance. 1)Lexington role: Eliot has partnered with Gerard Cody, Lexington Health Director, to provide multiple Mental Health First Aid courses. About 40 Lexington residents were served in the out-patient clinic in Concord last year in these areas: individual therapy, diagnostic evaluations, family and group therapy, medication services, and consultation with collateral contacts such as doctors, schools, mental health providers. Eliot also runs a grant-funded jail diversion program, partnering with seven different towns, including Lexington, via the Police departments; the focal point of this program has largely become the opioid crisis and addiction recovery. 2)General trends: Eliot seesa growing number of peoplewhostrugglewith multiple problems: financial, medical, medication, psychiatric, substance abuse. 30% of the 40 Lexingtonians Eliot served last year gotmore thanone form of service. Ms. Garfield said there has also been an uptick in the number of children and adolescents requiring assistance;there is a lack of providers for this age cohort,particularly. 3)Gaps: There are not enough providersto provide medication services and there are often waiting lists to access care. Eliot is fully staffed but, in general, there is a shortage of psychiatric care providers. Charlotte Rodgers, Human Services Director, asked what the Eliot Center’s role is in providing Mental Health First Aid training courses. Ms. Garfield said some Eliot staff are certified as trainers but the focus has been onproviding in-house support for its clients experiencing suicide ideation. However, along those lines, Eliothas workedintandem with Riversideand Ms. Garfield has been working with AB Cares to provide suicide prevention training for School/Town staff. QPR training (Question, Persuade, Refer) will also take place in Acton- Boxborough, prompting conversations aboutthesensitive subject ofsuicide. Ms. Colburn, School Committee, asked if Eliot is currently contracted to provide services to Lexington. Ms. Garfield replied Eliot does not have specific contracts with towns but it works closely with communities in which many of its clients live. Eliotconnected Lexington to Riversideat the time of the suicidesand providedback-up support, addressing individualsthat needed to be seen immediately. Ms. Ciccolo, Board of Selectmen, asked how often QPR training should be offered and if there is a certain percentage of trained staff/residents that Lexington should aim for. Ms. Garfield said, in her experience, it will work besttostrategically target training to whereitis needed most. QPR is suited to prevention across the lifespan. Mr. Lucente asked if the mental health trends Ms. Garfield named are national or higher in this area of the country. Ms. Garfield said, in her opinion, there is a general uptick, nationwide, as people deal with many more stressors than they have before. Kids are pressured to succeed; depression among elders is silent and often missed. Andrew Fieleke, LMHC, Minuteman Senior Servicessaid Minuteman is an area agency receiving state and federal funding to provide services to seniors. This includes seniors at riskor struggling with mental health issues;stay at home services; subsidized homecare; caregiver supports;and care options for those under the age of 60 with disabilities;home-delivered meals, information and referral services for long-term care options;money management and protection services;and family care. 1)Lexington role: Lexington is in Minuteman’s 15-town service area. 2)Regional trends: As the baby boomer population ages, Minuteman is seeing an increase in demand for all itsservices. The number of adult children with mental health or cognitive issues who live with aging parents is a growing cohort that would benefit from support services. 3)Gaps: Unmet needs include therapists who provide outreach services to those who are homebound, services for those with mental health issues who live in subsidized housing and risk being evicted for their behaviors; support to help people fill out forms to access services (Lexington Human Resources does provide this assistance); resistance to seeking help; connecting families to elders who have become unable to live independently; long- term support for hoarders. Ms. Sawhney, School Committee,asked how big Minuteman’s caseloads are and what a typical case might look, noting that Minuteman does not help with follow-ups such as forms and applications. Mr. Fieleke saidreferringsomeone to a State homecare program would result ina longer-term relationshipwith the client.His caseload fluctuates between 30-40 people; he receives several new referrals each week.Once he gets a referral, heschedulesan assessment, often in the home so he can get a picture of what is going on and what resources and services are needed. Ms. Interessnoted that her office sees a lot of caregivers who ask for support. Mr. Fieleke agreed thatrequests fordementia and Alzheimer’ssupportare common and profound themes. There are many spouses who act as caregivers and adult children who provide care to aging parents. Mr. Lucente asked whatbest practices Mr. Fieleke sees in other communities. Mr. Fieleke said there are