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2020-09-21 SB Packet - Released
SELECT BOARD MEETING Monday, September 21, 2020 Conducted by Remote Participation* 6:30 PM AGENDA EXECUTIVE SESSION 1. Exemption 6:Potential Land Acquisition 6:30pm PUBLIC COMMENTS Public comments are allowed for up to 10 minutes at the beginning of each meeting. Each speaker is limited to 3 minutes for comment. Members of the Board will neither comment nor respond, other than to ask questions of clarification. Speakers are encouraged to notify the Select Board's Office at 781-698- 4580 if they wish to speak during public comment to assist the Chairman in managing meeting times. TOWN MANAGER REPORT ITEMS FOR INDIVIDUAL CONSIDERATION 1. COVID-19 & Reopening Update 7:00pm Strategies, Implementation, Community Response Actions and Reopening Efforts Related to COVID-19 Guidelines and Directives 2. Update on Next Steps for Social and Racial Equity Initiatives 7:10pm • Review Draft Proposal From All Aces and NLC REAL Program • Update on REMAP Grant • Update on Community Conversation on Race and Social Equity, Diversity, and Policing in Lexington • Review and Discuss Systemic Racism as a Public Health Crisis Declaration 3. Review and Approve Regional Housing Services Fiscal Years 2021-2023 Agreement 7:30pm 4. Recreation Community Needs Assessment Report 7:35pm 5. Review Changes to Water and Sewer Abatement Board(WSAB)Policies and 8:20pm Procedures 6. Presentation- Final Revised Fiscal Year 2021 Budget to Select Board 8:35pm 7. Special Town Meetings 2020-2 and 2020-3 8:45pm • Presentation- STM 2020-2 Article 7:Resolution for Establishment of a Monument(Citizen Petition) • Article Discussion, Positions, and Presenters 8. Discuss Early Voting Hours for November Elections 9:15pm 9. Noise Advisory Committee Proposal to Regulate the Use of Gas-Powered Leaf 9:25pm Blowers 10. Town Manager Committee Reappointment 9:45pm 11. Review and Approve Visitors Center Bronze Plaque 9:50pm 12. Discuss Other Post-Employment Benefits (OPEB) & Capital Stabilization Fund 10:00pm (CSF)Policy Working Group 13.Filing of Disclosure of Appearance of Conflict of Interest: Jeanne Krieger& 10:05pm Norman Cohen-Board of Appeals 14. Discuss Select Board Report for Fiscal Year 2020 Annual Town Report 10:10pm 15. Select Board Committee Appointments, Reappointments & Resignation 10:20pm SELECT BOARD MEMBER CONCERNS AND LIAISON REPORTS ADJOURN 1. Anticipated Adjournment 10:35pm 'gas per Executive Order regarding remote participation:https://www.mass.gov/doe/open-meeting- law-ord er-marc h-12-2020/downlo ad Members of the public can view the meeting webinar from their computer or tablet by clicking on the following link at the time of the meeting:https://zoom.us/j/94097377136 Whone one-tap: +13126266799„94097377136# or+19294362866„94097377136# Telephone:+1 301 715 8592 or+1 312 626 6799 Webinar ID: 940 9737 7136 The next regularly scheduled Select Board meeting will be held by remote participation on Thursday, October 1, 2020 at 7:00pm. Hearing Assistance Devices Available on Request All agenda tinge and the order of items ate approximate and .ILJ l(.Yi subject to change. Recorded by LeWedia AGENDA ITEM SUMMARY LEXINGTON SELECT BOARD MEETING AGENDA ITEM TITLE: COVID-19 & Reopening Update PRESENTER: ITEM NUMBER: Jim Malloy, Town Manager I.1 SUMMARY: Update on COVID-19; strategies, Implementation, Community Response Actions and Reopening Efforts Related to COVID-19 Guidelines and Directives SUGGESTED MOTION: FOLLOW-UP: DATE AND APPROXIMATE TIME ON AGENDA: 9/21/2020 7:00pm ATTACHMENTS: Description Type COVID-19 UPDATE 9/17/20 Updated Public Health Information (as of 9/17/20): • 349 Confirmed (cumulative) Cases in Town of which 7 are active cases. Town/School/Community: • In last week's update I provided an update on our re-opening plans and at the last Select Board meeting I indicated there was a possibility we would be pushing the dates back a little to accommodate the needs of the School Department. I sent a follow email to all employees indicating that we were pushing the original target dates back by two weeks so that employees would return to work at 50%on 10/5 and then we would open to the public by appointment on 10/19. • We continue with no employees that are presently positive with COVID-19. • We continue to have a regular, conference call every Wednesday morning at 9 AM with the Senior Management Team and Health Officials to review the change in the number of local cases and discuss actions the Town is taking and to discuss any issues or concerns of various departments. • There have been no additional establishments approved for outdoor dining with alcohol service (II Casale,Via Lago, Ixtapa, Marios, Upper Crust Pizza &Town Meeting Bistro). • While we've seen an increase in cases this week,the way college students are being counted are they are initially being counted in their home town and then it will be adjusted so we may see some weeks where the numbers actually go down as adjustments are made. � >• m v m ti of m o0 n � 3 ti F 7� � � v c � o vt O vt O I� O n N m I� m 7 ti V l0 00 W N vl lD O 7 lD � t Ili t0 V1 Il m N m N 01 LD N a c-i lO 00 V1 h M O1 N 7 V1 m � � � Y O to y E 0 0 O f6 R C �' � fl- ♦+ @ @ C �' � 0- p N in Q Q vvi F Q -�, Q V°1i .ti Q Q V°ii o N O -6 rF O O O O O ci ci O ci O ci N 0 0 0 0 0 ci ci 0 0 ci N M M N N O - - - m ci to O W O I� M m ci C ti 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 O O O O O O O O O O M O O O O O O h M 0 0 In N M 7 of In 0 0 0 I- m ti oo m l0 O m 0 0 v m m O O O O O O O O O O m 0 0 0 0 0 0 1p C O O N N O m 0 W m m N 0 7 0 '-I m 0 OJ m l0 � O In M L(1 c-I c-I c-I N N N rl ci rl 'i c-I c-I M N a G N Q o 0 0 0 o o a o 0 0 0 0 0 0 0 0 0 0 0 o 0 0 0 0 0 0 0 0 0 0 0 0 o a o 0 Il m M M 0 Op M c-I m V1 N N m OJ I" O V1 In a a a M M M M M a a a a In In In m a F y n r V M tv1 tvt V G V NI N N N c-I c-I .-I c-I 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 C 16 w 10 J m O V V C O o 0 0 0 0 0 O V m � 10 N C V C O N 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 •�( N N N N N N N \ N N N N N N N N N N N N \ N N N N N N N N N N N N N N N N N N N N N N N N N M C L!1 lD h CO m O ci ci N M C In l0 1� CO m O ti N M— M M M M M M M M M M M M M M M M M M M M M M C C C 7 7 y�j N M �--I M m lfl lIl m rl OJ N lfl N •-I +--I N m m M I� W I� W OJ pJ t0 V I� N W c-I M 1p lIl N lD lIl m m I� m N c-I m m w - N M M l0 M n W M CO c-I m m u'1 l0 N IT O M l0 lIl CO O l0 I� W N 7 m 1� M M lf1 O W lD m N I� N N m n U! 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Alicia McCartin Health Agent x 84519 COVID-19 Lexington Office of Public Health Situation Report Week of 9/14/20 To: Jim Malloy, Town Manager From: Alicia McCartin, Health Agent Date: 9/17/20 Current Snapshot(Data ranee from 3/7/20 to 9/16/20 unless otherwise noted) • 350 total confirmed Lexington cases as of 9/16/20 (7 new confirmed case this week; 14 day case count 9) • 68 total probable Lexington cases as of 9/16/20 (1 new probable cases this week) 0 8 confirmed cases have not cleared isolation (recovered) at this time 0 No fatalities this week. • Total fatalities since 3/7/20 =47 (94%* associated with Long-term Care Facilities) *Self- report by LTCF;not checked against official death certificates • Total number of Lexington residents tested in previous 14 days = 1913 individuals as of 9/16/20. • Percent of individuals tested last 14 days that were positive as of 9/16/20 = 0.47% • Average daily incidence rate per 100,000 = 1.9 1 Lexington Confirmed Cases by Week(3/7/20* to 9/16/2020) *First case reported 3/7/20; **Peak surge week of 4/13/20; ***Confirmed case reclassified as negative per updated state case surveillance definition I=MEME=no= 3/4/2020 0 0 3/11/2020 3 3 3/18/2020 6 3 3/25/2020 14 8 4/1/2020 28 14 4/8/2020 62 34 4/15/2020 151 89 4/22/2020 206 55 4/29/2020 254 48 5/6/2020 275 21 5/13/2020 289 14 5/20/2020 302 13 5/27/2020 309 7 6/3/2020 315 6 6/10/2020 318 3 6/17/2020 321 3 6/24/2020 321 0 7/1/2020 326 5 7/8/2020 327 1 7/15/2020 329 2 7/22/2020 332 3 7/29/2020 335 3 8/5/2020 339 4 8/12/2020 338 0 8/19/2020 340 2 8/26/2020 341 1 9/2/2020 343 2 9/9/2020 343 0 9/16/2020 350 7 2 p' ............... i............ .... ... ............. ._. .............. O10 I o0AP m /'5�1 '�6 19 oC, a _ _ .. ......... r/ �O r o ion o o� /s V .. wwi��� __ _ �........... O v �Oc/ E �� — S� ono � 0 l` v �1{ 0 z V -/ rr O0 Q) to wu 9 V NH N M O�0 S V /O ni �, O S Oil �O pug„� uul /`mil E mm�� II �kWli..... O /S O .. C, ) w fifi�rfifim fifim �II° h O�/O� ml o u000mioi°mio°mipom mumo lll&I rpm /�� � . .... ........ Ol "'i�lll��m�ll�u '"4NbIS� O mrii II�IIQ�II�'"�muna ppP �w 0r/ lillpll�����1Bll11 d'i 0 'mil / ,��{�� OHO p -- U� O� Oe /S ___.....- ........., Or, /ct Ota/ Lexington Confirmed Cases by Gender (3/7/20h to 9/16/2020) *note—date of Lexington's first confirmed case; cumulative case count Gender #Cases Percent Unknown 12 3% Female 208 60% Male 130 37% Total 350 100% Percentage of II.... xii ngt in Con-finmed gases by Gender-* [)ata Born 3/7/20...9/1.6/20 Unknown vl�llll i i i i l II Total Cases=350 4 Lexington Confirmed Case Distribution by Age in 10-Year Increments (3/7/20 to 9/16/20) Age Range #Cases (cumulative count) 0-10 4 10-20 19 20-30 16 30-40 17 40-50 40 50-60 50 60-70 42 70-80 62 80-90 68 90-100 30 100-110 2 Total 350 �� Wm IN 111 I m® ���IIJIIIuII�!�l�V 5 Lexington Confirmed Cases by Reported Race/Ethnicity(3/7/20 to 9/16/20) Race/Ethnicity #Cases (cumulative count) American Indian Alaskan Native 1 Asian 23 Black/African American 21 Other 40 Unknown 55 White 210 Total 350 Peircein-t-age of Lexington Con-finirned Cases lby IRace/Etlh in i city* [)ata from 3/7/20 9/..1.6/20 _-—American Indian Alaskan Native 0% Black African _American 6% P Other Total Cases=350 IIIII 6 Changes over last 14 days (8/26/20—9/16/2020) On 7/15/20, the Massachusetts Department of Public Health(MDPH)has updated their City/Town reports to reflect percent changes over the past 14 days only, rather than total cumulative standardized rates. Data reported below compare Lexington confirmed cases (PCR results) to 8 geographically adjacent communities. Average daily incidence rate per 100,000 over the last 14 days (8/26/20—9/16/20) „� of IIIIIIV IIIIIIVI � � �� IIIIIIVI 'u � III III IIIIIIV� lull III I�IIII� p Waltham 0.27% 32 14633 39 Bedford 0.73% 5 819 6 Woburn 1.42% 28 4.8 2189 31 Lexington 0.47% 9 1913 9 Burlington 0.47% <5 1 1267 6 Belmont 0.51% 8 1969 10 Arlington 0.45% 14 3110 14 Winchester 0.12% <5 0.6 1643 2 Lincoln 0.26% <5 0.8 391 1 Number of COW1::7....19 ...rests (PCR) in the II.... St 14 11:: y * *8/26/20-9/1.6/20 16000 14000 12000 10000 8000 6000 4000 2000 � � � � � � IIIIIIIIIIIIIIIIIIIIIIIIIIIIIIII 0 Waltham Arlington UUolaurn EMmont I...exington Winchester ::Burlington 13edford I...incolir 7 Numbeir of Cases rested wilth Confirmed IFlosiblye IResullts for COV111[) 1.9 !in the 11 ast 14, IDays* *8/26/20 9/1.6/20 45 40 35 30 25 20 1.5 5 0 1 incolin Winchester 1.3urlington Bedford Lexington 13 e I IT)0 I'l t Arlington wol:)U1,11 Waltham Percentage of Cases 1 ested Mth Coinfirimed IPosiblve IResull-ts for COV111D 19* *8/1.2/20 .9/16/20 1,60% 1.42% 1.40% 1.20% 1.00% 0.80% 0.73% 0.60% 0.45% 0.47% 0.47% 0.51% 0.40% 0.26% 0.27% 0.20% 0.12% 0.00% 111111 111 111 1111111 1111111 111111 111111 111 Winchester I incoln Waltham Arlington I exington F ulrlillgtoll l3elmont Fledford Wolaurin 8 Discussion of Data and Lexington Office of Public Health COVID-19 Activities: There was 7 new confirmed COVID-19 cases in Lexington this past week. In addition, there were 1 new probable cases this week. At this time there are a total of 8 active cases in Lexington that are in isolation until recovery. There have been no fatalities this week. Over the past 14 days, MDPH reported 1913 Lexington residents have been tested for COVID- 19 with analysis by PCR. Of those residents tested, the state reported less than 9 individuals (0.47%)were confirmed positive. To better inform local decision making, the state has released an interactive color coded map with standardized daily incidence rates averaged over the previous 14 days. The map can be found at the following link: ���at,s://�v�v .