The URL can be used to link to this page

Home My WebLink About2026-05-19-REC-min-att.pdf—. >1 = i'•1= . 0 ' - 41 1; 0 (-) LLI U_ 0 —1 L1.1 zLT- < [PI C 0 < Bid Documents March 19, 2026 g E i E b 8 2 7 g s' g 1= • SHEET 11111: GRADING PLAN SHFFT NO: L2.1 lave La, OCe 7,8sz r=r1d1 Crv3 NS Cr, EKIES'Av• 53.215,31 111 ,J3 01+, ECIIESIIES *NI 2.3 101 OS evri 313,31 LEVEE EILOG 531,0 N335 JAI . LO1 'LE 1101,33013e El 51800 111J 1.1, SOEd •E CavILD a I ONO NCEd3ON3 , ILION I J/N J/II I , ICE EC do, EL 01 0, dEO I / I I I II0.3O3N.C313 El .10.3 LLJ 53-LTICV,1 30, 23,3s=c33 TOL —Z— E, .., , 3 ...,.....- Al ' =8; 1 •.:. , / z / 2.'z =1.nn. 1 -, , , ... --- _---5,,f, -.L.,. , . • 1, - --,,, . _. • 5/19/26, 8:55 AM Re: Timeline - Recreation Committee - Outlook Ignore Block <<( > Delete Archive Reply Reply Forward Meeting Recall Resend all ., message message Delete Respond Re: Timeline RC Hi, Recreation Committee To: ssdideo <ssdideo@gmail.com> Cc: Peter Coleman Share to Track read Zoom > Teams receipts Teams Tracking Zoom Sat 4/25/2026 12:54 AM Here is the website where you can find the latest information. I believe the project is targeting a mid- June completion date. https://lexingtonma.gov/1970/Parks-Playgrounds Sincerely, Renen Bassik Recreation Committee Member From: ssdideo <ssdideo@gmail.com> Sent: Monday, April 20, 2026 8:55 AM To: Recreation Committee <recreationcmte@lexingtonma.gov> Subject: Timeline USE CAUTION: This email came from outside the Town of Lexington. Do not click links, open attachments or respond to the email unless you recognize the sender, you are expecting the communication and you know the content is safe. Morning, I was trying to find a timeline for the center playground listed anywhere but came up empty handed. I'm curious if it will be closed for a few weeks, a few months, or something like six months? Or longer? Thanks! Parent of a very excited child irk Reply <-\ Reply all r Forward about:blank 1/1 5/19/26, 9:13 AM Re: Invitation to the Adams New Courts Celebration 5/31 - Recreation Committee - Outlook clx Ignore 11 n<Th «<Th (> L.©lit)E 6( Tr. (/ c0 Block Delete Archive Reply Reply Forward Meeting Share to Zoom Move Sweep Rules Quick all .- Teams .. steps.. Delete Respond Teams Zoom Move Quick ste '' Re: Invitation to the Adams New Courts Celebration 5/31 CS Claire Sheth<claireshethma@gmail.com> To: pk@pkshiu.com Cc: Peter Coleman; Melissa Battite; Recreation Committee 0 <Th 4 r> 4 Mon 5/4/2026 3:45 PM USE CAUTION: This email came from outside the Town of Lexington. Do not click links, open attachments or respond to the email unless you recognize the sender, you are expecting the communication and you know the content is safe. Thanks PK! That's so exciting and the court looks amazing based on the image you shared. Congratulations to you and your team for advocating, persevering, and providing the financing to make this great expanded resource available to the town. Your generosity is greatly appreciated and hopefully others will see the potential and power of partnership with initiatives like these. I will try to swing by but the LHS graduation is that morning. I'll swing by in the afternoon if I can but hope you have a great day to celebrate this achievement. Claire On Mon, May 4, 2026 at 10:12AM pk@pkshiu.com <pk�a)pkshiu.com> wrote: Thanks a lot Peter for taking time on Sunday for this! We will do the ceremony part at 1:30pm. P.K. Sent from my iPad On May 4, 2026, at 10:11 AM, Peter Coleman <pcoleman@lexingtonma.gov> wrote: Hi P.K., Thank you for the invitation. I plan to attend the Adams celebration on 5/31. Will an official "ceremony" be taking place and if so, what time is that scheduled for? Thanks, Peter Peter Coleman, CPRP, CPSI, CYSA 1 Assistant Director of Recreation Cnrind anti Siimmar 9A9R Ractictratinn is flnanincs about: blank 1/1 5/19/26, 9:01 AM Online Form Submittal: Contact Us - Recreation Committee - Recreation Committee - Outlook ClX Ignore II Th << r- & Block Delete Archive Reply Reply Forward Meeting Share to Zoom Move Sweep Rules Quick all - Teams steps, Delete Respond Teams Zoom Move Quick ste Online Form Submittal: Contact Us - Recreation Committee N noreply@civicplus.com To: Recreation Committee O <h O Sat 5/16/2026 11:51 PM USE CAUTION: This email came from outside the Town of Lexington. Do not click links, open attachments or respond to the email unless you recognize the sender, you are expecting the communication and you know the content is safe. Contact Us - Recreation Committee Your Name Joseph Petner Your Email jpetner928@verizon.net Subject Use of Sutherland Heights Conservation Area Message I have lived on the "hill" for 51 years and have owned 2 dogs during that time. The Sutherland Heights as you well know is a mixed usage site. It is is s designated playground and conservation area. I am quite upset that the town has sought to impose restrictions of the area to dogs citing playground use regulations. This totally disregards the use of the 25 acres as a space that dogs are permitted to be off leash. This recent imposition of Lexington's playground provision (which are qute outdated by the way) is in my view the result of a T -Ball game parent who filed a complaint following a game in which dogs were present in the back area of the field. I wish to speak to you directly and expect you to consider this correspondence a formal letter of complaint. Please notify me of your next meeting and confirm this issue of complaint to be on the agenda. Sincerely, Joe Petner Email not displaying correctly? View it in your browser. about:blank 1/1 5/19/26, 9:07 AM Re: Online Form Submittal: Contact Us - Recreation - Recreation Committee - Outlook • , Outlook Re: Online Form Submittal: Contact Us - Recreation From Peter Coleman <pcoleman@lexingtonma.gov> Date Mon 5/11/2026 3:25 PM To steve & pam mckenna <pamagast15@gmail.com> Cc Melissa Battite <mbattite@lexingtonma.gov>; Recreation Committee<recreationcmte@lexingtonma.gov> Hi Pam, There is not one particular issue that I have in mind. I thought that meeting would give us the opportunity to discuss the various items that have been mentioned in previous emails. This week is tough for me as well, so would you be available on meet on either Thursday, May 21st or Friday, May 22nd? Thanks, Peter Peter Coleman, CPRP, CPSI, CYSA 1 Assistant Director of Recreation Spring and Summer 2026 Registration is Ongoing! Town of Lexington 1 Recreation and Community Programs A: 39 Marrett Road 1 Lexington, MA 02421 P: (781) 698-4803 1 F: (781) 861-2747 1, xingtorl 250 r775-2025 Creating Community Through People, Parks & Places From: steve & pam mckenna <pamagast15@gmail.com> Sent: Sunday, May 10, 2026 5:32 PM To: Peter Coleman <pcoleman@lexingtonma.gov> Subject: Re: Online Form Submittal: Contact Us - Recreation USE CAUTION: This email came from outside the Town of Lexington. Do not click links, open attachments or respond to the email unless you recognize the sender, you are expecting the communication and you know the content is safe. Hi Peter, I would be happy to meet with you. Is there a particular issue that you think we should discuss? Something where we might find common ground? about:blank 1/5 5/19/26, 9:07 AM Re: Online Form Submittal: Contact Us - Recreation - Recreation Committee - Outlook I don't have much time this coming week, but, in general, I have free time on Wednesdays, Thursdays, and Fridays, Regards, Pam On Wed, May 6, 2026 at 12:22 PM Peter Coleman <pcolemanPlexingtonma.gov> wrote: Hi Pam, I would like to apologize for not replying to your email before now. While I understand that you are not looking to engage in a back -and -forth through email, I would be willing to have a conversation or meeting with you where we can discuss this topic further, if desired. Have a nice day. Thanks, Peter Peter Coleman, CPRP, CPSI, CYSA 1 Assistant Director of Recreation Spring and Summer 2026 Registration is Ongoing! Town of Lexington 1 Recreation and Community Programs A: 39 Marrett Road 1 Lexington, MA 02421 P: (781) 698-4803 1 F: (781) 861-2747 Lgxington Creating Community Through People, Parks & Places From: steve & pam mckenna <pamagast15@gmail.com> Sent: Wednesday, April 8, 2026 5:01 PM To: Peter Coleman <pcolemanPlexingtonma.gov> Subject: Re: Online Form Submittal: Contact Us - Recreation USE CAUTION: This email came from outside the Town of Lexington. Do not click links, open attachments or respond to the email unless you recognize the sender, you are expecting the communication and you know the content is safe. Dear Mr. Coleman, Thank you for taking the time to answer my message about the Adams Park pickleball courts. I have no desire to engage in a long back and forth on the issue since that is clearly a futile undertaking. However, I read the Tennis & Pickleball Working Group report that you referenced and there are a few points from that on which I would like to provide some feedback. 1. Pg.2: The Working Group membership included two Gallagher Court Abutters, Parker Street Residents, but there were no representatives from neighborhoods near any of the other three pickleball court locations. Whatever the reasons the working group had for structuring the committee this way, it certainly limited the scope of the conversation and the ability of other Lexington residents to express their concerns. 2. Pg. 6: Lexington compares very favorably, both locally and nationally, in terms of the availability of pickleball courts. Availability seems to be most restricted by the Recreation Department's rules concerning reservations. It isn't at all clear that increasing the number of courts will help drop-in, "open play" format issues. 3. Pg. 17: "When considering this option [relining Adams courts], it is important to remember that as the concentration of pickleball play at u location increases, so too does the noise level. Therefore, professional acoustical testing for baseline ambient noise should be undertaken to account for potential increases as well as source mitigation such an increase might necessitate." about:blank 2/5 5/19/26, 9:07 AM Re: Online Form Submittal: Contact Us - Recreation - Recreation Committee - Outlook Can you direct me to a place where I can find the levels that this testing might have shown for the Adams Courts and where I will be able to find the test results when the number of courts is increased? I am in the process of getting my own decibel meter, so you are welcome to trust the numbers that I will send you this season. 4. Pg.19: I hope the Recreation Department and the Lexington Pickleball Club will make a strong effort to promote the use of noise -reducing equipment. I didn't find any such recommendations on either website. 