active Senior Centersin other townsthat coordinate services and put out informative newsletters with “at-a glance” resource listings. Arlington has a program that connects middle schoolers to seniors who need help with raking and snow shoveling, etc. He believes Lexington does quite well, noting active ethnic organizations that connect residents across town lines. Ms. Barry, Board of Selectmen,asked if Minuteman seesincreased food insecurity among seniors. Ms. Interess said the number of Meals on Wheels recipients doubled in the last year. Mr. Fieleke said his data shows that 201 individuals were served in 2017 by the Meals on Wheels program. Ann Pruszynski, LICSW Director, Director, CHBI Services, Advocates, Inc. said that Advocates is a large, non-profit human servicesagency that provides 24-hour Psychiatric Emergency Services through a contract with the State. It serves individuals with developmental disabilities, brain injury, significant mental health issues, with programs that focus specifically on children, families, and adults. Advocates’ biggest service, in the Lexington area,is the Psychiatric Emergency Services Team(PES) that serves 31 towns from two main offices in Framingham and Waltham. Mental health andsubstance abuse arecommonly the reasonsfor contact, usuallycomingfrom family members, community members, providers. Navigating the mental health system is much of what the crisis team assists with; the focus is largely diversion; intervention itself oftendiffusesa situation. Hospitalization is considered a last resort.The team provides assessments in multiple settings, including emergency rooms, home, community centers, partner organizations. The primary function of the team is to conduct level of care assessments with a focus on safety. Advocates often becomes involved when a school calls with concerns abouta student’s behavior. If aperson is under the age of 21, s/he is eligible for a range of services provided under MassHealth (called Mobile Crisis Intervention); in addition to a clinician, Advocates providesa Family Partner whose role is to support parentsin navigating the process. MassHealth also funds 7 days of follow-up support. Crisis Team caseload levels fluctuate between 15-45per day.The team makes referrals to other providers.Ms. Pruszynskiheads a department called The Children’s Behavioral Health Initiative, which provideshome-and community-based services viaMassHealth for individuals under 21 with a “serious emotional disturbance”. These services (in-home therapy, therapeutic mentoring, in-home behavioral services, intensive care and mobile crisis services) areavailable to all,including those with private insurance. One of the benefits of the Children’s Behavioral Health Initiative, according to Ms.Pruszynski, is the ability for families to choose from a menu of services options. 1)Lexington role:Advocates is expanding its catchment area; it does not currently serve Lexington. 2)Trends:People are dealing with more complex issues at every age level. Schools struggle to keep up with the needs of the students. Social Media has causedan acceleratedof pace of problems, particularly for adolescents. The opioid crisis has created new sourcesof concern. 3)Gaps: Waiting lists for care providers; in-home therapy;outpatient services; in-home eldercare providers. Mr. Alessandrini asked ifachangeddefinitionof mental healthhascontributedto the increased need for services.Ms. Pruszynskiagreedthat agreaterwillingness to talk about mental health issues has yielded an increased demand for services. Ms. Garfield said discussion of “disorder of the brain” rather than “mental illness” hasde-stigmatized asking for help. Dr. Czajkowski, Superintendent of Schools, said peoplewant to knowhow to access services. Schools understandthere is a link between mental health and time on learning. She asked how referrals cometo the four agencies represented and if modelsexistfor school-based, on-site mental health clinics,operatedbyoutsidemental health agencies. Ms. Garfield said Everett Schools have a model of this type; theycontract with Eliot to provide the service. The school identifiesstudents for assessment and therapywhen learning cannot occur due topoormental health.Ms. Pruszynskireportedthat Advocates is forming a partnership with Marlboro Schools along these lines. The first challenges areto get theword out thattheseservices are available and to decide what an appropriatereferral looks like. Being present andavailablein a schoolis positive in itself but finding private spaceto meet with studentscanoftenbe problematic. Ms. Colburn asked ifschool/agency partnershipsextendbeyond the academic day/year.Ms. Garfield said schools have summer school and, somewhat surprisingly, some kids docome in. If it is not possible to see students at the schools, they can come to the outpatient cliniclocations. Ms. Pruszynskisaid the benefit of having these services provided by agencies is that they are available 24/7 throughout the year and schools do not have to develop aprotocol for non- academic timeframes. Ms. Jay said access to comprehensive services,as well as confidentiality, are issues. If there is a crisis, how is the referral