�rya s. crvinrnfsa-ctcMils/cerre�rett�nitgnvl-covict �9 Alt r� � time. Standardized rates (per 100,000) for Lexington and the 8 communities geographically adjacent to Lexington have been added to the table on page 7 of this report. Long Term Care Facilities and Assisted Living Facilities On June 30, MPDH released a new testing surveillance plan for LTCF. From July I through July 19th, LTCF will need to test all previously negative or previously untested staff to establish a baseline. • If there are no positive staff found in the initial baseline testing, the LTCF will need to perform staff testing every two weeks (either a representative sample of 30% of staff, or 100% of staff, depending on current regional disease data). • If the initial baseline testing reveals one or more positive staff,testing of all staff will occur weekly-until there are no new positive staff for two consecutive weeks. LTCF will also conduct one-time retesting of all previously negative residents to identify any new resident cases and to assist in proper cohorting. After weekly testing of all staff reveals no new positive staff for two consecutive weeks, staff testing will revert to once every two weeks. Again, whether all staff or a representative sample of staff will be tested will be dependent on regional disease data. Please see attached memo for more information On July 30th, MDPH released further guidance allowing for enhanced visitation for family members under specific circumstances, and on August 17th MDPH further clarified their LTCF surveillance testing program. CareOne Lexington: • Total# of positive resident cases (cumulative, including fatalities): 75 • Total# of suspect or confirmed fatalities (included in the number above): 24 • Current resident census (as of 9/17/20): 116— 1 of 4 units has been designated as a quarantine unit (20 current patients) 9 • Staff- 35 staff have tested(+) and completed their isolation period • No current staffing needs; no critical PPE needs • CareOne is quarantining all new admissions and testing these residents on day 3 post- admission and again between days 10 and 14 post-admission Pine Knoll: • Total# of positive resident cases (cumulative, including fatalities): 52 • Total# of fatalities (included in the number above): 16 • Current resident census (as of 9/14/20): 66—there is I resident currently in quarantine • Staff-At this time there have been 19 staff test(+) out of total of approximately 85 total staff, all positive staff have completed their isolation periods • Pine Knoll completed their third MDPH infection control audit on 6/19/20 and received a 28 out of 28 score • Pine Knoll has nearly 2 months' supply of PPE on hand and recently created a new PPE storage area in their facility Brookhaven: • Total# of positive resident cases (cumulative, including fatalities): 11 • Total# of fatalities (included in the number above): 3 • Current resident census (as of 9/16/20): 392 - across Skilled Nursing (9), Assisted Care (29) and Independent Living (354) • Staff- 17 staff have tested(+); all but 1 staff have completed their isolation periods at this time • In August, Brookhaven removed 37 Skilled Nursing beds permanently, (previously 49 total beds, now 12 total SNF beds) and increased total Assisted Care units from 19 units to 49 units Youville Place: • Total # of positive resident cases (cumulative, including fatalities): 21 • Total # of fatalities (included in the number above): I 10 • Current resident census (as of 9/17/20): 82 - across traditional assisted living(60) and a memory care unit(22) • Staff- 11 staff have tested(+) of 61 staff; all have completed their isolation periods Artis Senior Living: • Total# of positive resident cases (cumulative, including fatalities): 0 • Total# of fatalities (included in the number above): 0 • Current resident census (as of 9/16/20): 30 (utilizing 2 of 4 units—Artis is exclusively `memory care') • Staff- 4 staff have tested negative as a result of community or household exposures 11 The Commonwealth of Massachusetts M Executive Office of Health and Human Services Department of Public Health 0�< Bureau of Health Care Safety and Quality 67 Forest Street, Marlborough, MA 01752 MARYLOU SUDDERS CHARLES D.BAKER Secretary Governor MONICA BHAREL,MD,MPH KARYN E.POLITO Commissioner Lieutenant Governor Tel:617-624-6000 Memorandum www.mass.gov/dph TO: Long-Term Care Facilities FROM: Elizabeth Daake Kelley,MPH, MBA, Director Bureau of Health Care Safety and Quality SUBJECT: September Update to Caring for Long-Term Care Residents during the COVID-19 Emergency DATE: September 15,2020 The Massachusetts Department of Public Health(DPH)recognizes that providing care for individuals seeking treatment for Coronavirus Disease 2019(COVID-19)may prove to be especially challenging for health care practitioners and facilities. As part of ongoing statewide preparations and to address the increase in COVID-19 cases,DPH is issuing this memorandum to long-term care facilities with recommendations for admitting residents and caring for residents with presumed or confirmed COVID-19 to help mitigate the spread of COVID-19.This update replaces the July 30 version and now includes a revised personal protective equipment chart in Appendix A. All rest homes and nursing homes must be prepared to care for COVID-19 positive residents.Residents infected with COVID-19 may vary in severity from lack of symptoms to mild or severe symptoms. Symptoms may be mild and not require transfer to a hospital. All facilities are expected to follow the infection prevention and control practices recommended by DPH and the Centers for Disease Control and Prevention(CDC). The following recommendations are consistent with Centers for Medicare and Medicaid Services(CMS)guidance released on April 2,2020,which can be found here: httpsalvevc'w,_crns..gQK/filcsldocumentl4220-covid-19-long-term- cane:::f lcilit�� Screening of All Individuals Long-term care facilities should be screening all individuals entering the facility,including healthcare personnel and visitors,for symptoms on a daily basis.In accordance with previously issued guidance,every individual regardless of reason for entering a long-term care facility should be asked about COVID-19 symptoms and must also have their temperature checked by another individual. Long-term care facility personnel must be screened for symptoms at the beginning of every shift. If long-term care facility personnel were screened at the beginning of their shift and must then leave the facility and return during that shift,the long-term care facility personnel do not need to be rescreened upon re-entry to the facility. Residents should be asked about COVID-19 symptoms and must have their temperatures checked a minimum of two times per day. Use of Personal Protective Equipment(PPE) 12 Long-term care facilities should ensure all staff are using appropriate PPE when they are interacting with residents, to the extent PPE is available and in alignment with DPH and CDC guidance on conservation of PPE. All long-term care facility personnel should wear a facemask while they are in the facility. Full PPE, including N95 respirator or,if not available, facemask,eye protection,gloves and gown, should be worn per DPH and CDC guidelines for the care of any resident with known or suspected COVID-19 per CDC guidance on conservation of PPE.If any residents admitted for longer than fourteen days or staff are confirmed to be COVID-19 positive within the past fourteen days,healthcare personnel should wear additional PPE for the care of all residents, except COVID-19 recovered residents.Appendix A provides PPE guidance,based upon the resident's COVID-19 status. When possible,all long-term care facility residents,whether they have COVID-19 symptoms or not,should cover their noses and mouths any time they leave their room and when they are in their room and staff are present. Such face coverings can include cloth and non-medical masks. Staffing DPH requires long-term care facilities to implement the following staffing recommendations to mitigate the risk of transmission within facilities. • Ensure all staff can recognize the signs and symptoms of COVID-19 and that a procedure is in place for alerting the nurse responsible for the resident's care. • Create separate staffing teams that are dedicated for residents that are COVID-19-positive. • Exercise consistent assignments of staff to residents regardless of symptoms or COVID-19 status. This practice can help with detection of emerging condition changes. • As much as possible, staff should not work across units or floors. • Minimize the number of staff caring for each resident. • Limit staff s onsite work to only one facility,whenever possible. Separation of COVID-19 Positive Residents Long-term care facilities must separate residents who are COVID-19 positive from residents who do not have COVID-19 or who have an unknown COVID-19 status. Whenever possible,long-term care facilities must establish a separate,dedicated wing or unit(hereafter"dedicated space") within the facility to care for COVID-19 positive residents. Facilities with dedicated COVID-19 space must be capable of maintaining strict infection control practices and testing protocols.Facilities must make every effort to have separate staffing teams for COVID-19-positive and COVID-19-negative residents When possible,a long-term care facility should establish designated space,such as a room at the end of a unit or hallway or a dedicated unit or wing within the facility to care for recovered residents who tested positive for COVID-19,cared for in the dedicated space for fourteen days and are no longer exhibiting any symptoms of COVID-19. Staff are no longer required to use full PPE,only facemasks,when caring for such recovered residents. Updated Admissions When a long-term care facility resident is transferred from a long-term care facility to a hospital for evaluation of any condition,including but not limited to,COVID-19 care,each long-term care facility must accept the resident's return to the facility when the resident no longer requires hospital level of care. Long-term care facilities shall not condition admission or return to the facility on COVID-19 testing or COVID-19 test results. If a test is not performed before hospital discharge, the long-term care facility should test the resident upon admission,if a test is available. 13 Awaiting the test results should not delay an individual's discharge from the hospital to the long-term care facility. Newly admitted or readmitted residents to a long-term care facility should be quarantined in a private room or dedicated quarantine space and monitored for symptoms of COVID-19 for fourteen days after admission to the facility and should be cared for using all recommended COVID-19 PPE.If a resident receives a positive COVID-19 test result during the fourteen days of quarantine,the resident should be moved to a dedicated COVID-19 space. Residents who are readmitted after less than 24 hours in a hospital do not need to be quarantined upon return. Nursing Homes with Dedicated COVID-19 Space Whenever possible,hospitalized patients who are confirmed to be infected with COVID-19 and require skilled nursing level of care should be admitted to a facility with a dedicated COVID-19 space. DPH continues to work with state,federal and local partners on the outbreak of novel Coronavirus 2019(COVID- 19),caused by the virus SARS-CoV-2,and we continue to appreciate the essential role you have in responding to this evolving situation. DPH strongly encourages all nursing homes in Massachusetts to monitor the Centers for Medicare&Medicaid Services(CMS)website and the Centers for Disease Control and Prevention(CDC)website for up-to-date information and resources: • CMS website:https;!lw�vw.cros. a�v� bout t C�SI�Vget cv Ilnl'ormationll;mergency/I�I'RO/� utrent:.: Emer ncies/C'uturenfi 1;rner envies page • CDC website http alwww cdc.gpvlcoronavrrusl2019 ncovlhealthcarL facihtresli tic!ex html Additionally, please visit DPH's website that provides up-to-date information on COVID-19 in Massachusetts: helps 19coronavirus. 