5. Pg.20: The decision to limit the noise level at the abutter line to 65 dBa's appears to have been determined by a vote of the committee. I don't know what information they based that decision on, but my own research indicates that an outdoor noise level of 55 decibels can be considered a "nuisance". Imagine what exposure to that nuisance level of noise for more tht n13 hours/day, every day for months is like. I believe that the Rec Department's posted hours for use of the courts is from 8am to 8pm, but I can tell you from past experience that people are often on the courts before 7am and some play until well past dusk. Since you said that you had received no complaints from abutters to the Adams Court, please consider this as well as my comments at last spring's meeting of the Recreation Committee as formal complaints. And you can count on hearing from me this summer, since that's apparently how it works. Finally, in the spirit of compromise, my husband and I are offering to donate 12 Deodar cedar trees if the Town will plant them around the side of the courts that faces Adams Field and half way across the front of the courts. Maybe you could get the Lexington Pickleball Club to water and tend to the trees. As the WG report points out, maybe the Club should have some skin in the game, Sincerely yours, Pam Peifer P,S. I hope it is obvious by now that you do not have my "continued support" in this matter. On Mon, Apr 6, 2026 at 11:57AM Peter Coleman <pcoleman@Jlexingtonma.gov> wrote: Hi Pamela, The pickleball pilot program at the Adams Courts was in effect for the 2024 and 2025 seasons. Court users expressed their support for the pilot program and no negative feedback was received from abutters. At its March 3, 2026 meeting, the Recreation Committee voted to convert the Adams Courts pickleball pilot program into an annual program going forward. The number of pickleball courts at Adams will increase from four courts to six courts in the coming weeks and permitted use of the six pickleball courts is tentatively set to begin on Monday, April 27th. This date is subject to change based on the weather and whether or not the courts are able to relined on the scheduled dates. In 2022, the Tennis & Pickleball Working Group, a working group of the Recreation Committee, was created and tasked with looking at short-term and long-term options for expanding and increasing the pickleball opportunities offered in Lexington while also being mindful of the court demands for the robust tennis community. One of the outcomes of this working group was the Tennis & Pickleball Working Group Report. Noise concerns are addressed in the report and there is a section on site selection criteria (Section IV), which begins on page 20. The report does state that "to achieve the 65dBAs or lower threshold without mitigation, pickleball courts should be 200' or greater from abutters." Additional information can be found on the Tennis & Pickleball Working Group webpage. Thank you for your continued support and have a nice day. Thanks, Peter Peter Coleman, CPRP, CPSI, CYSA 1 Assistant Director of Recreation S ring and Summer 2026 Registration is Ongoing! Town of Lexington 1 Recreation and Community Programs A: 39 Marrett Road 1 Lexington, MA 02421 P: (781) 698-4803 1 F: (781) 861-2747 about:blank 3/5 5/19/26, 9:07 AM Re: Online Form Submittal: Contact Us - Recreation - Recreation Committee - Outlook J1 L Lexington Creating Community Through People, Parks & Places From: noreply. civicplus.com <noreplyja civicplus.com> Sent: Friday, April 3, 2026 3:29 PM To: Rec Dept <recdeplexingtonma.gov> Subject: Online Form Submittal: Contact Us - Recreation USE CAUTION: This email came from outside the Town of Lexington. Do not click links, open attachments or respond to the email unless you recognize the sender, you are expecting the communication and you know the content is safe. Contact Us - Recreation Your Name Pamela Peifer Your Email pamagast15@gmail.com Subject Adams Park Pickle Ball courts Message As an abutter of Adams Park, I received a letter about increasing the number of Adams Field pickle ball courts from 4 courts to 6. Since the plan to give pickle ball players priority at these courts was presented as a pilot plan at the Rec Committee meeting last year, I am disappointed that there was no outreach to abutters about how even the 4 courts impacted our quality of life. But, since the decision seems to be final, I am now asking about any plans for noise mitigation for these courts- trees? sound proofing? Since research shows that the value of our property will most likely decline by somewhere around 10%, my husband and I will be filing for a tax abatement. I am sending this same message to the Recreation Committee, although I have found them to be less than responsive in the past. Email not displaying correctly? View it in your browser. about:blank 4/5 5/19/26, 9:07 AM Re: Online Form Submittal: Contact Us - Recreation - Recreation Committee - Outlook When writing or responding, please be aware that the Massachusetts Secretary of State has determined that most email is a public record and, therefore, may not be kept confidential. about:blank 5/5 5/19/26, 9:12 AM Online Form Submittal: Contact Us - Recreation Committee - Recreation Committee - Outlook IX Ignore II < 1 (> c°0 Block Delete Archive Reply Reply Forward Meeting Share to Zoom Move Sweep Rules Quick all Teams steps, Delete Respond Teams Zoom Move Quick ste '' Online Form Submittal: Contact Us - Recreation Committee N noreply@civicplus.com To: Recreation Committee Fri 3/27/2026 1:05 PM USE CAUTION: This email came from outside the Town of Lexington. Do not click links, open attachments or respond to the email unless you recognize the sender, you are expecting the communication and you know the content is safe. Contact Us - Recreation Committee Your Name Dr Dinesh Patel MD Your Email Dineshknee@gmail.com Subject National public health week Message Melissa ,staff and members of the comittee Thank you so much for your ongoing work and help with innovation and ideas to implement how to improve health - mind body and spirit for all On this special week looking at the program makes me very proud that your leadership cares for all Thank you and best wishes Dinesh Patel and Retiring town member and retired Mgh Harvard ortho surgeon Former National Public Health Week April 6 to April 11, 2026 National Public Health Week (NPHW) 2026 is taking place from Monday, April 6, to Sunday, April 12. Lexington's Department of Public Health is partnering with Lexington Recreation and Community Programs for a week of health and wellness focused events, including group fitness classes and a workshop on managing insomnia. Learn more about National Public Health Week and this year's events on the Town's National Public Health Week webpage. Many of the NPHW events will require pre -registration. Please about:blank 1/1 eek®s91s Lexington RECREATION & COMMUNITY r R o c RAM s w Town of Lexington Recreation and Community Programs Melissa Battite, CPRP Tel: 781-698-4800 Director of Recreation and Community Programs Fax: 781-861-2747 Recreation & Community Programs May 2026 Report New Business: • Weiwei Li's term on the Recreation Committee is set to expire at the end of May. Mr. Li has expressed an interest in remaining on the Committee by submitting his application for reappointment, which will be voted on by the Select Board during its May 22, 2026 meeting. • Mona Roy and Larry Freeman will be serving as School Committee liaisons to the Recreation Committee going forward. • During the April 21, 2026 Board of Health meeting, there was a presentation and discussion regarding synthetic turf. Susan Chapnick, MS, and Sarah Evans, PhD, presented their findings on and issues with health and environmental impacts of synthetic turf and shared some recommendations. While there were no next steps discussed at the meeting and the Board of Health did not take any votes, Ms. Chapnick and Ms. Evans will likely be sharing this information during a Sustainability meeting in the near future. Old Business • The Save Lex Wildlife had requested microfilament disposal containers to be placed at the Reservoir. Three containers have been installed around the perimeter of the reservoir. www.lexingtonma.gov/recreation recdept@lexingtonma.gov 39 MARRETT ROAD, LEXINGTON, MA 02421 (office) 1625 MASSACHUSETTS AVENUE, LEXINGTON, MASSACHUSETTS 02420 (mail) Save the Dates • Sunday, May 31st— Adams Courts Opening Celebration/Ribbon Cutting Ceremony from 1-4pm. • Monday, June 1St — Town Pool opens for the season. • Saturday, June 6th — Old Reservoir opens for the season. Staff Updates • Nick Burke has been promoted to the DPW Assistant Superintendent of Public Grounds. • On Tuesday, May 12 in Philadelphia, Melissa Battite was awarded one of the 250 Public Service Champions by the National Administration of Public Administration. The 250 Champions include a diverse range of public servants who earned recognition by going above and beyond, showing excellence in public service, and inspiring those around them. Melissa was joined by Christine Dean and Steve Bartha. NATIONAL ACADEMY JF PUBLIC' sa„ p N1i'NISTRi,l' iN.+nox+- ACkONTO =;'Tueuc ADMINISTnan°N�; Celebrations • The Aspen Institute released Rise Up Mass! Positioning Massachusetts as Youth Sports Leader. The publication featured an article about Lexington Recreation and Community Programs: Nurturing a Culture of Inclusion in Sport. • NRPA's Bridging Generations: Intergenerational Programming in Action highlights how park and recreation professionals are creating meaningful intergenerational experiences that benefit people of all ages. Lexington's Sow and Grow program is featured in the data and findings. Sports Advisory Council • The Sports Advisory Council will next meet on Tuesday, May 19th. The focus of the meeting will be the LHS Building Project and updates on ongoing and upcoming capital projects. Budget & Capital • The 2026 Annual Town Meeting ended on Monday, May 4th. The FY27 Recreation & Community Programs operating budget and capital improvement projects were all approved. • Lincoln Field #3 Project — the project kickoff meeting has been scheduled for Wednesday, May 20th Mobilization will begin on Monday, June 8th with a substantial completion date of Friday, August 14th • Lincoln Field Conversion Project — staff are working with Procurement to allow for the conversion of the Lincoln softball field to a new Little League field to be completed as a change order as part of the Lincoln #3 project. Additionally, the Center #1 batting cage will need to be relocated due to the LHS Building Project and staff have been in communication with Activitas about including this work as part of the Lincoln field conversion project. • Center Playground Replacement Project — all of the old equipment has been removed from the site and installation of the new play equipment has begun. This project is scheduled to be completed by mid- June. • Skate Park replacement project — over the past month, the concrete pad changes that were needed have been incorporated into the design and the overall design for the project has been finalized. Town staff, the Skate Park design team, and the LHS Building Project construction team met on Friday, May 8th to review installation requirements and the bidding process. This project is set to begin when the LHS Building Project commences on July 1St • Harrington/Bowman/Franklin Field Renovations — the Bowman Little League field was deemed playable as of Wednesday, May 13th. Work on the two Harrington softball fields continues and DPW will be finalizing the irrigation connections at Bowman and Franklin in the coming weeks. • The Lincoln Park Fitness Equipment has been ordered and Forte Construction will begin installation later this spring. Community Center • The seasonal tent was installed on May 1St • The Highway Division re -painted the parking lot lines in the rear parking area under the tent and added additional HC spaces Programs & Services • Adaptive spring sports are scheduled to start the week of May 11th — we have over 30 individual athletes participating. • Due to low enrollment, the decision has been made to not offer