made and does the agency stay with the individual for a period of time? Ms.Pruszynskisaidthereferrals can come from a variety of sources and staying connectedwith an individual depends on the issue at hand. Advocates provides a crisis team plus a variety of community and home-based services. Ms. Jay asked how to get the information out to residents. Ms. Viscosi said it might be helpful for the School Committee and Board of Selectmen to understand how manytotalresidentsare seen and how many are referred by School staff versus Municipalstaffand community members. In her experience in theLexingtonSchool community, students with less acute tier 1 or 2 issues are seen by School staff but a small percentage with emergency level/tier 3 needs are referred by staff to services through Eliot or the Edinburg Center. When suicide ideation safety concerns call for an immediate comprehensive assessment, Advocates is the go-to agency. Ms. Jaywondered, then, if services for tier 1 kids constitutes a gap for Lexington. Ms.Haiaskedif there is something the agencies would recommend for non-school residents: young adults post-college, very young children, and seniors. Ms. Pruszynskisaid, generally, a big part of the challenge is making sure residents become familiar with existing services and the various levels of care that are available. Advocates helps individuals with that and how to navigate the many layers. Often,the people in various community social service agencies are the “gate-keepers” of this information. Helping these staffhave the right information and training is vital. Mr. Fieleke saidmental health services thatsee people in their homes is often a gap. Ms. Garfield said finding the right referral can be difficult, especially if people are resistant to seeking/accepting help. She sees Lexington as a town that has a lot of practitioners and yet barriers exist to taking advantage of that abundant availability.Identifyingthe people that struggle to get services(financially, transportation-wise, etc) and provide for them is a challenge. Ms. Ciccolo said that having a child older than 18 who needs help can be difficult because of HIPPAAconfidentiality laws. The same difficulty may exist with seniors who may not have given information access to their next of kin. Are therebest practices Lexington should develop to help these populations? Mr. Fieleke said Minuteman always encourages seniors to set up health care proxies and sign power of attorney documents. Taking the step of affirming a health care proxy is also awaythesedocuments can be made more robust so that a caregiver or family member can havemore inputintohealth care decisions. Ms. Garfield said it isimportanttoset up such proxies before theyare needed;Eliot oftenreferspeople to the programs and information offered by the National Alliance for the Mentally Ill (NAMI). When the adult child refuses services, Eliot will work with the family to understand the options such as obtaining legal guardianship or merely establishstronger limits such as setting up restraining orders. When situations are life and death, HIPPAAlaws are null and voidandPoliceshould be called in to make sure such an individual is taken to the hospital for crisis intervention. Participants discussed next steps including identifying gaps in service; how to get information about existing servicesto the community at large; understanding the stigma and barriers to getting help; comparing best practices used by other towns; budget constraints; understanding how diverse cultures will view mental health issues. Ms. Jaysaid she is awarethat providers specializing in Asian mental health have contacted Lexington;these resourcesmight be includedin a coalition or comprehensive response strategy. Dr. Czajkowski said that before additional services are provided,the availability of current servicesshouldbe organized and promoted.Ms. Ciccolo notedthere is a sense of urgency for the Town’s leadership to act but, so far, what should be done isunclear. Mr.Valente said that, at this point, it should be made known thatthe Town is working on theappropriate role and response and thisa legitimate position.At least two moreJointmeetings are scheduled in the nearfuture. Mr. Lucente said that,although Lexington does provide services, he is not sure they are the right services; the Schools have evolvedover timebut the Municipal departmentsmay not havekept pace with the times and population shifts. Ms. Rundle said good questions have been raised about services and process. She believesit is vital tocontinuethese conversations, atthe upcomingJoint meetings and in between. Ms. Colburn agreed, emphasizingit is important for the residents to know that the Board of Selectmen and School Committee are working on the issue. Upon motion duly made and seconded, the Board of Selectmen voted 5-0 to adjourn at 9:15 p.m. The School Committee followed suit with a 4-0 vote. A true record; Attest: Kim Siebert Recording Secretary Joint Selectmen and Planning Board Page 1 of 2 JOINT SELECTMEN AND PLANNING BOARD MEETING Monday, April 23, 2018 A Joint Meeting of the Lexington Board of Selectmen and the Lexington Planning Board was called to order at 6:31 p.m. on Monday, April 23, 2018 in the Selectmen’s Meeting Room in Town Office Building, 1625 Massachusetts Avenue. Present for the Board of Selectmen were Ms. Barry, Chair; Mr. Pato; Ms. Ciccolo; Mr. Lucente; Ms. Hai; Mr. Valente, Town Manager; and Ms. Siebert, Recording Secretary. Present for the Planning Board were Mr. Canale, Chair; Mr. Hornig; Mr. Creech; Ms. Corcoran- Ronchetti; Ms. Johnson; Mr. Henry, Planning Director; and Mr. Kucharsky, Assistant Planning Director. Mr. Canale called the Planning Board back to order from an Open Sessionrecess. 