14 Appendix A Personal Protective Equipment Used When Providing Care to Residents in Long Term Care*** Resident Type Recommended PPE COVID Negative* Residents When there are Full PPE to include Facemask, Face Shield/Goggles, resident**or staff case(s)identified within the last Gown and Gloves. Gown use can be prioritized for 14 days in the facility. high-contact resident care activities'. Gown and gloves must be changed between residents. COVID Negative, Residents When no resident** Facemask and Face Shield/Goggles or staff cases are identified within the last 14 days in the facility. COVID Recovered Residents(meet 14d/24h Facemasks only threshold clearance) COVID••Positive Residents Full PPE to include N95 respirator or alternative (Facemask is acceptable if N95 respirator not available),Face Shield/Goggles,Gown and Gloves. Govtm and gloves do not need be changed between residents. Quarantined or Suspected Residents Full PPE to include N95 respirator or alternative (Facemask is acceptable if N95 respirator not (i.e.New admission or exposed to a confirmed available,or if resident not known to have exposure to COVID case,symptomatic individual with test a confirmed COVID case),Face Shield/Goggles, result pending) Gown and Gloves. Gown and gloves must be changed between residents. *"Negative"refers to a resident who has never tested positive. **"Resident case"means a case that was acquired in the facility(i.e.not within 14 days of admission) ***Individuals infected or co-infected with a communicable disease(such as Clostridioides difficile)should be cared for using appropriate PPE,changed between residents. 1 htlps://www.cdc.gc:rv/coronavirus/2t}19-ncov/hcp/Io g-term-care.html 15 Prioritizing gowns for activities where splashes and sprays are anticipated(including aerosol-generating procedures) and high-contact resident care activities that provide opportunities for transfer of pathogens to hands and clothing of HCP,is recommended. CDC provides these examples of high-contact resident care activities: • Dressing • Bathing/showering • Transferring • Providing hygiene • Changing linens • Changing briefs or assisting with toileting • Device care or use: central line,urinary catheter,feeding tube,tracheostomy/ventilator • Wound care: any skin opening requiring a dressing 17,1&p5°/lwww.cdc.gc7v/hanlcorita..nment/PP. . sing 1[omes hurl 16 The Commonwealth of Massachusetts Executive Office of Health and Human Services w Department of Public Health 250 Washington Street Boston, MA 02108 CHARLES D.BAKER Tel: (617) 983-6550 MARYLOU SUDDERS Governor Fax: (617) 983-6925 Secretary KARYN E.POLITO www.mass.gov/di)h MONICA BHAREL,MD,MPH Lieutenant Governor Commissioner To: Skilled Nursing Facilities,Rest Homes,Assisted Living Residences From: Kevin Cranston,MDiv, Director,BIDLS Elizabeth Daake Kelley,MPH,MBA,BHCSQ Date: August 27,2020 RE: Updates to Long-Term Care Surveillance Testing A. Overview This memorandum applies to all long-term care settings including nursing homes,rest homes and assisted living residences(ALRs). Compliance with the testing program is required in nursing homes and rest homes. Compliance with the testing program is recommended in ALRs. B. New Baseline Staff Testing To protect the health and safety of long-term care residents and staff against the spread of COVID-19 all long-term care settings should conduct new baseline testing of staff no later than July 19, 2020,and adopt a surveillance testing program based on the results of the baseline staff testing, as outlined below. This testing program may be updated as more is learned about the COVID-19 virus. C. Surveillance Testing Program 1. No New Positive COVID-19 Cases from Baseline Staff Testing If the new baseline testing results indicate there are no positive COVID-19 staff and the regional transmission rate for the Emergency Medical Services(EMS)region in which the long-term care provider(hereafter"provider")is located is below 40 cases per 100,000 residents as a 7-day rolling average,the provider should conduct testing every two weeks on 30%of its staff. The staff to be included for testing should be a representative sample from all shifts and varying staff positions. If the ongoing surveillance testing indicate there are positive COVID-19 staff member(s), the provider should follow the surveillance testing program outlined below for"New Positive COVID-19 Cases from Baseline Staff Testing"beginning the next full week. If the new baseline testing results indicate there are no positive COV1D-19 staff and the regional transmission rate for the EMS region in which the provider is located is at or above 40 cases per 100,000 residents as a 7 day rolling average,the provider should conduct testing every 2 weeks on all of its staff. If the ongoing surveillance testing indicate there are positive COVID-19 staff member(s), the provider should follow the surveillance testing program outlined below for"New Positive COVID-19 Cases from Baseline Staff Testing" beginning the next full week. 17 EMS regions may be found here:. ....... .yf._..m.as s a.c.h.u.s e.i.ts.._.e m..s_..r e.?,i o n s Cases per 100,000 residents by EMS region are included in the weekly report that may be found here: llttas;flwww,mass ................. d weekly health 0. fo de 1.9 res r in u#covid 19 w ................................ .................................................................................... ...ponce�re_...o t g# --------- - public 2. New Positive COVID-19 Cases from Baseline Staff Testing If the new baseline staff testing results indicate there are positive COVID-19 staff member(s),the provider should conduct weekly testing of all staff until the testing results in no new positive COVID- 19 staff for 14 days. Once testing results in no new positive COVID-19 staff for 14 days, the provider should follow the surveillance testing program outlined above for"No New Positive COVID-19 Cases from Baseline Staff Testing"beginning the next full week. Additionally, if the new baseline staff testing results indicate a positive COVID-staff member(s)the provider should conduct one-time re-testing of all residents to ensure there are no resident cases and to assist in proper cohorting of residents. During surveillance testing, if a resident or staff tests positive for COVID-19 or exhibits symptoms of COVID-19, the provider should test any resident or staff close contacts of the positive or symptomatic resident or staff. For purposes of this memorandum, close contact is defined as being within 6 feet of someone who has COVID-19, for at 10-15 minutes, while they were symptomatic or within the 48 hours before symptom onset or,if asymptomatic,the 48 hours before the test was completed to the 10 days after the test was completed. Symptoms of COVID-19 include fever or chills, cough, shortness of breath or difficulty breathing, fatigue,muscle or body aches,headache,new loss of taste or smell, sore throat, congestion or runny nose,nausea or vomiting, or diarrhea. D. Previously Positive Individuals Cleared from Isolation: Individuals previously diagnosed with COVID-19 infection confirmed by molecular diagnostic testing may continue to have PCR detection of viral RNA for several weeks. This does not correlate with the presence or transmissibility of live virus. Accordingly, for the purposes of the surveillance testing program,recovered or previously COVID-19 positive residents and staff do not need to be re-tested;however, it is clinically recommended for individuals previously diagnosed with COVID-19 to be retested under the following circumstance: i. Individuals who were previously diagnosed with COVID-19, and who develop clinically compatible symptoms, may warrant being retested if they are more than 3 months past their release from isolation and an alternate etiology cannot be identified by a provider. If viral RNA is detected by PCR testing,the patient should be isolated and considered to be re-infected. ii. Individuals who were previously diagnosed with COVID-19 and who are identified as a close contact of a confirmed case should be subject to quarantine if they are more than 3 months from their release from isolation. These individuals may quarantine in place. 18 E. Staff Definition: For purposes of conducting baseline testing and implementing a surveillance testing program and,in accordance with CMS and CDC guidance,long-term care staff includes all persons,paid or unpaid, working or volunteering at the long-term care setting's physical location and with whom the facility has a contractual agreement or relationship,who have the potential for exposure to residents or to infectious materials,including body substances, contaminated medical supplies and equipment, contaminated environmental surfaces,or contaminated air. Staff includes, but is not limited to,physicians,nurses, nursing assistants, therapists, technicians, dental personnel,pharmacists,laboratory personnel, autopsy personnel, students and trainees, contractual personnel, and persons not directly involved in resident care (such as clerical, dietary, house-keeping, laundry, security, maintenance or billing staff, chaplains,and volunteers)but potentially exposed to infectious agents that can be transmitted to and from staff and residents. For the purposes of a long-term care provider's surveillance testing program, staff does not include persons who work entirely remotely or off-site, employees on leave, such as paid family medical leave, or staffing provided at the Commonwealth's expense(such as those provided by EOHHS through a clinical rapid response team or the Massachusetts National Guard). Any testing completed by the provider should capture required Department of Public Health information about each staff person including but not limited to gender, age,race, ethnicity,primary city/town of residence,disability,primary language and occupation. For the purposes of a provider's surveillance testing program, a"week"means from 7:00 AM Thursday morning through 6:59 AM the following Thursday morning. Long-term care providers in Massachusetts are encouraged to monitor the CMS and CDC website for up- to-date information and resources: • CMS website: ttps://www.cros.gv /;Ibatt C Sn, ey Information/� rgcaticy�pP�O/�;urrent Fpnerpencies/�urrent Ernerpen cues paw • CDC website: It t-,)s:////www.cdoc.(, v/coronav rus/2Q)_l.9 ncs�.%/he�althcare f cahtnes/index ll tml Additionally,please visit DPH's website that provides up-to-date information on COVID-19 in Massachusetts: llttps.//yvww..m ass..�ov/20]9coronavirus. 19 AGENDA ITEM SUMMARY LEXINGTON SELECT BOARD MEETING AGENDA ITEM TITLE: Update on Next Steps for Social and Racial Equity Initiatives PRESENTER: ITEM Jill Hai, Select Board Member; Jim NUMBER: Malloy, Town Manager; Mona Roy, Chair of Human Rights Committee L2 SUMMARY: Attached please fund the draft proposal from All Aces and NLC REAL program(that was previously provided). Additionally, we should know by 9/21 whether the Town is awarded the REMAP grant to work with GARE (Government Alliance on Race and Equity). We also have the community conversation scheduled with Melissa Patrick of Equity& Expectations on 9/29/20. One thought for the Board to consider would be to put together a team to review the two proposals (from All Aces and NLC), determine what the Town's goals are in regard to race and social equity(and policing), diversity and inclusion are specifically and then provide a recommendation as to the preferred direction(by then we'd have a better idea on REMAP as well). The REMAP program could be complimentary with either of the other two programs. The NLC and All Aces proposals are more likely to be better as either program but not both. To expedite consideration on the "team" that could review the proposals, the Board may wish to consider the group that has been working on the community conversation, which includes town management, Select Board, Human Rights Committee, Police and Public Information. https://health.comefl.edu/initiatives/skorton-center/racism-public-health-crisis SUGGESTED MOTION: FOLLOW-UP: DATE AND APPROXIMATE TIME ON AGENDA: 9/21/2020 7:10pm ATTACHMENTS: Description Type D MlAccs Proposal Cok(�r menk) D N1 CRILAL Scope ol.'Seavwci Gwc mca-v D NI-ClInce Proposal (Awer Win) RA(ISM IS A PUBL11C I IFA I"I'll 11 CRISIS Backup Maletial rrrirlrrr�rrrr�/�✓� r�r;r��reu�rae���rrrr�Xria� �auar, All "llkrr �rrari�;rN%r�N�r;� �;;rr;ru;/r✓ mwv.,rtf rar;ruarruJiT;i� ' Aces , Inc. Racial Diversity + Inclusion + Equity Transformation [DIET] Flan Prepared for Town of Lexington ��„��e Ilit&,„rig II it 14, 2020 d. . „ e# Business Enterprisei Groups 'llin irity- erne (MB ) V Veteran Owned ( BE) ' amain- win d (ME)E) �/ Service-Disabled Veteran- Owned ( D,VO E) FOR OFFICIAL USE ONLY I PLEASE HELP US PROTECT OUR INTELLECTUAL PROPERTY About All Aces, Inc. Resilient pooplle and organizations with the hUManity to foster beionging, the hurnlilty to learn, arid the h(`)pe to envlsiori and create as rnore racially eqUitaNe world. 