the LexRec Summer Day Camp at the Community Center this summer. This day camp will be offered at the Center Recreation Complex and a variety of other STEAM -based programs will take place at the Community Center. • Staff assisted the Conservation Department in setting up a registration site via MyRec for their 6th Annual Native Plant Sale. They had 9 different offerings and over 180 plants were purchased. • A USCF chess tournament took place on April 25th with 39 participants from Lexington and surrounding towns. • During April Break a licensed day camp took place at Fiske School, a Minecraft & Kids Newsroom class took place at the Community Center, and a Viking Multi -Sports Camp at Estabrook School. Parks, Fields, & Facilities Athletic Fields & Parks • The restroom facilities and water fountains at the Center Recreation Complex and Lincoln Park are now operational for the season. • At its April 8, 2026 meeting, the Select Board approved and accepted the donation from Lexington Little League at the Lincoln Little League field. This donation included installing fencing along the foul lines and dugouts at the team areas. Work began soon after the Select Board's approval and the upgrades were completed in a timely manner. • The Center Recreation Complex hosted a Massachusetts State Track Coaches Association (MSTCA) invitational track meet on Saturday, May 16tH Hard Court Surfaces • Tennis/pickleball memberships have sold out for the 2026 season and a waitlist has been started. Combined with Battle Green Tennis League memberships, approximately 360 memberships were sold this year. • The enhancements at the Adams Courts were completed on schedule and permitted use of the six pickleball courts began on Monday, April 20th. At its May 11, 2026 meeting, the Select Board accepted the donation from the Lexington Pickleball Club. The official ribbon cutting and opening celebration will be held at the Adams Courts on Sunday, May 31st from 1:00-4:OOpm. Aquatics • Staff orientation and trainings start the week of May 18th • Inspections with the Board of Health and the Buildings Department are scheduled in the coming week. • The Town Pool Complex is scheduled to open for pre-season/reduced hours on June 1st and the Old Reservoir will open for the season on June 6th Golf • A new sign at the Pine Meadows main entrance is scheduled to be installed within the next week. Data Dashboard • 221 reservations totaling 1122 hours. • 194 memberships have been processed or renewed. Memberships range from Community Center, Swim, and Tennis and Pickleball. • Visitation totaled 14,518. • Online brochure view reached 1,646 reads for an average of 5 minutes. • April e -newsletter had an open rate of 64% (10,792) and a click rate of 3% (576). • $622 has been donated via MyRec to the Scholarship Fund and the All -Abilities Fund. 5urn 01 I4s1M5 Dale 4/1/2026 3/2/2810 2/1/2025 1/1/20.6 12/1/2021 11/1/2025 10/1/7025 47/2025 8/112125 7/172025 6n212s 572025 401/2025 1112025 Lexington Recretaion & Community Programs Data Dashboard Sum of Raelootlor0s suns of Reservation Hours 1900 Iwo 1200 1000 500 rho .100 200 1237 225 243 221 Community Center Reservation 86 11/1 1164 98 150 193 21/2225 4112025 5/1/2125 6/1/2025 75112025 8/1/2025 1/1.12025 10/1/2025 11/1/2025 12/1/2025 1/1/2026 252026 1/1/2026 1012020 221 204 1022 192 1114 1157 1122 1001 203 _.. 71, 213 221 Community Center Visitors 491611 5000 10000 15000 20090 25100 9x0 ofCommutate Ceram Sum of 0m000een Tens Sumo/0006 Sumollamasl RGl1141 Wm olllap-Merl Membership Sales 500 400 300200 a JAI 1/1/7025 4/172025 5/1/2025 6+1/2025 7/12025 8/12025 9112025 10/12025 11/1/2025 121/2125 1/172026 2/12026 31172026 4/1/2026 Sati•s ■ 912 of Community Center ■ 9m o18aluo Green renins ■Sum et Dem !Sin 011mN55Pi081e0all MD= etlkop-N Gym Da Sum o15tlmlafshlop Donations Sun o0AIIAMI101 Demeans $2500 $2.000 Scholarship Donations Values • 9mf afScholashlop Donations ■ Sunn1AlleMalle5 Donations 0 PROJECT (� PLAY o aspen institute RISE UP MASS! POSITIONING MASSACHUSETTS AS YOUTH SPORTS LEADER RNNIECENTEK EDUCATION RESEARCH & POLICY For the first time, the Project Play Summit is coming to Boston, the self-proclaimed City of Champions. Boston mayor Michelle Wu believes the city should aim higher than bringing home professional trophies and rings but supporting a thriving sports community for all children. To honor Mayor Wu's commitment to the Children's Bill of Rights in Sport and to support the rapidly changing state policy environment, this report serves as a catalyst for youth sport providers to come together and create a youth -centered ecosystem with an emphasis on ensuring that all youth regardless of zip code or ability have the right to play. As Massachusetts looks to be a leader in youth sports, it must look deeper to understand the reality of who is playing and who is not. Many subpopulations have not reached the 63% target and thus have less access to opportunities. This report will lay out scalable best practices focused on both increasing access and program quality in addition to outlining the emerging policy and governance opportunities at a program, local, and statewide level. In the Commonwealth of Massachusetts, youth sports serves as a vital cultural cornerstone, yet access to play is not a guarantee. While there is much to celebrate with an overall participation rate higher than the national average, as the data demonstrates persistent gaps remain. CHILDREN'S BILL OF RIGHTS IN SPORTS p !lbw LAY All children have the right: •o° TO PLAY SPORTS 8 TO SAFE AND HEALTHY ENVIRONMENTS ti TO QUALIFIED PROGRAM LEADERS A TO DEVELOPMENTALLYAPPROPR/ATE PLAY A TO SHARE IN THE PLANNING AND DELIVERY OF ACTIVITIES la TO AN EOUAL OPPORTUNITY FOR PERSONAL GROWTH W TO BE TREATED WITHDIGNITY :,. TO ENJOYTHEMSELVES In this unique moment, we invite youth sport providers across the state to join the conversation. Rise Up Massachusetts 1 Youth Sports Participation in Massachusetts According to 2023-24 National Survey of Children's Health, Massachusetts' overall sports participation exceeded the U.S. population and the 63% target set by Healthy People 2030. Yet, gaps remain Organized Sport Participation for MA Youth 2023-24 National Survey of Children's Health Percentage 50 u 68.6 64.7 Boys Girls 77.8 76 Other White (race/ethncity) 52 30.1 63.5 Hispanic Black Asian Note that for all categories BUT White, please interpret with caution: estimate has a 95% confidence interval width exceeding 20 percentage points Created with Datawrapper While girls are catching up with boys, a gap persists. Youth of color participate at much lower rates than White youth. Aspen Institute Project Play 2 The reality of sport "haves" and "havenots" is aligned with income and younger youth are also participating at higher rates than older youth, which could be based upon available opportunities. Organized Sport Participation for MA Youth 2023-24 National Survey of Children's Health Percentage 50 High-income Created with Datawrapper Low-income Age 6-11 Age 12-17 Top Three Reasons Current Athletes are Playing 1. Playing with Friends (66.1 %) 2. Having Fun (58.3%) 3. Learning/Improving Skills (31.3%) From 2025 National Athlete Survey, Aspen Institute Rise Up Massachusetts 3 Percentage of MA high school students who reported taking part in organized activities in the past week 2025 Massachusetts Youth Health Survey Overall Grade 9th Grade 10th Grade 11th Grade 12th Grade Gender Male Female Race/Ethnicity White Black Hispanic or Latine Asian Other/Multiracial 63.6 68.9 63.4 64.5 56.9 625 64.8 72.3 50.5 46.9 74.3 59.7 Note: Organized activities includes sports teams, school clubs, music art or dance lessons, church groups, or other supervised activities, Created with Oatawrapper Percentage of MA middle school students who reported taking part in organized activities in the past week 2025 Massachusetts Youth Health Survey Overall Grade 6th Grade 7th Grade 8th Grade Gender Male Female Race/Ethnicity White Black Hispanic or Latine Asian Other/Multiracial Note: Organized activities includes sports teams, school clubs, music, art or dance lessons, church groups, or other supervised activities. 75.4 75.5 75.7 75,7 74,7 76.6 81.6 65.2 637 78.4 77.6 Note: Organized activities includes sports teams, school clubs, music, art or dance lessons, church groups, or other supervised activities Created with Oatawrapper Aspen Institute Project Play 4 Percentage of Massachusetts High School Students who reported attending PE classes on one or more days in an average week when they were in school 2023 Massachusetts Youth Health Survey Report Overall Grade 9th Grade 10th Grade 11th Grade 12th Grade Sex Male Female Race/Ethnicity Asian Black Hispanic White Other/Multiracial 58.3 63.4 60.1 56.1 53.3 58.57 58.2 63.5 50.1 57.4 59.8 53.8 Created with Datawrapper Rise Up Massachusetts 5 Percentage of MA High School Students who reported being physically active for 60 minutes, 5+ days per week 2023 Massachusetts Youth Health Survey Report Overall Grade 9th Grade 10th Grade 11th Grade 12th Grade Sex Male Female Race/Ethnicity Asian Black Hispanic White Other/Multiracial 47.3 52.7 44.8 45.7 45.9 54.2 39.9 45.2 35.7 39.4 53.4 36.2 Created with Datawrapper Of sampled youth respondents from MA, top sports played by current and former players 2025 National Athlete Survey, Aspen Institute current Former Baseball Basketball Dance Tackle Football Ice Hockey Lacrosse Soccer Softball Tennis Track and Field Volleyball Created with Datawrapper 10 22 1 2 6 6 35 6 2 2 5 21 14 14 0 0 29 0 0 0 7 7 As of 2025, Massachusetts boasts one of the highest youth sports participation rates in the country at approximately 72% (representing duplicated high school athletes across MIAA member schools), but this figure is heavily driven by the state's wealthiest zip codes. In high- income communities, participation can be reported above 100% because many students have opportunities to be a part of multiple teams. While in "Gateway Cities" and lower-income urban centers, participation can be as much as 40% below the state average using participation survey data from Massachusetts Interscholastic Athletic Association. Aspen Institute Project Play 6 Percentage of MA High School Students who reported engaging in vigorous activity for 20+ minutes, 3+ times per week 2023 Massachusetts Youth Health Survey Report Overall Grade 9th Grade 10th Grade 11th Grade 12th Grade Sex Male Female Race/Ethnicity Asian Black Hispanic White Other/Multiracial 69.4 75.8 69.1 70.4 61.3 74.7 64.2 71.4 63.5 62.5 72.7 71.7 Created with Datawrapper Top Three Reasons Current MA Athletes reported they don't enjoy organized sports 1. Bad coaching (32.2%) 2. I don't want to get hurt (17.4%) 3. I'm not good enough (15.7%) Note: 41.7% respondents indicated none of these reasons are true for me From 2025 National Athlete Survey, Aspen Institute Rise Up Massachusetts 7 Lexington Recreation & Community Programs: Nurturing a Culture of Inclusion in Sport At a baseball field in Lexington, a child approaches the batter's box wearing a grin a mile wide. He taps his bat on the plate, emulating the Red Sox players he watches on TV every night. The boy is a baseball superfan, but because of his disability, he never had the opportunity to play on a team himself. That changed when his family learned about Lexington's Adaptive Quickball program—a version of baseball and softball that has been adapted to meet the needs of children of all abilities, featuring simple rules and a modified game structure that promotes participation over competition. Now, he finally has the chance to play the sport he loves as a member of a team. He swings at the ball on the tee and makes contact. It feels like a home run. This example is one of many illustrating the breadth of athletic opportunities available to children with disabilities in the Town of Lexington. The Town's Department of Recreation & Community Programs features a Therapeutic Recreation arm that offers: 1. Adaptive programs designed for residents with disabilities, such as Adaptive Quickball described above; 2. Personalized inclusion supports, such as inclusion aides and visual Aspen Institute Project Play instructions, to ensure residents with disabilities are able to participate in any of the town's sports and recreation programs; and 3. Reasonable accommodations, such as allowing the use of modified equipment or handheld translators, to meet residents' diverse needs in recreation programs. "The inclusion and adaptive programs have changed the culture of not only the Department, but the entire community. We are seeing the impact not just for the youth with disabilities but their peers, families, and even teachers!" -Kate DeAngelis, Therapeutic Recreation Specialist, Lexington Recreation & Community Programs These many supports, available for residents of all ages, have an especially large impact on young people—in 2025, 121 Lexington youth participated in adaptive programs or received inclusion supports in traditional programs. This profile examines the "how" behind Lexington's crowning achievement: establishing a robust culture of inclusion that enables all youth to reap the benefits of sport. 