2018 Town Meeting Action Regarding Article 42—Balanced Housing Bylaw Mr. Canale saidthe Planning Board is amenable to the decision made by Annual Town Meeting on April 11, 2018to refer Article 42 back to the Selectmen. The Planning Boardis likewise amenableto re-opening the matter so that the article is ultimately referred back to Planning Board,oralternatively, that is referredtothe two boards collaboratively. He asked the Selectmen to describehow they view the matter moving forward. Ms. Barry said that the Board of Selectmen has so far had only very preliminary discussions about the direction to take.The Boardhad consideredthe formation of an ad hoc committee operating under Open Meeting Laws; Ms. Barry believes the groupwould preferably include members of the Planning Board; Board of Selectmen; the article proponent; Matt Daggett; a representative or two from the housing community; one or two developers; a lawyer; and one or two community members. Entwined in the work are also matters of policy, tobe determined by the Selectmen. Mr. Valentehas alsoindicated there might be funds available to hire outside consultantswho wouldfacilitate committee discussions and do thetechnical work of writingthe bylaw and motion. Ms. Barry acknowledged that a November deadline isextremely ambitious; she does not want to give Town Meeting false hope that thistimeframe is certain. Mr.Lucente agreed with Ms. Barry’s assessment and added that the issues are complex. He approves of establishing an ad hoc committee. Mr. Pato remains hopeful that the work could be completed by fall and agreed that the Planning Board and Selectmen should work together. He believes theeffort should be a public process. Ms. Hai agreed that fall isthe desired timeframe for bringing the matter back before Town Meeting but it may not be possible, given everything else. Ms. Ciccolo noted that the community has made clear that it wants action on this matter; she said the boards should guard against allowing time slipping awayandbelieves the two should work together. She asked thatthe currentComprehensive Planad hoc committee be kept informed about theBalanced Housing ad hoc committeeand itsdirection. Ms. Ciccolo applauded the work done byarticle proponentMatt Daggett. Mr. Hornig said he is amenable to all the previously expressed opinions about how to move forward and is agnosticabout whether an ad hoc committee or working group is formed. His main concern about opening the matter for reconsideration is the amount of time such a discussion will absorb at Town Meeting. Joint Selectmen and Planning Board Page 2 of 2 Mr. Creech said he had no philosophical problem about which board the referral ismade to. He expressed concern about how members of an ad hoc committee would be brought up to speed but agreed that hiring a facilitator makes sense. Ms. Corcoran-Ronchetti said she believes that the Planning Board and the Selectmen working collaboratively can devise a mutually acceptable article that will be supported by residents. Ms. Johnson said, per Commonwealth law,the matter is the responsibility of the Planning Board. However,theineffectivebylawshould be fixedand she is willing to workwith the Selectmento accomplish that. The Planning Board’s zoningrevisionworkload forfallSpecial Town Meeting already includes more than six other amendments,so the months ahead will be challenging. The Boards agreed not to ask for reconsideration of Article 42. Mr. Valente agreed that there is not enough capacity with existing inhouse staff to support the effort. He recommendedthat the two boards moveto re-open Article 4—Appropriate AY2019 Operating Budget—and request a sum of $40,000 to hire outside consulting services. Mr. Valente said that the Town Moderator would most likelyschedule there-opening at the end of Town Meetingto re-balance the budget. Mr. Valente has a motion prepared to increase the Selectmen’s budget by $40,000if Town Meeting approves the re-opening, with the source of the funds beingFree Cash. Ms. Barry said thetwoboards shouldplan toupdate Town Meeting before are-opening is requested. As far as establishing an ad hoc committee to work on the issue, Town Counsel MinaMakarious, Anderson Krieger, said either two members from each board or both boards working together in Open Session would be permissible. Ms. Barry said she prefers having one member from each board start the process;Ms. Hai will represent the Selectmen;the Planning Board will determine itscounterpart. Adjourn Upon motion duly made and seconded, the Board of Selection voted 4-0 to adjourn at 6:58p.m. A true record; Attest: Kim Siebert Recording Secretary