'To activate consciousness, catalyze (";ritic,,al thinking, and transform capabilities th��-3t advance racial equity and lbu.,flld resiiience in organizations. 1111111111mi IMMEMMIN I i COLLECTIVE CARE CLIENT CARE We are passionate about our work and We do not Subscribe to the corx.,,,ept of away s (.,orTIEa froirn a p ce of Iove with SE,ff care by itseff, We believe in OUr clients, even when it is tiard. We colliective care. We have to take c.,,,ire rernain hurnble and CMrious in our of each otlner, create the space for e n a¢ enC nts, However, it aiso rneans peopie to take CM'E' of thernselves, that we will riot haVE) OLA" own humanity arid hold each other aCCOU nta 1,)l e for disrespected, We conrrnit to having taking (.,,are of theriiselves and each explicit, dEweloprnental conversations other. with clients to maintain 1'earn All Aces' collective care. PLAYMAKERS PRACTICE WHAT WE PREACH All Aces has deveioped a nurnber of We are all capable and valr.mbie approaches, frarneworks, arnd tools that irnernbers of Tearn All Aces. Although have heiped other organizations take we have assigned roles aarnd action to advaince racial eqUity, Along respoinsiblftie,s, noirre Of US feels too the way we learned as lot frorn these important to help Mh the littka experiences, We have to be able to Ilook things-.see as need, filll a need. We are in our own individUM and collective not in clornpetition with each other, we r-nirrors ar,, an organization too. We are as tearn of playmakers who (,;an Ibe sh(Alid always be striving to improve put urn dlffiWit situations and still make OUrselves personally and as as tearn. We arnazing work happer together. will riever turn away frorn the mirror so we car) reach our full huriian and organizational potential. Sample of Current/Previous Clients "JJ �j q�IJ %,EU I D ,r, 1. � f � "IR ry , 4 4 'rf"e ^z 110 A7 p eIBom l�lr M o � orthei �I��➢ �VIIt" i,lr �% di) jn J�'w � r]dIrm6F 111 umoiducitiU��In � 0 Pilo "ww le t rm"l'clics, J! d W i�a Ill ll iu L �� IIIIIIIII I�� IIII i u u �m uu udll�uuliiil ul u u II ful BA INK K d sronr r ins ,u,?✓ ;;iry e.� f. 1 1ri Ilppl�1�� llll�llll ; C. ( r �ICI"'I'�FAiI 5 I � . Ni M l Ell 0(» T Id" 2 Proposal/Pricing Overview All Aces, IInc, Ihans j,-)irqP0SE,,d the folloWing foir pairtinieiding wit[ithe I own o,f I exiingtoiri: Undeirstaindthie Situatioin * Coinduct IC iveirs:ty � IlrncNllu.usiicnn i If.qu.aifty Tirainsforrnation F) $115,000 (-')ct Nov LEARN Oirgair)fz:atioiri�..ill ;1ssessl[Tieint: Survey to IEir-r)lplloyees/Sta�ke�l-�c,)Ild(wir:� 2020 F::ocused on 0irganfzaflom::fl If q..ufty Opportunities to Cr(.,)at.e a E� Culture Dsiruptfve to Il:�acsirTI/O�p�pir(..,�.;sfoiii * �D o c ui in e in t/I fteratuire IReview * Conduct Thiree F::ocus Groups Ilirnc,lluAdtng. Chfnese Aimeidcains of I exkngton (CYVI ex) Chhnese Airneidc;airi Assodation of I eAingtoiro Assodaflon of Black Otizeins of I exhigton C.) E.3oaird of Selectiinein I exfington linteirft.ifth Clergy Assodation Otheir, R'E,sideints- Poteintial to Ahgn Wth I exington CiUZ&ns' Acadeny * [:>irepaire Analysis Of UIE, DIHIE.::.:11 Eclufty QP[30Irh..IIrIffiES fO11' I exfrigtoin [',')evdIqjj:) E.)IHIE I AIjpIjrflied I eairrAing III::Illrnn * Custoimize, 11 SchedUdle Strategic Workshops $110,000 Dec 2020 or Wk w�th Select Eo.3aird 11 S t akeholders to ensuire that the PLAN Jain 2021 E= folloMng workshops ahgin w ith desfired outc0inI(-,;,s of ttds 'u eingagernent [.II wo 1 1 IOUIr Imeetiings] DiginH Activity [3 II louirsj� I fistoiry iin Actk)n [2.5 1 louir�-.;.] Disin..qptor Msbn � Goals Setfing [3.5 I ll o ui irs.1 * Desigin OnHine I earning Support: I.)eteirrniin(e oinhine resouirces aind access to the clust:ornfzed oinhine Ileeaarrning portal Chat SLAppoirts oingoing Ileaariniirng lliimpIleiirnent DIE I Appllied I emnirfling 1:::4ain DIFIE I A�I,-.mlI:uflied I eairinfing $�7,500 Starts * C(.:)ir)dLJICt I ea(:Jership Coadhfng [Sele(:t Boan::I [3 Se!..miorI!,-' L.Jpon Contract * IDdliver I:Dirofiassioindll i- 11::'Ieirsoindl1 Devd1opirnein't Strategic $16,500 Jain 11 air Woiirkstioljp(s) I.2 SessGoins.11 2021 Each Strategic Woirksh(,")lp ksted Ibex^flow area sepairate sessoins that need at IleaNnst two weeks Ibetweeeain theim to allow for pairUdpaints 3 to Ipirocess the iinformation, access oir"Ohine cointeint, ;aind Iprcapaare ACT foir the inext sessioin. SchedUlilrIg is cooir6inated Mh Board of Sellec�.irT-ieiri/S�:ake�holldeirsa to aligin wren'' qpeiiafloin6l reahties.. 01hainghng Coinsciouness 1"Sessioin 1 1-2 11 y .............. ....l . lily is1 1g.h.J.L.-J A fun expeirieinUal simulafloin that rE�cireates the coindktioins of qppiression to facflhtale as rnoire corriplex and im..minced uriderstainding to apply to professbinal and oirgainizatbinal develqpirneint. I earinling Qlblectiive: C(.:)irvne(::l Soc:Ja I Clointext, l::.::.:ValLH..)tE' OUIII' CUrrent rac al realifies Iby exploiding how 1psychology, neuiroscileince, and socblogy infllu('.ance ()uir developirnent, and UIE� tyl[DeS (,:)f: tihilinkhng aind Iraehaavioir that Ircilinfoirce oppressive coindtboins in oirganizatioins and coirnirnuinities. iiiiiiii i I.istoiry in ActiolD -I ........ ... 12�5 H 21 �' ..................................... ........................................................... ... ..... 2AL Ain experiential activity tlhat 1pirovides, an eingagiling way to test o�.,r Iklrncnw IEAge of Ihlisrfcalry and aligin histoirical context wiflh pir('.',,s(.",,int day realities. I eariniiing Qlbljectiive. IExlimllculre i fisJorical Context: Connect ouir collk'.,(.'flve racilal Nstoiry to piresent day hrequities, especially the specific ihilstoirkAl cointext tlhiat liirnpacts ouir Illivess, oirganilzafloins, ard coimimulrAJES. * E.)6liver Oiirgaiirwiza'tioiri6l1 Stria c Workshops [2 $10,500 Apir � ay Sessk�)in 2021 Cirea,te a Visloini [Sessioini 3 iiiiiiii Disjaji�[,.2toirVisbn � Goals Setfliag S L:. ................................ ........................................................................................................................................................ H.f..�A.j.t A CLJIStOirnllzed fitirategic workshop that facilftates people and orgainizatbim..i capabflkfles to apply what they Iharave Ileaarrned firoirn Change C."Ibinsciousilless leairiniln(g experiences Lo develqpiling and lrarilcarilflizlirnc peirsoinal and oirgainizadoinal curnimitimeints. I earning Objective: I(Jentify aind prioidUze peirsonal aind oirgairflzational coirnirnitimeints to �..)dvanciing racgal equity and DBIL * I:Diroviide Access,to C.ustonrfize Oin]fine Ill,,,.earinfing IlDort&ll [JlDerpe'tuM� $5,000 J U in 2 0211 Access Ilbeyoirnd Cor-ft.ract 1::Ic.-mriod] Upload the agreed upoin Ires ouirces aind rni..'.iteirilals and share the hink to as custoirnized 1porfall for all eirnployees ii-wolved to access, Addffioinally, all l:::)oweiil::)oilnts, tools, aind resm.uirces covered lien Stirzitegic Woirk!,»hops wHI Ibe uploaded to ttfls poirtal thirm.ighout tl--e eingagerneint. I earinfing Objective: Exarnin(wf Stirat(;.,,giles � 11 ools: Explore piroirnisiling resouirces for chainglhng OLJllr ilindMdual and orgaarnilr.aafilmalrnaalllinaall;alifs.>/ICnlra:«c:f.li As * 11 rack IProgress 11 AdjUSt 4 Measure i Sus,tahn [JI:::::hndl1 lli)dliverMMes o 1:51rovide 1::::Iiindll IllRepoirt,with $115,000 MEASURE Ain�)IYZEnRleview Woirks[-iop II:eed[.)adk ANinflhesize Online I earrflinc., Activities Lo 0 Pirovide F::iinal Report IRe(-oirnirT�neindlatic)in,,�.:n oin Next Steps 11 SUSTAIN lu Fotal Investirneint $79,500 I ot6ll Ili;' scot.iiinted IIlrnv stirnent [25%] $59,625 5 The All Aces Approach • . . Qualities Conducive/ Disruptive/ Conductor Description Disruptor Description Qualities Qualities Having a scarcity mindset that facilitates conscious and Facilitating respect and action that unconscious fear, competition, reinforces the rights, contributions, Exploitation transactional approaches, and Justice and experiences of all people and mistreatment of individuals or intentionally integrating the voice of groups resulting in unearned people who are a part of benefits and an unjust return on underestimated groups investment/contribution A situation in which a person or The ability to collaborate meaningfully group is prevented from safely with others for mutual benefit without Exclusion being somewhere,taking part in Interdependence expecting others or ourselves to activities, or having their needs sacrifice our needs, concerns, and truly being considered realities Not being able to see or tap into Having the capabilities to (1)take our individual or collective action to develop ourselves and our Powerlessness strength or resources because Power circles of influence and (2)join with we think we lack the authority others towards common goals to gain or we do not have the additional strength, capacity, and capabilities to act impact The disproportionate bearing of Attention to and provision of what is Burden painful, oppressive, or Care necessary for the health,welfare, unacknowledged experiences or maintenance, and protection of impacts ourselves and other people The false belief that we can deal The existence of a number of with people or situations complicated, interrelated, and Objectivity without distortion from personal Complexity wide-ranging factors requiring a feelings, bias, prejudices, or consistent process to think interpretations rationally/logically about people or situations 6 All.Aces,Inc. Directibn /lip rrrrrr�s i sacra 0 linteffigenc o MV / rraarar iriiiriri / 0 'r" CJ M s� �� a uui'III ullll Fr.t �%rr rrM rrrrriml� r / M.Cb � t1� O ///iiiiiiiiiiiiiii ns ss a�s t i rrrrrrrror! /Conflict ��sm numtiss IIIIIIIIII! // j CONDUCTOR DISRUPTOR All Aces,Inc. INCREASING LEVELS OF PROFESSIONAL AND PERSONAL [PROPER] DEVELOPMENT Una are or Accepts the Can articulate how uninterested in existence of racism Uses racial equity Demonstrates honer racism and and social justice racism and other leadership, and other forms of l forms of ua ein oppression empathy, and other forms�of oppression but pan g � are harmful to courage in oppression iirnipact doesn't conversation but BIPOC and White challenging racism their personal and understand the only intellectually People while also and other forms of f professional lives complexity or understands the increasing their own oppression within including their history;they do meaning of the capabilities to their own circles of thinking and not see themselves words and has not disrupt oppression influence while behavior. Has not as part of the learned their own and partnering with creating space in developed any problem or role in addressing BIPOC and other their own lives for knowledge or skills l solution; operates racism and other underestimated continuous for equity and as a bystander and forms of groups; still personal and justifies doing sees racial equity oppression;tends navigating how to professional things the way as someone else's to police what address issues improvement they've always res ornsibilit . other people say. withiing their own through Knowledge p y been doneR circle of influence, and skill building. DIVERSITY + INCLUSION + EQUITY TRANSFORMATION [DIETJ FRAMEWORK O CONDUCIVE DISRUPTIVE I M OPECI;LJITY P" INCREASING LEVELS OF DIET ORGANIZATIONAL DEVELOPMENT ElI�TL.I N ITIE IIV a A .r " �.r r ry I✓�. " r " . r • • r � • r r r r ry • rrr "r • r ��W • r •r 4 i t r • r r r - m I " � I" • • r r ♦r yr r^ -"rr"r r r yr" "r ,w• .ryl. •" r W� r r rr r y r r r C tll r • r r-rr r yr • r r r r r r III I� � �,"r � r r •- • ����. r" ar r r • r r rrr r • r 4 1 I I ywli gwi M� �� J pay cHAruG9 lad rLevsarL ABUNDANCE � � r � �aa •��r I i�p���ll'i��iul�I��il�uul�l' CONSCIOUSNESS � n� . r I I'"�I' lillu u �1 ps1��cA�� L a 2 GIPoE'Ar�' . 91p A V159ON TO LEARN .s .. m • PV;� IMt10.NbiUWNES'S �.p t79'aCCYMfbbY'G r 1 a i�uN +4N1U 1fi��I0�1 A 1V�)��y�i���a���w �����V�U��N a�sta NV )71� )?