8 Key Practice 1: Build a culture of inclusion from the top down. Much of Lexington's success in inclusive athletic programming is owed to its top- down prioritization of inclusion. The town's Director of Recreation & Community Programs made inclusion a core priority and in 2019, with the backing of the town's Special Education Parent Advisory Council, hired a part-time Certified Therapeutic Recreation Specialist to launch the department's Therapeutic Recreation arm. Within the year, the position had scaled to full-time. The Therapeutic Recreation Specialist has greatly expanded inclusion supports and adaptive programs and has worked closely with the department's program coordinators to build a deep- seated commitment to inclusion amongst staff at all levels. In turn, the department's public messaging consistently emphasizes that programs are for residents of all abilities, establishing inclusion as a community expectation. Key Practice 2: Personalize supports for children with disabilities. A notable strength of Lexington's approach to inclusion is its personalization. Any family is able to request inclusion supports for their child for a given program, and upon doing so, the family is asked to complete an intake form and an intake meeting with the Therapeutic Recreation Specialist. The result is close collaboration to develop a support plan for the child—which may entail, for instance, providing a one-on-one inclusion aide, small -group support, and/or game modifications or registering the child for a comparable adaptive program. Critically, this process builds trust with families, many of whom are hesitant to register their child for sports programs out of concern that the programs will be too competitive and unaccommodating. Lexington's approach ensures that families feel heard and that supports are meaningfully personalized— for each child and even for the same child participating in different activities. Key Practice 3: Generate buy -in for inclusion amongst all staff. Recognizing that staff buy -in lies at the cornerstone of inclusive programming, Lexington ensures that all of their recreation staff—program coordinators, coaches, camp counselors, and even front desk staff—receive in-house inclusion training. Through training, staff learn that inclusion is part of everyone's role. They learn how to modify activities to be more inclusive and how to explain to children why inclusion supports matter. Consequently, staff actively normalize inclusion amongst the children in their charge: they teach children perspective - taking when they ask questions about inclusion supports, and they encourage friendships between children with and without disabilities. There is now a shared expectation amongst staff, children, and families that children with and without disabilities will be present and participating in all programs. Rise Up Massachusetts 9 Lessons for Youth Sports Programs The inclusive program offerings of Lexington's Department of Recreation & Community Programs not only provide enriching opportunities for children with disabilities, but also teach all children about the value of bridging differences and sharing the joy of sport universally. For communities who wish to achieve a similar impact, several key lessons emerge: • Make inclusion a stated priority. A commitment to inclusion from administrators at the highest levels is the first step in mobilizing resources and garnering staff buy -in to expand inclusive opportunities. • Inclusion can start small. While creating adaptive programs and offering one-on-one inclusion aides are highly impactful, inclusion efforts can also be low-cost. A powerful first step is simply to ask families what their children need, then make personalized accommodations—for instance, offer extra breaks or simple inclusion supports like visual instructions. • Redefine success in sport. Success in sport looks different for every child. It may look like winning competitions, advancing their skill level, developing socially, and/or simply experiencing the joy of sport. Reinforcing this with staff, children, and families can shift the culture toward one that meets all children where they are at and prioritizes a growth mindset, nurturing holistic youth development. For more information, visit the Lexington Recreation & Community Programs website. Aspen Institute Project Play 10 Massachusetts Youth Lacrosse: Promoting Athletic Participation over Performance On a spring Saturday morning, a group of second-grade students takes the field for their first lacrosse practice organized by Massachusetts Youth Lacrosse (MYL). The goals are smaller than regulation size. The field is shorter. There are no tryouts, no rosters sorted by ability, and no score being kept. A volunteer coach, a neighborhood parent trained by MYL, runs a drill focused on providing each child with as much contact with the ball as possible. By the end of the practice, the children are running around together as if they have been teammates for years. Some of them will play lacrosse again next spring, while others will try soccer. Either outcome is celebrated by MYL—simply encouraging children to try a new sport is their main objective. MYL is one of the largest youth lacrosse leagues in the United States. It is also, by design, one of the most inclusive, focused on participation and fun. Founded and sustained by a volunteer board of directors with deep roots in the sport, MYL organizes play during the spring season for over 200 non-profit city- and town - based programs across the state for boys and girls in kindergarten through grade eight. Their flagship program, the Classic League, serves as a teaching, developmental league—it features city and town teams that practice during the week and compete on Sundays, but with no team standings or championships and with mandated equal playing time for all. The core premise is simple and increasingly countercultural: participation and fun matter more than performance, and community matters more than victory. MYL's core goals are simple: to teach, grow, and honor the sport of lacrosse, and in doing so, to strengthen communities and promote positive youth development. These goals are a direct response to the growing prevalence of for-profit travel teams and pay -to -play club programs for youth—which have driven up participation costs, narrowed access, and pushed children to specialize in a sport before they are developmentally ready. This profile details how MYL chose a different path, creating a program that celebrates joy and participation above all else. Key Practice 1: First and foremost, design programs to cultivate a welcoming atmosphere. MYL has carefully crafted their model to promote a warm, welcoming experience for children and families. Deliberate design choices have prevented an intense, overly competitive atmosphere: In the Classic League, there are no A teams or B teams or C teams, no 'stacked' teams, and no team standings or playoffs. The league operates only in the spring to avoid the year-round intensity that drives burnout in other sports, and participation is low-cost, with games played locally so families can minimize travel expenses. On the field, grade- and age-appropriate game modifications, such as smaller field sizes Rise Up Massachusetts 11 and simplified rules for the youngest players, ensure that all children engage with the sport to the fullest extent. This approach ensures that children's early experiences in sport are not tainted by undue competitive pressure and leave a lasting positive impression. Key Practice 2: Equip coaches to foster positive youth development. MYL has invested heavily in making sure its coaches, all of whom are volunteers, are prepared to deliver the kind of experience the league promises. MYL's coaching certification requirements go well beyond how to play the sport. Through online modules and a half-day in-person clinic, coaches are trained not just in the technical skills of the game, but in youth development and safety—including how to create an inclusive environment, how to "Since inception in 1992, MYL has held strong to its core values of cultivating inclusion and experimentation so kids at any age can jump in and try the sport without feeling like they are 'not good enough.' This value, along with our focus on coach training and certification and standardized athlete safety policies, has resulted in MYL growing to be one of the largest youth lacrosse leagues in the USA." -Jim Dalton, Board Member, Massachusetts Youth Lacrosse Aspen Institute Project Play support children who are struggling, and how to make a practice feel welcoming for children who have never held a lacrosse stick before. Recertification is required at least every two years, ensuring that these practices are reinforced. The philosophy behind this investment is clear: for MYL, a coach's role is not to win games, but to help children develop character, camaraderie, and sense of community. Key Practice 3: Encourage sport sampling. One of MYL's most distinctive qualities is that the organization encourages children to try other sports in addition to lacrosse. MYL's programs coordinate their schedules with other local sports organizations as much as possible to minimize conflicts, enabling children to participate in multiple spring sports to discover what they like. This approach reflects a growing body of evidence that sport sampling, trying multiple sports across childhood rather than specializing early on, produces better long-term outcomes for young athletes— such as higher rates of sustained participation and lower rates of overuse injury. For players in grades five through eight who wish to deepen their engagement with the sport, MYL offers a Select League that features team standings, playoff games, and championships—though players must continue to participate in the Classic League as well. Importantly, this option is an add-on rather than a replacement. In this way, MYL accommodates varying levels of commitment to the sport without undermining their core message: no child is ranked out, and every child is welcome. 12 Lessons for Youth Sports Programs While MYL's model is specific to one sport, its logic is universal and reflects the core values of the Children's Bill of Rights in Sports. What MYL has built in lacrosse could be replicated for any sport, in any community. Several principles stand out as particularly transferable: • Lead with participation, not performance. Removing rankings and ability -sorting in the early years is notjust a philosophical choice; it is a structural one that shapes what children experience. • Commit to keeping participation costs low. Achieving broad-based participation requires removing financial barriers for families intentionally and consistently, notjust occasionally. • Invest in volunteer coaches. Even in noncompetitive programs, coach quality shapes the youth experience. Developing a certification process that includes soft skills training is worthwhile. • Design for sport sampling. When a child tries any new sport, it is praiseworthy. The ultimate goal is to support all children in finding a sport that ignites their passion and nurtures their growth. • Anchor the program in the community. The alternative to the pay -to -play club model is not a cheaper version of the same thing, but rather a fundamentally different relationship between sport, place, and belonging that promotes connection and participation within one's community. For more information, visit the Massachusetts Youth Lacrosse website. Rise Up Massachusetts 13 Worcester Public Schools: Establishing Sports Programs for Middle School Students On a sunny day in Worcester, a set of athletic fields is mobbed with spectators and ablaze with cheers. Passersby may assume that some sort of championship match is in progress, but these games represent a different cause for celebration: the launch of Worcester's co-educational flag football league for middle school students. Parents, school principals, educators, and School Committee members are all in attendance, looking on as students engage in fierce competition, spurred by the crowds to perform their best. The atmosphere is electric. The high turnout is driven in part by curiosity about the new league's level of impact. With students' glee on full display, along with the strength of the community rallying around them, it is abundantly clear that middle school sports provide an immeasurable benefit to students and the city at large. In the past decade, Worcester Public Schools has made a dedicated effort to establish and expand its middle school sports programs, both in response to community demand and to improve student engagement and well-being. Beginning with girls' field hockey at one middle school in 2017, the district then created boys' and girls' volleyball, basketball, and soccer programs across all six of the city's middle schools, followed by coeducational flag football, then baseball Aspen Institute Project Play and softball. In addition, each middle school offers intramural sports that offer more flexible participation. This profile explores how the district achieved this success through an impressive commitment of resources, benefiting students citywide. Key Practice 1: Make a case for funding from the bottom up. To start a conversation about creating middle school sports, the Worcester Public Schools Athletic Department approached middle school principals across the city to better understand the level of demand for sports programs among their students and families. Upon learning that demand was consistently high, the department elevated the conversation, raising the possibility of establishing middle school sports with school district administrators and the School Committee. In these conversations, it was important to convey not only the high demand, but also the benefits of middle school sports most relevant to Worcester's context, such as: promoting students' health through physical activity, nurturing students' relationships with positive adult role models, teaching students to follow through on their commitments, and reducing students' idle free time. Stakeholders shared an awareness of these benefits and readily got on board with funding the proposal to establish new sports programs. 14 Key Practice 2: Pilot sports that align to student interests and are logistically feasible. The careful selection of sports to pilot was instrumental to Worcester's success, resulting in high participation rates and feasible implementation. Worcester first sought to ensure that the sports it offered matched students' interests. To that end, the district surveyed its middle school students, as recommended by Project Play's School Sports Playbook. The district also took into account sports that could serve as feeders into its high school programs. Critically, the district prioritized feasibility in its selection, favoring sports for which in -school athletic facilities were available and sports with lower equipment needs. By initially keeping competitions amongst Worcester schools, the district also minimized transportation costs. As a result, the sports Worcester selected to pilot have enjoyed high participation rates, have increased participation in high school sports, and have minimized resource strain, all of which has helped to shore up buy -in for funding the ambitious effort. Key Practice 3: Ensure teams have opportunities to compete. Competitions are where many benefits of sports are realized, providing students with goals to pursue and galvanizing teamwork. Recognizing this, it was important to Worcester that their middle school students had opportunities to compete. For each sport, the district established a team at each of four middle schools, plus a joint team shared by two middle schools, resulting in five teams district-wide— enough for a league contained within the district. To further promote a lively spirit of competition, Worcester works to make playoff and championship games feel like major events. The games take place at stadiums in the city rather than at school facilities, and the district recognizes the winning teams publicly online. Raising the visibility of the sports programs in this way energizes students and the community and fosters a shared sense of pride for the district's programs. GROW'4 GAME GRANT AWARDEE Worcester Public Schools Rise Up Massachusetts 15 Lessons for School Districts Thanks to their strategic approach to securing funding and piloting sports, Worcester has continued to grow its middle school sports portfolio. The district has hired a middle school sports coordinator and is in the process of developing a strategic plan that outlines a vision for additional sports programs at the middle school level and possibly for younger grades. Worcester's model highlights emerging lessons for generating robust district -level commitment for middle school sports: • Understand the demand for middle school sports in your community. Seek input from principals, students, and families about desired sports programs. Piloting the most high -demand sports first ensures high participation rates and builds momentum before less popular or lesser known sports are considered. • Build relationships to mobilize resources for new programs. Develop strong relationships with athletic directors, school committees, superintendents, district administrators, and school principals to help secure funding for middle school sports. Establishing credibility with all stakeholders goes a long way toward generating buy -in and investment. • To start, leverage what you have. Begin with sports that make the most of available resources, including facilities and equipment, to contain the cost of new programs—while also expending the resources necessary to organize competitions that add an air of legitimacy to new programs. Following this, positive outcomes will speak for themselves and help to make the case for expansion. For more information, visit the Worcester Public Schools Athletic Department website. Aspen Institute Project Play 16 Play Ball Foundation and Lawrence Public Schools: Developing Public -Private Partnerships to Expand Access to Youth Sports The grounds at South Lawrence East Elementary School are bursting at the seams with enthusiasm as students, local leaders, and community members gather to celebrate a momentous occasion: the ten-year anniversary of Lawrence Public Schools' partnership with the Play Ball Foundation. The long-standing partnership has enabled a major expansion of middle school sports within the school district, providing hundreds of students with an opportunity to participate in athletics— which, for many, was previously out of reach. At the celebration, students eagerly partake in free sports clinics and gear giveaways from New Balance. Then, they congregate for the main event: an address by former Red Sox player Manny Delcarmen. As Manny speaks, the students hang on his every word, in disbelief that a real professional athlete is there to encourage them. The event underscores the partnership's undeniable impact: it has established middle school sports as a prominent feature of the community, providing students with once -inaccessible experiences that nurture their growth. The Play Ball Foundation works with school districts across Massachusetts to create and expand middle school sports programs, providing funding and close coordination to ensure success. Their first partnership began in Boston in 2006, and they have since partnered with 11 additional cities, including Lawrence beginning in 2015. At the time, Lawrence offered four sports for students in grades seven and eight. As a result of the eleven - year partnership, the district has increased the number of sports to seven and extended participation to grades five and six. The district now operates 17 leagues for all nine of its middle schools, with team rosters totaling 2,100 players. This profile highlights core elements of this public- private partnership that have contributed to its exceptional longevity and widespread success. Key Practice 1: Prioritize building school district capacity to operate sports programs. At the heart of the Play Ball Foundation's work is the belief that school districts must have ownership over their sports programs to ensure sustainability and adaptability to local context. The foundation's district partners choose which sports programs to implement, contribute funding, and manage logistics, in line with guiding principles from the foundation. To build districts' capacity, the Play Ball Foundation taps a staff member in the district to assume an additional (compensated) role as Play Ball Coordinator. The coordinator is the cornerstone of the partnership—they champion middle school sports, liaise with the foundation, and oversee all program logistics, from hiring coaches to scheduling competitions to managing transportation. The foundation also supports districts in garnering buy -in from Rise Up Massachusetts 17 athletic directors, superintendents, and principals, resulting in sustained capacity for middle school sports. Key Practice 2: Offer flexibility in meeting districts' needs. A