�W)1 �"�dl��9���101 �)�11�;� �N�1�11�➢�1�W Iq��4�I�y �51���k�U��1 HU^N� ���i NSA NLCNATIONAL LEAGUE OF CITIES REAL, RAC,;;I_. I_.QU1 Y/,,ND[.Ir;b`af;7I.F"'Y IP REAL Proposed Scope of Services for Your City Dear City Leader, Thank you for your interest and commitment to advancing a racial equity agenda in your city. The. National League of Cities (NLC) Race, Equity And Leadership (REAL) department ollers a scope of services to support your citv's interest and commitment that balances local government leadership and community engagement to address systemic and structural inequities. Our experience suggests that improving the racial equity in these systems and structures requires political will, a readiness among all participants to not do business as usual, and commitment from top local leaders, public agencies, civil society, and the community. Background NLC created the R rc e, 114 ui �, And Leadership (REAL) department to strengthen local government leaders' knowledge and capacity to eliminate racial disparities, heal racial divisions, and build more equitable communities. REAL does this through several intervention channels and support systems with the understanding that local government leaders may not know where or how to start. REAL has three focus areas to support cities: 1. Provide Training&Technical Assistance that builds the capacity of local government leaders to identify racial disparities and effectively challenge and address issues through policy and practice. 2. Offer Network Budding opportunities that promote peer-to-peer learning and showcase local government leaders who are advancing efforts through REAL. 3. Establish a Field of Practice that leverages new and existing partnerships, and shares lnowledge and resources across cities that promote innovative solutions to racial equity challenges in local government. All of our workshops include: ■ Interactive and experiential components. Adult learning styles vary. We use varied forms (including exercises and small group discussions) to share information to ensure learning objectives are met. ■ Explicit conversation and facilitation to Murninate the connection between individual, institutional,and steucturalracism. Our training methodology allows participants to make connections between individual experiences and the broader societal and structural ways in which race is constructed. We focus on institutional and structural strategies, as those are most effective for leveraging change. ■ Strong,expert facilitation. Conversations about race can sometimes be difficult.We have a team of expert facilitators who are prepared to lead and guide conversation and to re- design activities in the moment to ensure participants' timee and experience is maximized. ■ Applyinglearning. Racial equity concepts can, at times,be abstract. Our workshops focus on the application of learning in the work place. Do-in is often the best teacher. NLCNATIONAL LEAGUE OF CITIES REAL, RAC,;;I_. I_.QU1 Y/,,ND[.Ir;b`af7I.F"'Y IP REAL recognizes the importance of responding to unique situations. Context matters.We tailor workshops and learning activities to best meet the needs of participants and organizations. All of our workshops are informed by: ■ Context setting to understand how best to tailor content and exercises ■ Background research to ensure content is relevant and focused on connections between institutional and structural change ■ Interviews with a selection of participants to ensure design meets needs and expectations of participants Leadership and staff must normalize racial equity as a key value and have clear understanding and shared definitions,operadonalize equity via new policies and by transforming the underlying culture of our organizations, and finally, organize, both internally and in partnership with other institutions and the community. The deliverables and actions described in this scope provides the core areas of our services. We are strong believers in co-design;if any of our proposed options is either more, or less extensive than your desired direction,we would welcome the opportunity to adjust our scope to meet the scale of your expectations. If you havee any questions, please do not hesitate to contact us at teal@1i.c,oug. Proposed Scope of Available Services Assessment Establishing an understanding of the context for action is essential for building an effective institutional transformation strategy.We recommend four steps in developing a shared analysis of how work within the city should proceed. ,Surv(.,,y of Staff. Key to program design and implementation is the collection of data from it broad cross-section of jurisdiction employees to understand perspectives on racial equity, areas of momentum upon which new work can be built, and places where. challenges [iced be addressed. REAL will work with your city leadership and staff to review,refine, and customize any instruments (i.e., surveys) used in collecting data. The initial survey process is often foundational, allowing for bi-annual redelivery of the instrument to track progress over time. �111.11st:itu.tional.Asse�sstum��:;���ial..As part of the training process, the city leadership team is provided with an assessment continuum that can be used to chart the progress toward creating an equitable workplace. The continuum is employed during the training cycle. �Stak.e1oldex: .appi.ngv REAL works closely with local community partners to assess, design, and develop an approach for engaging it catalytic segment of community leaders to embody in attitude and action the traits that promote racial equity and racial healing. The approach will reflect an intent for significant collaboration and appropriate integration or alignment mth kindred initiatives that may already exist M the school districts,faith institutions,business sector, or community organizations. NLCNATIONAL LEAGUE OF CITIES JIC. at:a (3i'we'nta'ncen An initial assessment will be provided that examines what data across agencies is collected and disaggregated by race and ethnicity. Analysis will be provided on the available disaggregated data to identify potential patterns disparities. Recommendations will also be offered for improvements to infrastructure and processes to support disaggregation of data by race and ethnicity,including potential framing questions for discussion«nth your city department leaders. paining REAL offers a four-part training series on racial egt►ity. Each session is described briefly below but will be subject to modification based on new virtual learning or developments from conversations with our city partners. Leadership Training Session Objectives: • Understand promising practices in local government to advance racial equity • Develop a shared understanding and common definitions for advancing racial equity • Identify opportunities to use a racial equity tool and data to drive results • Build an intcrrial infrastructure for racial equity that includes opportunities to partner with the commuurity I1E ."L 100; orrrn Iaizi:rmg wwi'd l'kli.m:ity i .J11,ocal.Governmeiii.,(ll h.ou s rnim:m.ir.n. ummm.) These sessions provide an introductory overview for city leaders and staff on the history of institutional and structural racism in America. This training will equip leaders and staff with a shared language for racial equity, examine existing racial disparities in cities and its implication for advancing racial equity, and introduce important concepts and tools for organizing and operationalizing racial equity. Key learning topics: equity versus equaAly, irrlplicit and explicit bias, individual ancl institutional bias, levels of racism, racial equity tools, disaggregating daft, community er1gage'tnentstrate4 es Rif AI..,2001 w Racial.lkjuity.in.1,oc l_Goverarb:m.mm.eaimt;(8 hours in imm:imm:I:u.mrm) These sessions will explore the implications and impacts of institutional and structural racism for members and staff. City leaders and staff will spend a significant amount of time learning how to use a racial equity tool as they explore structural changes to daily operations, budgeting, communications, community engagement, and decision-mal�ing. Key learnmgtopics. institutiolial and structural racism, racial equity tools, racial equity goals, corrrrnunity engagerrteritstrategies,head rersusheartstrateb�ies,inside versus outside strateies, colrrrn1inication tools for t,710ng about race ■ UiWa RacialFxju tyTool- Instruction and practice on how to use a racial equity toolkit within policy, program, and budget decision-making processes. Participants v<T111 gain skills by using the tool with their omi lines of business that they would like to assess from a racial equity perspective. NLCNATIONAL LEAGUE OF CITIES REAL, RAC,;;I_. I_.QU1 Y/,,ND[.Ir;b`af7I.F"'Y IP ■ Comm mieatingforRacialEquity-Communicating about race can sometimes be a challenge, but preparation and strategy make a big difference. This training provides tools for both interpersonal communication and commmiicating with the media and broader outside audiences. 300: Organizing zi:ng RaC12l:l Eqi ini:ty ii:n I.c)c .1 Gover"nline gilt 0.6 lm.emrr:nrs raii:rr:i:n runrnl) These sessions will be an opportunity for city leaders and staff to review the topical issues identified from the previous sessions and current issues shared during the sessions. City leaders and staff will learn and apply the racial equity tool to these priorities and determine an approach for advancing racial equity in their city and could include the development a racial equity plan. Xef'-learnmgtopZcs.Racial EquitT'tooA, mc1al(Y uitvgoaA, I'dc7al e(1ZZ7nlI..Vim, case still es ■ Developing a Racial Equiij Action Plan- Developing a Racial Equity Action Plan entails putting ideas and understanding into action,including building organizational infrastructure across the breadth (all functions) and depth (up and down hierarchy), using a Racial Equity Tool, and developing and implementing strategies. ■ Toolsfor Organizational Change-Tlus workshop provides hands-on exercises to discuss moving organizational change within government. Content is tailored to meet participants' needs, and includes stakeholder analysis,power and politics, and lipping point theory. JII EAL 4001 Jlf.rra;ir7i the Trainer in.Advzmiring Mutual Equity iin.1:..xxe al Gove.;:rn:rne::n (8 liou.r s rrmiiairi.rnnrrrri.� • Share curriculum that builds on the existing and growing field of governmental practices to advance racial equity. Participate in "train-the-trainer" sessions, so that internal capacity is built to implement and sustain training. Technical Assistance and Capacity Budding Normalizing conversations about race includes developing and sharing a racial equlh-framework as well as operating with urgency and accountability. REAL will offer recommendations for developing a Core Team drawn from across departments drat will sustain the engagement and build leadership that can facilitate greater commitrent to advancing racial equity throughout the jurisdic[ion. The training that REAI,offers is more effective when it is balanced with technical assistance and the capacity building of a Core Team that is created and responsible for ensuring the sustainability of the city's commitment to advancing racial equity. Your city does not have to commit to all of the services described above to begin moving forward. REAL can work with your city to explore different levels of investment- ShorA °]."er cr, l:n.lr.:;rmle di.anl:e, ][Jong"JF'e°.rrrrr,,rind Sum.s'taki.a:d. Each level of investment identifies the four critical components of support REAL offers that was briefly described above - . .Sm s8m. n;,11'rai.11111191 e� Capacity B iiillldiag We look forward to discussing further what makes T°:.,rh:n:ie:,a.11l Aw��biils�rrre,e°a, arrd.lwAa. the most sense for moving forward based on the village's current capacity and opportunity. NLCNATIONAL LEAGUE F CITIES PEAL RACE,EUI,.JITY N)I f A I LP S1 HP What we are proposing will support the creation of deeper shared understanding among leadership and increased staff capacity for implementation across key prpjects. Our approach incorporates proven practices and replicates success, changing the norm of what is expected and possible from government. We appreciate your leadership and are excited about the possibility of working with your city. Please contact us at rrca1@idc.org with questions or to discuss next steps. ...................................................... Sincerely yours, G✓ Leon T.Andrews,Jr., Director Racial Equity And Leadership National League of Cities ....................