fundamental strength of the Play Ball Foundation's relationship with Lawrence Public Schools is the foundation's adaptability in providing funding to support the district's programs. The foundation requires all partner districts to complete a new grant application every year so they can understand how needs have changed and adjust funding accordingly. Beyond this process, the foundation maintains active communication with coordinators— engaging in open dialogue about needs and, when possible, leveraging the foundation's network to provide in-kind resources beyond grant funding. In Lawrence, this flexibility meant the district was supported even through periods of trial and error. When new golf, tennis, and field hockey programs did not prove as popular as expected, the Play Ball Foundation supported Lawrence in pivoting to other programs, helping them to arrive at the effective combination of programs they offer today. Key Practice 3: Pursue Tong -term funder - district relationships to ensure program sustainability. The long-standing nature of the collaboration between the Play Ball Foundation and Lawrence Public Schools is rare in public-private partnerships. Both parties attribute the strength and longevity of the partnership to a deep-seated trust. The foundation has made clear to Lawrence, and all of its partner communities, that it intends to support them for the long-haul and hopes to increase funding on an ongoing basis to facilitate program growth. In turn, the district has been honest about its needs and capacity. Both have sought to build interpersonal bonds with the other, resulting in a highly supportive relationship that has withstood the test of time. Frequenttouchpoints—including monthly check -ins, three in-person visits per year, and seasonal calls for coordinators across the state to share lessons—ensure that the partnership remains strong. "We truly value our partnership with the Playball Foundation. What makes this collaboration especially meaningful is our shared commitment to the same values and goals in supporting middle school athletics. Thanks to their support, our students have had the opportunity to take part in a variety of sports throughout the school year. As a result, students are developing strong leadership abilities and essential social skills that will serve them well beyond their school years. Participation in team sports has also contributed to increased confidence, which is evident both on the field and in the classroom." -Joe Petrosino, Intramural Coordinator, Lawrence Public Schools Aspen Institute Project Play 18 Lessons for Funders If not for the partnership between the Play Ball Foundation and Lawrence Public Schools, many middle school students would not have had the opportunity to play organized sports, formed an identity as an athlete, or gone on to play a sport in high school. The partnership's success reveals a set of lessons for funders who wish to support district -based sports programs: • Uplift local ownership over sports programs. When funders attach overly prescriptive stipulations to grant funding, it can hinder a community's ability to leverage funds in the way that makes the most sense for their local context. Respect local ownership over programs and flexibility in using funds—while collaborating to maximize success instead of simply "writing a check" • Communicate often with districts to build relational trust. Schedule recurring touchpoints with districts to develop genuine relationships that enable frank discussion of emerging challenges and needs. Ongoing communication also deepens funders' understanding of the community. • Consider expanding sports programs at the middle school level. Middle school is a critical time for students to develop their identities as athletes, as high school students may be more reluctant to try new sports. Consider supporting districts in expanding athletic opportunities at the middle school level to introduce students to the rules, techniques, and routines of participating in organized sports. For more information, visit the Play Ball Foundation website. Image provided by New Balance Foundation Rise Up Massachusetts 19 Boston SCORES: Building Coaches as Mentors On a chilly fall afternoon in Boston, a group of elementary school students huddle at midfield before a soccer scrimmage. Instead of a coach dictating lineups or strategies, the players take the lead. They discuss how they want the game to feel: fair, inclusive, respectful. One student raises a concern about playing time. Another suggests a solution. The coach stands nearby, listening and occasionally offering ideas. When the game begins, the players carry their shared agreements onto the field. Moments like this capture the heart of the coaching model for Boston SCORES, an organization that operates afterschool soccer and enrichment programs across 36 Boston schools for youth in grades K-12. For Boston SCORES, coaches are not just soccer instructors; they are partners in cultivating young people's holistic growth. By building on the strengths and leadership potential that players already bring, coaches help children to develop confidence and a sense of belonging that extends beyond the soccer field. In the 2024-25 program year, the organization operated a network of 200 coaches, providing training and compensation to maximize efficacy. This profile illustrates how Boston SCORES leverages coach training and coaching routines to the utmost effect—building strong relationships, fostering belonging, and supporting youth leadership. "Boston SCORES coach mentors are the key to our success. They create inclusive spaces where young people are seen for who they are, have a voice, step into leadership, build confidence, and feel a sense of belonging. By responding to each participant with authenticity and empathy, coaches help young people grow—and that's where real impact happens. Soccer and enrichment are the vehicles that make that growth both meaningful and fun." Allison Pires, Director of Coach Training, Boston SCORES Key Practice 1: Mirror the youth experience in coach training. The Boston SCORES coach training model is grounded in the belief that coaches learn best the same way young people do—through experience, reflection, and practice. Coach training mirrors the structure of a SCORES session almost exactly, ensuring that coaches internalize not just the content of the program, but the experience of it. As coaches arrive, trainers greet them and direct them to informal activities that encourage interaction. Next, trainers facilitate an opening circle, followed by a sequence of activities that blend soccer, teamwork, and creative expression. Coaches participate fully, engaging in the same types of activities they will facilitate with youth. The day concludes with a closing circle, during which coaches reflect on their experiences and share appreciation for one another. Throughout the day, trainers model effective coaching—for instance, by giving coaches voice and choice within activities— Aspen Institute Project Play 20 and focus not just on what coaches do, but on how coaches show up—in their tone, body language, and decision-making. In this way, Boston SCORES ensures that coaches leave training with an understanding of how to carry out a session and how they should feel. Key Practice 2: Focus on daily practices that build a sense of belonging. In Boston SCORES, creating a sense of belonging for every player is a central goal of the coaching model. Rather than leaving belonging to chance, coaches are expected to build it through intentional actions that shape how young people experience each practice and game. Coaches are trained to focus on how they interact with participants moment to moment and to adopt simple, repeatable routines: for instance, coaches greet participants individually, learn and use names, and check in at the start of each session. They circulate during activities, create one-on-one connection points, and reinforce that each participant has value on the team regardless of their soccer performance. Effort is consistently recognized, and mistakes are treated as part of the learning process. The result is an environment in which all youth feel they matter. This focus on belonging was strengthened through a partnership with the Center for Healing and Justice through Sport, which helped Boston SCORES to adopt trauma -informed, healing -centered coaching practices. Key Practice 3: Uplift children's agency in shaping the game. The Boston SCORES coaching model focuses on engaging youth as active agents in crafting the soccer experience. Coaches intentionally create space for players to make decisions, share ideas, and take on leadership roles. The organization leverages the football3 model, developed by streetfootballworld after the 1994 FIFA World Cup, in which players come together before a game to set shared expectations, manage the game themselves, and then reflect afterward on how it went. In this structure, participants are responsible not only for playing, but for how the game is experienced by everyone involved. By stepping back at key moments, coaches allow participants to engage directly with one another and build shared ownership over the sport, facilitating the development of agency, teamwork, and leadership. Rise Up Massachusetts 21 Lessons for Youth Sports Programs The impact of these coaching practices is evident in both student experience and participation. Across Boston SCORES programs, 90 percent of elementary and middle school students report an increased desire to go to school, 91 percent of student -athletes report higher self-confidence, and 83 percent of students improve their aerobic capacity over the course of the season. Long-term outcomes also point to sustained impact, with 100 percent of Boston SCORES high school seniors graduating on time. Overall, Boston SCORES demonstrates that building coaches as mentors takes a committed approach that aligns training, practice design, and daily coaching behaviors. For youth sports organizations looking to strengthen the developmental impact of their programs, several key lessons emerge: • Design coach training to mirror the youth experience. Structure training sessions the same way practices are run, including opening routines, experiential activities, reflection, and closing rituals. When coaches experience the model firsthand, they are better equipped to recreate it with young people. • Translate big goals into specific, observable practices. Define outcomes like belonging or engagement through clear coaching behaviors, such as greeting participants by name, recognizing effort, and creating opportunities for connection. This helps to ensure consistency across coaches and sites. • Embed relationship -building into everyday routines. Use simple, repeatable practices like check -ins and individual greetings to help young people feel known and supported from the start of each session. • Shift from directing to facilitating. Encourage coaches to step back at key moments and allow players to lead, problem - solve, and support one another. This helps to build confidence, ownership, and stronger peer connections For more information, visit the Boston SCORES website. Aspen Institute Project Play 22 Active Kids & Minds (formerly BOKS): Leveraging the Role of Schools to Shape Lifelong Physical Activity Habits At Josiah Quincy Elementary School in Boston, more than 50 students