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................... ENGAGEMENT EN�V'T PACKAGE OPTIONS S iiM,fuaw4 Assessnn nta Assessment: As,,sesssnnenita Assessmerrit,a Staff&Elected SUN, ,institutional Staff,,Institutional and Staff YnstptulJoinal,stakkeholder Leadership stakeholder mapping mapping and data governance TraWng: Trairuing Trainln& Tra,iniing REAL 101 REAL yBy and 2011 REAL 101,203,and 301 REAL 101,201 301,3,02 Technical AWslan : Technical sstssar cv Tochnlcal psitatscep Techrt"$Assistance., j upro to 5 hojursp (up to 10 hours), (up to 20 haoutsl (up to 30 hours) Capacity Building: Capacity Building Capacity BaaildinB: Capacity Building: Recommend opt inns for Suppcart and Counsel Schedule In-person Fasctlitate a"train theTraine�r contuaauiity,srastain,albiht'y Core to,aarn p4nwinpp meeting with session with,Care"Cease Core 10'amru NW NLC (',41 LEAGUE ENGAGEMENT PACKAGE PRICING 4flu. sessrnent $4,000" L1 $8Mt o"01 y $17,000.00 $ 3,5t 0,00 Tr'aininR 12$ , 00, $24, 1,00 a$ far 48,$ 0 , fechnicaI Assiistaince $7501.0C $1,5,001.00 $ ,00 4 $4,5D0 � �.m. .... . ........................................................... �.�..�. -..... " ...........,..... .. .. ..... $1 ,.. .Capacity Building $1�12 0 $2w250 0 $5 000 2,0....,,0 dmiIn Z17 5L1 $1 5 5 $5 dYC� $5'800 V mraalN stay ascaumat 4� %,,j $ � $i w7 lJ. $ 4,h4 S0 , $43,120DO Total... 5rrnalI City! 11µ797 5O $ 3 595 00 $3i5 9 ,._- m.... _._._.. _ .__......... TOWN OF LEXINGTON, MA HUMAN RIGHTS COMMITTEE PREAMBLE TO RESOLUTION DECLARING RACISM AS A PUBLIC HEALTH CRISIS Declaring racism to be a public health crisis offers a clear at to intentionally acknowledging and addressing disparities and inequities. Adopting a formal Resolution can catalyze and authorize data analysis, policy analysis to prevent unintentional injustices, and implementation of policies and actions to dismantle or course-correct problematic systems. Put simply, this is one way to hold ourselves and our local and state governments accountable for addressing racism head on. When we have an emergency affecting our residents safety and well-being we must act. by should Lexington take this action? Making a public declaration that racism is a public health crisis is the first step in intentionally embedding health equity in policy making. This is a way our government can set a clear and direct course toward addressing this crisis, while focusing on actions that are accountable for the intersectional and cross-sector approaches necessary to move towards equity. How is racism a public health emergency? As a result of the trauma inflicted by racism and the purposeful disinvestment in social and economic well-being, people of color live with disproportionately higher cortisol levels, higher rates of chronic stress, higher rates chronic disease, lower infant birth rates, higher rates of CO DTI D-19 infection and death and pay the ultimate price with their lives. In this time of a global pandemic, we can put these efforts toward immediate and life savings action. In August of 2020, the Lexington Human Rights Committee formed a working group to address issues of bias, racism, inequity, exclusion and related challenges within our community. This group will be tasked with following up on our declaration of racism as a public health crisis. We will work together to end disparities in health outcomes and examine the role of race as a social determinant of health in our community. R.ESOLUTJON OF THE TOWN OF LEXINGTON,, MA. HUMAN RIGHT'S COMMITTEE DECLARA.ING THAT RACISM IS A PUBLIC HEA.LTH CRtSIS WHEREAS1 racism is a social system with multiple dimensions-. individual racism. that is interpersonal and/or internalized, or systemic racism tliat is institutional or structural, and is a systein of structuring opportunity and assigning value based on the social interpretation of how one look.s!; WHEREASI, race is a social. constnict, not biotogical.; WHEREAS, racism unfairly disadvantages specific individuals and communities') while unfairly giving advantages to other individuals and communities, and saps the strength of the whole society through the waste of human resources-, WHEREAS, racism is a root cause of poverty and constricts economic mobility'; WHEREASI) racism causes persistent discrimination and disparate outcomes in many areas of fife, including housing, education, employment, health care, and criminal justice, and is itself social determinant of health,; WHEREAS, racism and segregation have caused and continue to exacerbate a health divide resulting in Black, Native American, Asian, Latinx and other racial minorities in Massachusetts bearing a. disproportionate burden of illness and mortality including CO VIA .-19 infection and death,, heart disease, diabetes, and infant mortality-, WHEREASI Black., Native American, Asian, Latinx and other racial minorities in the Corn.rnonwealth of Massachusetts are more likely to experience poor health outcomes as a consequence of inequities in economic stability, education, physical environment, food, and access to health care and. these inequities are, the selves, a result of racism; WHEREASI the scientific literature provides ample evidence that racism is a fundamental cause of worse health outcomes-, WH.EREASI, the Commonwealth has defined and, identified the importance of Environmental Justice in assessment of disproportionate burdens of disease; and finds that Environmental injustice leads to poor health outcomes and higher rates of asthma, cancer, low birth, mental health challenges; Wf IEREAS3 the collective prosperity and well.-being of the Town of Lexington, Massachusetts depends upon equitable access to opportunity for every resident regardless of the color of their skin. Now, Therefore It Be Resolved- That the Human Rights Committee ofthe Town of Lexington (LIJRC) does hereby declare that racism is a public health crisis affecting Lexington. and communities across the C'ommonwsale, and commits itself to and recommends the Town commit to, 1. Working to progress as an equity andjustice-oriented Town by continuing to identify specific activities to enhance diversity and to identify and ensure that anti-racism principles govern our leadership, staffing and contracting', 2. Promoting equity through policies approved by the Town. and enhancing educational efforts aimed at understanding, addressing and dismantling racism and. how it affects the delivery of h.eal.th. and. social services, economic development and public safety; 3. In the type and quality of the data our town collects and the analysis of those data that might be important in identifying and assessing inequities-, 4. Advocating locally for relevant policies that improve health in communities of color, and support local, state, regional, and federal initiatives that advance efforts to dismantle systemic racism-, 5. Working further to solidify alliances and partnerships with other organizations that are confronting racism and. encourage other local, state, regional, and national entities to recognize racism as a public health crisis-, 6. Educating the community on. anti. racism-, T Supportin.g efforts to amplify anti Tacist voices, document racism in our con-ununity and engage actively and authentically with Black, Native American, Asian, Latinx and other racial minorities/communities and 8. Working with others to identify clear goals and objectives, including periodic reports to the comm.unity, to assess progress and capitalize on opportunities to further advance racial. equity. Tti.e "rown of I-exington, Human Rights Committee AGENDA ITEM SUMMARY LEXINGTON SELECT BOARD MEETING AGENDA ITEM TITLE: Review and Approve Regional Housing Services Fiscal Years 2021-2023 Agreement PRESENTER: ITEM NUMBER: Liz Rust, Regional Housing Services Office L3 SUMMARY: Attached please find the renewal for the Regional Housing Services Office between the Town of Lexington (and several other towns)to provide oversight of our housing programs. As the Board is aware, the Town has contracted with RHS O for a number of years and we have a very good relationship and are recommending the Board authorize the continued partnership. Liz Rust of RHS O will be in attendance to brief the Board. SUGGESTED MOTION: Move to authorize the Town Manager to execute the agreement between the Town of Lexington and the Towns of Acton, Bedford, Concord, Lincoln, Maynard, Sudbury, Wayland and Weston for a shared Regional Housing Services Offices administered by the Town of Concord. FOLLOW-UP: DATE AND APPROXIMATE TIME ON AGENDA: 9/21/2020 7:30pm ATTACHMENTS: Description Type s^nuh.an scn Cover Mom) n Y2n FY2.,:3lleH"sOAp,uecnrnt Covet memu IlJ JJ I J „rt J � r D IlI� 11 f u I 1 I I J I I a i 111JJJJJJ 111 �mmmnlllll "����° of rrilU�"'JJJJJJ��, llllllllln Imp I%(�,,, 0/ I � I I � I I II IIIIIIIIIIIIIIIIIIIIIIII� �� � .,, ���„r�,,;, IIIIIIIIOI�nn ����'' IIIIIIIIIIIIII I°..�,, Iff Illllllllllllllllllllllllllllln�� �I����� � ,��;;;�rrf IU�llminnll ll.aflann 1,,,,,,��'l/' 1!lIIIII" III nl ��IIIIIIIIIIIIIII III I I U� 1 II I I IIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIII Z N Q 0 .. w L v v > O IIIIIIIIIIIIIIIIII O cu c.i In > v O z �- as O a g Q 3 O L C � v L v 'E O u — 2 s� s n ¢ ¢ 0 4,1 0 d ° �o�; �e m � � m ; o � _ F� Cr V1 a-X QI ¢ M w r, N s. 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N IIII IIIIIIIIIII 21 IIIIIIIII � ���!� Cl IIIIIIIIIIIIIIIIIIII � ��: l � IIIIIIIIIIIII •- % ��% ��� ����/, �� � j�(�! %%% v' 4 (IIIIIIIIIII � I��� IIIIIIII O �� IIIIIIIIIIIIIII(IIIIIIIIIIIII � u � GT � � wk� v,r :W �, {{yyppryry{{pp yygg44yy{{ (IIIIIIIIIII IIIIIIIIIIIIIII IIIIIIIIII IIIIIIIIIIIII •� ... ffi �I f Ii' • "'� fib �� � - mNpnt L vi a CW, u � ud WW IIIII�IIIIIIIIIIIIIII � ) �"� i"^ IIIIIIIIIIIIIIIIIIII �\� �� 'a" ^'" � IIIIIIIIIIIIIIInO � � ^� � � a 51 G m O aWb I� k" r40 CS H V J r� IIIIIIIIIII IIIIIIIIIIIIIII n IIIIIIIIIII IIIIIIIIIIIIIII O d � �Ir %�% IIIIIIIIII IIIIIIIIIIIII c O D O a L� 0 O O •= N a) O .X N E N L O `O OtA O v ci a) V '> i � = j O } t i N IIIIIIIIIIIIIIIIIIIIIIIII _ t 'O N to IIII W i�f _W ? 0 0 vi •w •V O O IIIIII O 0 } ' 14- y N O V = W N Q O y 5� III IIIIIIIIIIIIIIIIII N t N ` IIII > > •� V - V M 0 III (IIIIIIIIIIIIIIII /�� Q � �� H Q •� O S IIIIIIIIIIIIII W (IIIIIIIIIIIIIIII � � i � ` W V � J W U V W IIIIIIIIIIIIIIIIIIIIIIIIIII IIIIIIIIIIIIIIIIIII {1 � � / N H � (IIII Ilu.. IIIIIIIIIIIIIIII v v IIIIIIIIIIIIIIIIIIIIIIIIII V } IIIIIIIIIIIIIIIIIIIIIIIII � i N O N IIII O V) IIIIIIIIIIIIII IIIIIIIIIIIII � I� IV IIIIIIIIIIIIII IIIIIIIIIIIIIIII � �IIIII!��� �IIIII!�� IIIIIIIIIIII IIIIIIIIIIIIIIII ..,..,..,. AGREEMENT THIS AGREEMENT is entered into by and between the Towns of Acton, Bedford, Concord, Lexington, Lincoln, Maynard, Sudbury, Wayland and Weston, hereafter referred to collectively as the "Municipalities,"this_1st day of_October 2020, as follows: WHEREAS, the Municipalities desire to share the services and costs of a common Regional Housing Services Office; and WHEREAS, the Town of Concord is willing and capable of hosting a Regional Housing Services Office; and WHEREAS, each of the Municipalities has authority to enter into this Agreement pursuant to G.L. c. 40, s. 4A; NOW, THEREFORE, the Municipalities, in mutual consideration of the covenants contained herein, intending to be legally bound, agree under seal as follows: 1. Term. The term of this Agreement shall commence on October 1, 2020 and shall expire after a term of three years on June 30, 2023, unless earlier terminated as set forth herein. Any municipality may withdraw from the Agreement as defined below. The Agreement may be renewed for additional three-year terms as voted by each municipality through its respective Board of Selectmen by January 1 of the year of the expiring term. 2. Lead MunicipalitX. During the Tern of this Agreement, the Town of Concord shall act as the lead municipality. The Town of Concord shall perform or provide the following: a. Issue Requests for Proposals for Consultants to provide housing administrative services described in Exhibit A: Core Housing Services, attached and incorporated herein, for all the Municipalities; b. Enter into contracts with Consultants to provide said housing administrative services; c. Manage the Consultant contracts; d. Receive invoices from the Consultants and make payments in a timely manner for services rendered; e. Provide office space and related utilities for the Consultants to operate the Regional Housing Services Office; f. Administer the collection, accounting and use of funds provided by the Municipalities to fund the Consultant contracts; g. Provide overall program oversight and related administration; h. Provide conflict resolution in accordance with Section 10 below. 3. Duties of the Regional Housing Services Office. During the Term of this Agreement, the Regional Housing Services Office shall perform the housing administrative services as described in Exhibit A: Core Housing Services for an annual allocation of hours as indicated in Exhibit B: Fee Structure, attached and incorporated herein. i I I[,11 'a ✓)w c RHSO FY21 IMA 9.2.20 4. Funding Structure and Payment. The Town of Concord shall annually request funds from the Municipalities for the upcoming year by July 1 with payment due within 30 days of the written request and the Municipalities shall provide annual funding to the Town of Concord pursuant to the Fee Structure, attached as Exhibit B: Fee Structure. Funding for supplemental services not included in Exhibit A: Core Housing Services and for additional hours in excess of the allotted hours in Exhibit B: Fee Structure shall be requested separately, at the discretion of the Town of Concord and the individual municipality. The Town of Concord shall hold all fluids in a separate revolving fund account in trust for each Municipality and shall not disburse such funds for any purpose other than payment of invoices from the contracted Consultants for services rendered and other program expenses. Any municipality may borrow or lend hours to other Municipalities upon written agreement between the impacted municipalities, provided that the total number of hours available to the Regional Housing Services Office remains constant. 5. Subsequent Year Adjustments. The annual allocation of hours in Exhibit B: Fee Structure shall be reviewed and adjusted, if necessary, annually, three (3) months prior to end of each year of the Term of this Agreement. The Town of Concord shall provide to all Municipalities a record of the actual hours of services provided to each municipality and propose an amended Exhibit B in order to make any adjustments necessary for the following year of the Term, which shall be adopted as the Municipalities may agree, in accordance with Section 14. 6. Indemnification. Notwithstanding the final sentence of G.L. c. 40, §4A, to the extent permitted by law, each Municipality(the "Indemnifying Municipality") separately agrees to indemnify the Town of Concord, including all officials, officers, employees, agents, servants and representatives, from and against any claim arising out of the duties performed by the Regional Housing Services Office pursuant to the Agreement in or on behalf of the Indemnifying Municipality for any claim of liability, loss, damages, costs and expenses for personal injury or damage to real or personal property by reason of any negligent act or omission by the Regional Housing Services Office while performing services for the Indemnifying Municipality. As to any claim or occurrence, the express indemnification set forth above shall be town-specific: Acton's obligations shall be limited to the services provided for Acton; Bedford's obligations shall be limited to the services provided for Bedford; Concord's obligations shall be limited to the services provided for Concord; Lexington's obligations shall be limited to the services provided for Lexington; Lincoln's obligations shall be limited to the services provided for Lincoln; Maynard's obligations shall be limited to the services provided for Maynard; Sudbury's obligations shall be limited to the services provided for Sudbury; Wayland's obligations shall be limited to the services provided for Wayland; and Weston's obligations shall be limited to the services provided for Weston. The Indemnifying Municipality's obligation to indemnify under this Section shall be limited to and benefited by the immunities and the limits on liability that would be applicable under M.G.L. c. 258 and any other law or statute limiting the liabilities of municipalities as if the negligent act or omission had been made by an employee of the Indemnifying Municipality. Furthermore, the Indemnifying Municipalities shall not be liable for any claims arising from: a. Violations of state or federal civil rights statutes; 2 1:IE,11 as ✓)w c RHSO 17Y21 IMA 9.2.20 b. Violations of state or federal discrimination statutes; c. Wrongful termination claims; d. Violations of any state or federal statute dealing with employment practices; e. Claims that are covered by any insurance policy. 7. Termination. (Subsection A) Any Municipality,by a vote of its respective Board of Selectmen or Select Board, may withdraw from and terminate this Agreement at the end of any year with the provision of at least two months' prior written notice to the Town of Concord. No such termination shall affect any obligation of indemnification that may have arisen hereunder prior to such termination. Upon such termination, the Town of Concord shall prepare full statements of outstanding unpaid financial obligations under this Agreement and present the same to the terminating Municipality for payment within thirty (30) days thereafter. The Town of Concord,by a vote of its respective Select Board, may terminate this Agreement upon the provision of at least one-month prior written notice to the participating Municipalities. After termination of this Agreement, the Town of Concord shall remain liable to the participating Municipalities for any portion of the payments received not earned. (Subsection B) Any Municipality may withdraw at the end of any fiscal year in which the municipal legislative body has not appropriated funds sufficient to support that municipality's participation in the subsequent fiscal year, provided that in such an event, the municipality shall give as much notice to other subscribers to this Inter-Municipal Agreement as the circumstances allow. 8. Advisory Committee. There shall exist an Advisory Committee comprised of one (1)representative from each municipality, whom shall be appointed by the Town Manager/Administrator of the municipality. The Advisory Committee shall endeavor to meet on a quarterly basis in August,November, February and May. The Town of Concord shall prepare and send to each municipality a quarterly status report prior to the quarterly meeting. 9. Conflict Resolution. The Advisory Committee may hold additional meetings to discuss and resolve any conflicts that may arise including, but not limited to, disagreements regarding the needs of each municipality and changes to the annual allocation of hours as indicated in Exhibit B: Fee Structure. Any recommendations made to the Director of the Regional Housing Services Office must be made by a majority vote. Any unresolved issues shall be decided by the Town Manager of the Town of Concord. 10. Additional Communities. The Advisory Committee may vote at any time to amend this Agreement to add an additional municipality or municipalities by unanimous vote and approval of the Lead Municipality, so long as there are no more than nine (9) member communities. If voted and approved as provided in this Section, the participation of said municipality or municipalities is effective as of July 1 of the fiscal year next after the vote is taken unless otherwise agreed among all parties. Any such additional municipality must be adjacent to at least one municipality participating in this Agreement unless waived by a majority of the Town Managers of the originally participating communities. 11. Financial Safeguards. The Town of Concord shall maintain separate, accurate and comprehensive records of all services performed for each of the Municipalities hereto, and 3 1:I[ ra Q c;. RHSO FY21 IMA 9.2.20 all funds received from the Municipalities. The Town of Concord shall issue a financial report for each fiscal year to each of the Municipalities by December 31 of the following fiscal year. 12. Assi ng ment. None of the Municipalities shall assign or transfer any of its rights or interests in or to this Agreement, or delegate any of its obligations hereunder, without the prior written consent of all of the other Municipalities. 13. Amendment. This Agreement may be amended only in writing signed by all Municipalities duly authorized thereunto. 14. Severability. If any provision of this Agreement is held by a court of appropriate jurisdiction to be invalid, illegal or unenforceable, or if any such term is so held when applied to any particular circumstance, such invalidity, illegality or unenforceability shall not affect any other provision of this Agreement, or affect the application of such provision to any other circumstances, and the remaining provisions hereof shall not be affected and shall remain in full force and effect. 15. Governing Law. This Agreement shall be governed by, construed, and enforced in accordance with the laws of the Commonwealth of Massachusetts. 16. Headings. The paragraph headings herein are for convenience only, are no part of this Agreement and shall not affect the interpretation of this Agreement. 17. Notices. Any notice permitted or required hereunder to be given or served on any Municipality shall be in writing signed in the name of or on behalf of the Municipality giving or serving the same. Notice shall be deemed to have been received at the time of actual receipt of any hand delivery or three (3) business days after the date of any properly addressed notice sent by mail as set forth below: Town of Acton Town Manager 472 Main Street Acton, MA 01720 Town of Bedford Town Manager 10 Mudge Way Bedford, MA 01730 Town of Concord Town Manager Town House, P.O. Box 535 22 Monument Square Concord, MA 01742 RHSO FY21 IMA 9.2.20 Town of Lexington Town Manager 1625 Massachusetts Avenue Lexington, MA 02420 Town of Lincoln Town Administrator Town of Lincoln 16 Lincoln Road Lincoln, MA 01773 Town of Maynard Town Administrator Town of Maynard 195 Main St Maynard, MA 01754 Town of Sudbury Town Manager 278 Old Sudbury Road Sudbury, MA 01776 Town of Wayland Town Administrator 41 Cochituate Road Wayland, MA 01778 Town of Weston Town Manager P.O. Box 378 Weston, MA 02493 18. Complete Agreement. This Agreement constitutes the entire Agreement between the Municipalities concerning the subject matter hereof, superseding all prior agreements and understandings. There are no other agreements or understandings between the Municipalities concerning the subject matter hereof. Each Municipality acknowledges that it has not relied on any representations by any other Municipality or by anyone acting or purporting to act for another Municipality or for whose actions any other Municipality is responsible, other than the express, written representations set forth herein. 