run into the gym each morning at 7:45 a.m., well before the school day officially begins. These students are participants in Active Kids & Minds, a free program that provides structured physical activity before the school day starts. Music is already playing, and a whiteboard outlines the activities for the day: a 45 -minute session built around continuous, game -based movement. Within minutes, the space fills with energy as students rotate through activities— laughing with friends, moving constantly, and building strength, coordination, and endurance along the way. By the time the school day begins, students are more focused, energized, and ready to learn. Active Kids & Minds is the evolution of BOKS, a program originally launched in Massachusetts by a group of mothers to address declining levels of physical activity among children. In response to growing concerns about sedentary lifestyles and their impact on both health and learning, the program introduced structured opportunities for students to be active before the school day begins. What started as a local grassroots effort has since grown into a global movement, reaching schools across the United States and internationally. Today, Active Kids & Minds offers a wide range of programs—such as functional fitness, running, basketball, and pickleball—that can be implemented in schools, homes, or community-based settings. Their programs are designed to engage all children, regardless of skill level. Research conducted on Active Kids & Minds demonstrates the short- and long- term impacts of the program. The program has physical health benefits, including reducing body fat percentage and increasing aerobic performance in elementary -aged children. In addition, program participation is associated with enhanced student engagement and readiness to learn. This profile details how the Active Kids & Minds model empowers schools and communities to play a role in helping students build physical activity habits for life. Key Practice 1: Incorporate movement into students' daily routines. Active Kids & Minds leaders understand that schools play a critical role in shaping students' lifelong physical activity habits. Unlike community-based programs, schools reach nearly all children, and they serve as a consistent place where children can access structured movement opportunities. When physical activity is integrated into the school day, it becomes part of students' routine rather than something occasional. These repeated experiences help to normalize movement and establish patterns that can be carried into adulthood. Rise Up Massachusetts 23 Key Practice 2: Design programs for flexible implementation. Active Kids & Minds is designed to be easy for schools and communities to adopt, with varied implementation options and free access to resources. Schools can launch the program by signing up through the Trainer Hub, where educators, parents, or community members can access a full library of materials, including multi -week fitness curricula, activity plans, and training tools. The program can be run before, during, or after the school day and does not require specialized facilities or equipment. Implementation is typically led by parents, teachers, school staff, or volunteers, making it adaptable to a wide range of school contexts. Lessons for Schools and Youth Sports Programs Active Kids & Minds shows that building lifelong physical activity habits requires a coordinated effort—schools, families, and communities working together to make movement a consistent part of daily life. For schools and youth -serving organizations looking to strengthen both the health and learning benefits of physical activity, several key lessons stand out: • Embed physical activity into the daily rhythm of school. Position movement as a regular, expected part of the day, whether before, during, or after school. This ensures that students experience it as routine rather than optional. Consistency helps to normalize physical activity and supports long-term habit formation. • Start the day with structured movement to support learning. Use before -school programs to help students arrive energized, focused, and ready to engage in academic work. Early movement can set a positive tone for the entire school day without competing with instructional time. • Leverage parents and community members as program leaders. Position parents as part of the solution by enabling them to serve as trainers alongside school staff. This expands program capacity and strengthens the connection between school, home, and community. • Reduce barriers to participation. Design programs that are free, require minimal equipment, and can be implemented in existing school spaces. Lowering logistical and financial barriers increases access and sustainability across school contexts. For more information, visit the Active Kids & Minds website. Aspen Institute Project Play 24 Cambridge Youth Soccer: Reimagining Balanced Competition and Community Joy Throughout Jason Targoff's 12 -year tenure as president of Cambridge Youth Soccer (CYS), he's seen the all -popular soccer scene evolve through a pandemic, shifting local demographics, and an opportunity to adapt the soccer experience for youth and families. CYS is a scalable model that successfully balances high -participation recreational play with competitive development ,demonstrating how a single organization can provide a supportive, inclusive, and high-quality experience for an entire city. In the last five years, CYS has reimagined the soccer program to create a diverse set of options that has not only grown their participation but brought joy and community into the game through symbiotic recreation and travel leagues. On Saturdays in Cambridge, youth play in what CYS calls "City League" (their version of recreation league). While younger cohorts are distributed across the city, Danehy Park serves as the hub for 3rd through 8th graders. On any given Saturday, the park is transformed into a spectacle where 1,250 children participate across eight concurrent games. This is more than a sporting event; it is a strategic reclamation of public space where families, neighbors, and youth coalesce. As Targoff articulates, the core mission is to "provide an opportunity for every kid in the city of Cambridge" to play in an environment that is both supportive and competitive. This commitment to universal access ensures that the joy of the game for the 2400+ players across CYS remains at the center of the city's social fabric. Key Practice 1: The Ethos of Supportive Competition Aligned with the Children's Bill of Rights in Sports which prioritizes access and quality of sport experiences for young people, CYS model balances competition and fun. Strategically, the organization recognizes that to grow participation and retain youth, competition must be integrated as a tool for development rather than an end in itself. CYS embraces the competitive nature of sports but strictly differentiates it from a "win -at -all -costs" mentality. In the City League, this is enforced through a mandate for equal playing time, setting the standard that every player should have an opportunity to contribute to their team's performance. To maintain competitive balance, CYS employs heterogenous grouping. By placing mixed skill levels on the same teams, this structure ensures that advanced players look forward to playing against one another while allowing every child to contribute to their team's performance and allow the City League to drop the second- tier status typical of Rec leagues. This approach is validated by research from the Aspen Institute's Project Play, which shows that youth prioritize fun, friendship, and competition over the singular outcome of winning. By anchoring high-level players Rise Up Massachusetts 25 within the local league, CYS creates a high standard of play that remains inclusive. Key Practice 2: Reclaiming the Saturday City League For CYS, the COVID-19 pandemic served as a catalyst to reclaim a community - centric model. Before the pandemic, the program faced traditional pressures from travel -heavy schedules. When regional travel stopped, CYS shifted its focus entirely to the Saturday City League. The results were transformative: families "got their weekends back." The elimination of the heavy travel burden fostered deeper city-wide engagement and proved that high-quality soccer did not require hours of driving. Post -pandemic, CYS evolved this into a symbiotic relationship between the Saturday City League and the Sunday CCFC travel program: all CYS players play in the City league. Some of them also play at a higher level on Sundays in a local club soccer league. "Elite" players remain anchored in their local community on Saturdays. Furthermore, it creates a powerful cost -value proposition: for $250, a player can play for a team where he or she can walk to practice and participate in a program that often beats or ties elite clubs that cost families thousands annually. This helps CYS retain talented players and maintains the league's competitive standard. Key Practice 3: Engaging Immigrant Families and Closing the Gender Gap through Strategic Inclusion In an urban environment where 29% of the population identifies as foreign -born, equitable access requires proactive and tactical outreach. CYS views financial inclusivity as a core operational requirement for city-wide retention. Financial Aid Impact: • Annual Investment: Approximately $100,000 in financial aid. • Participation: Nearly 1/3 of the 2,000 players receive support. • Accessibility: A "no questions asked" policy for 100% waivers to eliminate the stigma of requesting aid. To reach newcomer families, CYS utilizes school -specific coupon codes, lowering barriers for those who may hesitate to ask for support. Outreach is extended through word-of-mouth in local mosques and churches, with the visibility of the Danehy Park weekly Saturday gathering serving as a low -barrier entry point for families to witness the program's value. CYS is also addressing a gender gap (estimated 60% boys and 40% girls) through tactical changes.To improve retention metrics, CYS works closely with girls team coaches, makes an effort to partner with the local high school team(s) and places girls' games in central, high - visibility field locations rather than isolated areas. The coaching philosophy reinforces this respect: "Let's not lower our standards for girls, let's remember they are players." This approach treats the athletes with the seriousness their commitment deserves, ensuring that the focus remains on their development as soccer players, in addition to the fun. Aspen Institute Project Play 26 Lessons for Sports Providers The Cambridge Youth Soccer model offers a powerful blueprint for municipalities in Massachusetts and across the U.S. seeking to revitalize local sports leagues through balanced competition and community engagement. The defining lesson, as summarized by Jason Targoff, is clear: "Fun and development should enhance each other; it shouldn't be one at the expense of the other." Lessons for Scalability: • Centralized & Distributed Facilities: Utilizing walkable parks to foster community "spectacle" while maintaining localized access for younger cohorts. • Heterogeneous Skill Grouping: Mixing skill levels to maintain league credibility and ensure every child has a pathway to contribute. • Available Financial Aid: Implementing a "no questions asked" policy to ensure everyone can play. • Strategic Stakeholder Management: Navigating the friction of urban facility development (e.g., turf field controversies) through transparent community relations and a focus on public health. Rise Up Massachusetts 27 Opportunities to position Massachusetts a youth sport leader The statewide landscape of youth sports is currently undergoing a period of profound transformation with a unique opportunity to expand what is possible for young people across the state. • Established by the Mass Leads Act (Chapter 238 of the Acts of 2024), the Massachusetts Youth Sports Working Group is a specialized body tasked with conducting a comprehensive investigation into the current state of youth sports across the Commonwealth. Chaired by the head of the Massachusetts State Athletic Commission, the group includes a diverse assembly of gubernatorial and legislative appointees who are evaluating critical issues such as spectator behavior, official retention, and the rising costs that create financial barriers for families. Through a series of public hearings—the most recent held in early 2026—the working group is gathering testimony from major organizations like Mass Youth Soccer and Mass Youth Lacrosse to address the shift from community-based models to for-profit club structures. The group's ultimate goal is to submit a final report to the General Court containing legislative and regulatory recommendations designed to increase safety, accessibility, and the long-term sustainability of youth athletics in Massachusetts. • As a 2026 World Cup Host City, Boston, the commonwealth and the New England region has a unique opportunity to create legacy impact through pledging the leverage investment not just to ensure a successful tournament but leave a lasting impact of the infrastructure and programming for youth sports. • City -level coalitions founded by sport -based youth development providers are charting a course creating youth -centered sport ecosystem that work collaboratively across government agencies and non-profit providers to both increase access to and the quality of youth sports within their community o Change the Game Coalition is a Boston-based initiative focused on transforming youth sports environments to achieve better outcomes for young people. It brings together leaders, practitioners, and grassroots innovators to reimagine and reinvent sport programs, emphasizing youth development, inclusion, and program culture. Aspen Institute Project Play 28 o Lawrence Sports Alliance enhances the capacity of youth -serving sports and recreational organizations so that every child has the necessary physical, emotional, and social skills to succeed in life. • New Legislation (Senate Bill S.300) to expand the Massachusetts State Athletic Commission to provide formal oversight of youth sports organizations to its current oversight of combat sports. The commission will have broad powers, including licensing and regulating combat sports and youth sports events, conducting investigations, collecting fees, and enforcing regulations. In addition, the legislation will establish formal standards for coach certifications, safety protocols, and background checks. For youth sports, the commission will have authority to set participation guidelines, licensing requirements, and safety standards, as well as conduct a public education campaign about youth sports. The opportunity ahead is the impact of youth sports providers across the state working together to ensure a shift towards a youth -center sports ecosystem that puts the needs and interests of young people at the center, removing barriers, and continues to position Massachusetts as a leader. Sign up to join us at https://aspeninstitute.surveymonkey.com/r/N6GSGVB Rise Up Massachusetts 29 Town of Lexington Memorandum To: Steve Bartha, Town Manager From: Thomas Romano, Youth & Family Program Coordinator Date: April 15, 2026 Re: Select Board proclaim the month of July "Park and Recreation Month" in Lexington The Recreation and Community Programs Department requests to be placed on the May 18th, 2026 Select Board meeting agenda to request the Select Board proclaim the month of July "Park and Recreation Month" in Lexington. • The Agenda Item/Title: Naming July as Park and Recreation Month • Vote/info/update: This item will request the vote of the Select Board to approve. • Summary of presentation: Since 1985, the National Parks and Recreation Association has designated the month of July as "Park and Recreation Month." Each year, cities, counties, special districts, parks and trails across the country celebrate the importance of all our parks and programs for the enjoyment of nature and promoting active, healthy lifestyles. Lexington's aquatic facilities, community center, parks, fields, and trails are an essential component of Lexington's quality of life. As part of this month's celebration, Lexington Recreation & Community Programs has tied into the National Park and Recreation Association's campaign "The Power of' promoting July as national "Park and Recreation Month". Displays at the Community Center and Center Recreation Complex will be present during the month of July, as well as integrating the campaign into our traditional day camp. • Timeline Summary: The presentation will be approximately 5 minutes and then time for questions and input. • Implications of action/non-action: Taking a vote/action will allow the Recreation & Community Programs Department to proudly display the proclamation. No action will result in no official proclamation from the Select Board. • Materials: All presentation materials are enclosed. • Support: This will be the 5th year to celebrate in Lexington. The National Recreation and Park Association provides support through online resources and materials. Each year the staff have embraced Park and Recreation Month, having a proclamation presented by the Select Board reaffirms the Community's recognition and ongoing support of our local Park and Recreation system. Thank you and please let me know of any questions. Cc: Melissa Battite, Director of Recreation and Community Programs Christine Dean, Community Center Director Town of Lexington Designation of July as Park and Recreation Month WHEREAS parks and recreation is an integral part of communities throughout this country, including the Town of Lexington Massachusetts; and WHEREAS parks and recreation promote health and wellness, improving the physical and mental health of people who live near parks; and WHEREAS parks and recreation encourages physical activities by providing space for popular sports, hiking trails, swimming pool and many other activities designed to promote active lifestyle; and WHEREAS parks and recreation is a leading provider of healthy meals, nutrition services and education; and WHEREAS parks and recreation programming and education activities, such as out-of-school time programming, youth sports and environmental education, are critical to childhood development; and WHEREAS parks and recreation increase a community's economic prosperity through increased property values, expansion of the local tax base, increased tourism, the attraction and retention of businesses, and crime reduction; and WHEREAS parks and recreation is fundamental to the environmental well-being of our community; and WHEREAS parks and recreation is essential and adaptable infrastructure that makes our communities resilient in the face of natural disasters and climate change; and WHEREAS our parks and natural recreation areas ensure the ecological beauty of our community and provide a place for children and adults to connect with nature and recreate outdoors; and WHEREAS the U.S. House of Representatives has designated July as Parks and Recreation Month; and WHEREAS the Town of Lexington, Massachusetts recognized the benefits derived from parks and recreation resources. NOW THEREFORE, BE IT RESOLVE BY the Select Board that July is recognized as Park and Recreation month in the Town of Lexington, Massachusetts. IN WITNESS WHEREOF, we have set our hands and caused the seal of Lexington to be affixed herewith on the 18th of May 2026 Jill I. Hai, Chair Vineeta Ajay Kumar Joseph N. Pato, Vice Chair Douglas M. Lucente Mark D. Sandeen e�AA9,1�� Lexington RECREATION & COMMUNITY PROGRAMS MEMORANDUM TO: Greg Donovan, MMHS Head Golf Coach FROM: Melissa Termine Battite, Director Recreation & Community Programs DATE: May 14, 2026 SUBJECT: Minuteman High School summer use of Pine Meadows Golf Club Dear Coach Donovan, The annual request for members of the Minuteman High School Varsity Golf Team has been received. We are happy to continue this summer program and opportunity for the athletes and the MMHS and Town to partner. The following 10 players have been approved for the 2025 season: • Cole Evans Jack Losier • Noah Norton Joe Zwirn • Connor Beaulieu Matt Cameron Dan Lucid • Cohen Dunnam Drew Grant Clark Hill The 2026 summer program provides for playing privileges at no charge for weekday play on Mondays through Thursdays between 11:00am-2:00pm from July 1 until August 30, subject to availability. This is for walk on play only; tee times will not be accepted. If a golfer wants to make a tee time to guarantee a time, they must pay the greens fee. Please provide John Allen, Superintendent at Pine Meadows, with an attendance sheet with the player names. Attendance will be taken at the golf course each time the athlete plays, and this will be given to you at the end of the summer. The Town of Lexington and New England Golf Corporation support the Minuteman High School golf program and expect the golfers to follow golf etiquette and all policies that have been established. The Town has the right to revoke this privilege at any time. The 2025 summer season supported 36 rounds with an additional 294 rounds played in the fall, representing a $7,260 value at $22/per round. Please remind players to use caution when entering and exiting the property, including while on Cedar Street. I wish the Minuteman High School golf team a successful season and if you have any questions, please feel free to contact me. Thank you in advance for your assistance and cooperation. cc: New England Golf Corporation Recreation Committee 5/19/26, 6:15 PM HDC letter re Munroe.jpg )31/ t 1 & S 5 A. A LA,s VV44'! kv�. Le ✓b4-6rti 4-bs-tvvbcPi5'c-ve)i Town Off;ce 131i Idl,° 1625 (lwssacAf.s 4+5 L x i �tve oh J-/ (72420 A✓e.N`t.e__ rt./Aye's- C 11144 sem, ►�-nt S 4i,Ia-6 1311 Ma Ss�c e'% -Ave. 1,ek i v)54roh PI At OZ)kLv T01 +M t, Me b e,r5 coc �Y'L► e LeX, hg�-o v�, '}DriL i i5ir'dL4-t 7 M eA 5 54. G 11 u 5 e,�- ,) 'i-+ rI 5_- t co vvl i 55; D`1 res J �e wz t�►� Lvie cvnc� ' wo rLveA+ € 3 /7- Mei ssac-1+1.5 5 1 Jkv,e i e. lis �o►. 1,010 C4) 11- i5 a veva s ti� 51'o r► c b v 1 et 4 We. et -t - 1411,e& �� vtr DF tis e.- wi`4 1 c te' am. ct.��rovw( e_ �" fo 66%-( `F - A, r �- too r 44,60.% i3 vti) a. is $1.rnw+e r- 5�a�" cfili t 1 v roe Lr iw`+•64; R/14 J tib i 4 oh. e. !n 5 remove Re --19-1A1 o tAN-4". 'tt_a542_ 62.0 n varJk.ce_a laVgywor.Lex- a.((, F p o s l qo r wevrek i vt �n j wcw� 3140.1 e. or- 6rm l We OVtr_ c" ` ouvr, b ✓1N- we. are ceiv*e akl ° f dwtr- n t, 1 0 &ret. wi ` k) 1.07-7,1)e I ove-- -ii.t, /4414v0,e C94 to r rev- tRe pr rkk i We- vektvn,Q,s4i � c f? e - f opO6&L `Cke4A% k k'tjh.-Y`v-e v- Ci; kap. S0cit.t 6,4 https://drive.google.com/drive/folders/1 YyKBe53b9uFTn5AkJfG8ggvjUCdgID5c 1/1