5 1:I[ r'a Q c;. RHSO FY21 IMA 9.2.20 [SIGNATURE PAGES FOLLOW EXHIBIT B] Exhibit A Core Housing Services 1. Monitoring • Monitoring Database of Affordable Housing Developments and residents • Monitor ownership units • Monitor rental developments • Assist with resales of ownership units • Maintain municipal inventory records with the Subsidized Housing Inventory maintained by the Department of Housing and Community Development 2. HOME administration • Assist in the preparation of the Annual Action Plan and Annual CAPER documents • Monitor HOME Units • Consult on HOME funded projects 3. Local Support • Provide valuations to assessors for restricted ownership units • Meet with staff and housing entities • Consult on projects • Prepare and Review project documents 4. Regional Activities • Assist communities with regional linkages • Maintain and support RHSO website, including public and private pages • Provide programs and referrals to residents • Administer Programs on behalf of all communities RHSO FY21 IMA 9.2.20 [SIGNATURE PAGES FOLLOW EXHIBIT B] Exhibit B Fee Structure The participating municipalities will proportionally share the total cost of operating the Regional Housing Services Office. The proportional share is determined based on the percentage of hours planned to support each municipality for core services as represented in the fee schedule. Membership Fee Schedule Chart for FY21 This fee structure does not include payment for supplemental services which will be proposed and invoiced outside of this agreement or payment for additional hours in excess of the allotted hours. FY21 Membership Fee Schedule FY21 Total FY21 Q1 Q2, Q3, Q4 Hours % of hrs Fee Amendment Remaining FY21 Acton 384 11% $29,950.00 $7,487.50 $22,462.50 Bedford 384 11% $29,950.00 $7,487.50 $22,462.50 Concord 615 17% $47,967.00 $11,991.75 $35,975.25 Lexington 384 11% $29,950.00 $7,487.50 $22,462.50 Lincoln 192 5% $14,975.00 $3,743.75 $11,231.25 Maynard* 140 4% $10,920.00 $2,730.00 $8,190.00 Sudbury 935 26% $72,925.00 $18,231.25 $54,693.75 Wayland 165 5% $12,870.00 $3,217.50 $9,652.50 Weston 370 10% $28,858.00 $7,214.50 $21,643.50 Total 3,569 100% $278,365.00 $69,591.25 $208,773.75 RHSO FY21 IMA 9.2.20 Hereon duly authorized and executed as a sealed instrument, TOWN OF ACTON By its Town Manager Date: , 2020 8 1:I[ RHSO FY21 IMA 9.2.20 Hereon duly authorized and executed as a sealed instrument, TOWN OF BEDFORD By its Town Manager Date: , 2020 9 1:I[ RHSO FY21 IMA 9.2.20 Hereon duly authorized and executed as a sealed instrument, TOWN OF CONCORD By its Town Manager Date: , 2020 10 I['^ "1 & c' RHSO FY21 IMA 9.2.20 Hereon duly authorized and executed as a sealed instrument, TOWN OF LEXINGTON By its Town Manager Date: , 2020 "i & c' RHSO FY21 IMA 9.2.20 Hereon duly authorized and executed as a sealed instrument, TOWN OF LINCOLN By its Town Administrator Date: , 2020 12 I['" c, RHSO FY21 IMA 9.2.20 Hereon duly authorized and executed as a sealed instrument, TOWN OF MAYNARD By its Town Administrator Date: , 2020 13 I['^ c, RHSO FY21 IMA 9.2.20 Hereon duly authorized and executed as a sealed instrument, TOWN OF SUDBURY By its Town Manager Date: , 2020 14 I['" c, RHSO FY21 IMA 9.2.20 Hereon duly authorized and executed as a sealed instrument, TOWN OF WAYLAND By its Town Administrator Date: , 2020 15 I['^ c, RHSO FY21 IMA 9.2.20 Hereon duly authorized and executed as a sealed instrument, TOWN OF WESTON By its Town Manager Date: , 2020 16 I['^ c, RHSO FY21 IMA 9.2.20 AGENDA ITEM SUMMARY LEXINGTON SELECT BOARD MEETING AGENDA ITEM TITLE: Recreation Community Needs Assessment Report PRESENTER: ITEM Austin Hochstetler, PROS NUMBER: Consulting; Melissa Battite; Christine Dean; Katharine Labrecque L4 SUMMARY: Attached please find the Community Needs Assessment conducted by the Recreation Department. The Recreation Committee, Director of Recreation and Community Programs and the consultant will present to the Board. SUGGESTED MOTION: FOLLOW-UP: DATE AND APPROXIMATE TIME ON AGENDA: 9/21/2020 7:35pm ATTACHMENTS: Description Type D Rcanca6on Narcds Assessimvvit llre,>,entnti n COV rMC,fliraa ➢Rc:a;ncaaVim Needs Assessruncent Rcpanr^L Co%Cr Pa e nvra rrrrrrrcj�, �� l / V � �i ti Y! I 1 � a e Ik 1 Y j� �% IIIIII!IIIII'I' � 'li' Y � j n 1 u a � �� �� /� .ti '� l 'fi/�� �� ,,,, %,�'/, ��, ,; � � rt ',�� t '�! �r �,ll��( � � `� � �� t �� � r � t J% e�' f/��i/ r�� �// '/ � �I�( � „� ,� ff . � ���� y�,,,', ;i�i" j/ ��„�„i �� �� �% V it��III Ill l lll�l %' V 0 L s M • • .N 0 rn Ln (D • (D z • L TT to • 06 Ln D C; (A tn > E (A D 4A 4AV) o b --To cc 73 CC) E D L- co C+- ku E tun Ul 0) 4- Ul > 4- co ED 0 CP a 0 to 0 C3 (0: (0 (0 0 _0 col to Cl a) (D to 0) 0- 4) 0 C3 EE "I 11,u lily 1 � IfI z L 1 1 1 M Amm %4- moommom lie 0 :) u mom= 1 0 66fr, r 1 6 / f Lu *MEN= .0 4. 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M -0 4- 0 u 0 > %4- 0 E 0 u E CL U. 0 C; Lu E 14- ommm L- (A (n V) V) �o D < 0 (D 0 0 4§11 u CIO. '41 , 73 X CC) _0 E E ED co L— in Col- E CD L— co 0 cum LU %+ 4— >%. ton in co 0— p OIL U 0) ton E ton U Q T EE tun 4— co +_ E: 73 ED 0 Z) UP > o(o cm 0 CL UP C3 0 4D 4) C3 cc Cc U>j 0) o 0 0 0 co �� /ii � � ���, %///���i ' '�� i%d i �i% %�'i, /�� r i „, l ���., p ��w�' � ������ �� I Fll��� F °��i i � � „Vd�li��� ,� i i l i �i �� �19 /� ' O %�, '� �� N V N •- 0 M 0 lie lie 0 E Me I 0 0 0 0 0 0 M. +- 0 D E 0 0 %+- D o C 0 0 *one= 0 CL 0 0 mom= D u (n MINSEEM MINSEEM 0 mom= C) 111141)�, I'll,14011, I'll,l4b", COMMUNITY NEEDS ASSESSMENT SEPTEMBER 2020 ., x, i f i I Jj.�. ✓�1 µ p�Qp�ry/Y���y ,p�✓ ;,��;�( r�A rU 1 P, j�f10 UO/ a 0 f L✓1 p TOWN OF ' � MOIVi01@ Illll�iiwmiomwr�.aa��.,m,_ �w�m,.�� Lee t on LEXINGTON , MA ACKNOWLEDGEMENTS SELECT BOARD Douglas M. Lucente, Chair Jill I. Hai, Vice-Chair Joseph N. Pato Suzanne E. Barry Mark D. Sandeen TOWN MANAGER James Malloy DEPUTY TOWN MANAGER Kelly Axtell RECREATION COMMITTEE Fredrick DeAngelis, Chair Lisah Rhodes, Vice-Chair Lisa O'Brien Christian Boutwell Francesca Pfrommer STEERING COMMITTEE Suzanne E. Barry,Select Board Member Fredrick DeAngelis, Recreation Committee Chair David Pinsonneault, CPRP, Director of Public Works Emily Smith, Cary Memorial Library Deputy Director Kate DeAngelis, Certified Therapeutic Recreation Specialist Carolyn Kosnoff,Assistant Town Manager—Finance Karen Mullins, Conservation Director Molly Belanger, Planner Naomi Martin, Director of Athletics Paula Rizzo, LABBB Recreation and Integration Coordinator Sandra Shaw, Lexington Bicycle Advisory Committee LEADERSHIP TEAM Melissa Battite, CPRP, Director of Recreation and Community Programs Christine Dean, CPRP, Community Center Director Katherine Labrecque, Management Fellow Melissa Interess, Director of Human Services Peter Coleman, CPRP,Assistant Director of Recreation and Community Programs Michelle Kelleher,Senior Services Coordinator Sean Dugan,Public Information Officer CONSULTANT TEAM ETC�_ TABLE OF CONTENTS Chapter 1. Introduction......................................................................................1 ., . a llq'b;li,'(j ill11 1-2 WT1111111if'riM"Yiity Needs a^isses^ririi1eII II�'t ...... ........... ............ �. I 3 PPI au°w niiil ff I)roc µssm. ...... ......m....m„...... ......mm.................... ......mm.......... ..I 1.4 l(e Chapter 2. Community Profile............................................................................4 .I Daallasand f ecireadiw aa ... 4 �,2 S steiin ............m ,....„ ....,...—......� mmmm. ..,...... .................... . ..... , 2.3 1oaaaaa1111 � w„���� „ ...... 5 2.4 Local °is aat arid III ei suure Il aaa faet If otei atarcalV Chapter 3. Community Engagement.................................................................10 3.1, luAei,,�° 11 ws arid IIlloci.is Gii,,oti ............ 1 3 St at:�sfllcaHy Valid Cora ii1m11°IId41.auiut, IS 3,,4 0IIaf11ne C0"1111171U1111it S111a11I�Va°y.... 2"' IS lnAblliuc Eiiii oiigagei'mr1ithih iipkatlons... ......�� ..................�........ . ......� mmm............ ... 37 Chapter 4. Existing System: Parks and Facilities................................................38 .1 a .0 aaa a,aa aaao-a mmm,,,n mµ.... mm,, „nn m..... mm,, ......m....mmmnn —..... mm,, mmm, m M .2 Ske Assessu"a°aa rtt Met]laodcf p 3 S Ma rTi Stjiii,irnary ..,. . ... .,.,.... 39 4 P alV�k ,Iowa�a"on�'111���«�a�"f allrV„ mmmm�, � � �.�� ���,mmmm��mmm.m... ,...... ,� 5 l eve of Servlce (I OS) ............... �7 Chapter 5. Existing System: Programs and Services ..........................................56 �,1, luitiaodtictf ari ...... ...... .., ........ 1'56 m'' , . uairne aork-,........'mm mmmm ...,.amm,, mm mmmm mmmm ........ 6 53 Cara e Illrog aarn .. ..... °56 5 ore II��'i� oguaii,n 1ue .......m ...... '1 5 5 l,'rogaa�aaurn Strategy analVs1s 59 5 6 Prograaalna &i a=all eg II'��,t,,eco11 1ii,,n 1ii,id a�t11oris 66 iiw, �"II Ili"@1191 �R� ��P ���"� :� �: � ����:��,mm��.. m mm��««mm «mm��mm����mm mmmm�� mm��.,mmmm��«mmm««m, mmm����m� mmmm��, mm��«mmm 6' 5,8 Pro III°zaII II II ....... 8 5,,9 Co o° ii iil n u ni ty Ili rive rurto ry a d S�n iii ill a r P ul:::Oxf e"s . Chapter 6. Community Needs Analysis.............................................................72 61 ('Wera ll p1:.�1roa Illy.....m ....mm ....... .......m 2, 6 2 ow,ii ......-..........--...... ......... ........... ......-........ 72 6.3 Key II��Iec )iini°rweiIPId floiri ......m...... „........... m..- 73� Chapter7. Appendix.........................................................................................84 Needs Assess inni?in t Chapter 1 . Introduction Located 11 miles from downtown Boston, Lexington is a suburban town in Middlesex County, Massachusetts. Settled in the early 1640s, Lexington is known as a prominent location in the American Revolutionary War. In fact, the area is home to Minute Man National Historical Park. While remaining largely a farming community, Lexington growth began to occur post-war. Fast forward to the 1970s and many farms became dense housing developments and subdivisions. As urbanization has continued to influence Lexington's growth, more citizens and businesses have moved into the town. This has resulted in large job growth corresponding with property value increases and a more widely recognized school system.With more and more demand on public services within the town, comprehensive planning has become vital to understand citizen needs and how to prioritize public funds in the most efficient and transparent manner possible. 1 .2 i rii'nl"t 1, e et����S Assess IIIrir i oIii t The Community Needs Assessment examines the public recreation supply and citizen demand for those services. Essentially, this process provides a comprehensive analysis of the extent the Town is currently meeting citizen recreation needs while discussing systemwide areas for future need focus.The Community Needs Assessment's intent is to strengthen the existing inventory of parkland, pathways, facilities/amenities, recreation, programs, and services within Lexington. 1 .3 i�l iirii7 iii iilI i�l g III��`it-o e The Town of Lexington Community Needs Assessment followed an iterative process of data collection, public input,on-the-ground study,assessment of existing conditions, market research,and open dialogue with local leadership and key stakeholders, as illustrated by the following process: . . . . Site and facility review Program assessment Public meetings Level of service (LOS) Focus groups and interviews ............................................................... GIS mapping Needs prioritization Statistically-valid survey Required support Gap analysis Online survey Demographics & recreation trends analysis review Figure 1: Demographic Comparison Summary pros consuti-a ,7g Lexington The community was involved throughout the development of the Community Needs Assessment, and the planning process sought public input to identify their visions and expectations for public recreation services in Lexington.Stakeholder interviews and focus group meetings were held early in the process and were combined with public meetings,steering committee meetings,and a project website.A statistically- valid community needs survey was distributed to a random sample of Town residents, and an online survey was offered to help prioritize and identify the issues that need to be addressed in this assessment. The information gleaned from the community engagement process was combined with technical research to produce the final Community Needs Assessment. It should be noted that the Community Needs Assessment is not an end product in itself.The assessment is rather a means to guide the provision of parks and recreation and advance the overall mission and vision of the Town of Lexington.The process will provide a framework for the delivery of excellent parks,trails, public facilities, activities, programs, and services that will contribute to community prosperity and improve the quality of life for residents and visitors to Lexington. Identified early in the process, the vision for the Community Needs Assessment's"success" entails: • Understanding the opinions of non-users • Speaking to how the Town should address identified needs • Developing a priority-ranked needs assessment • Articulating that the Community Needs Assessment has a shelf-life • Providing a tool/roadmap for the next several years 1 .4 Key Recommendations are separated into seven categories.The recommendations are presented as support to the Town of Lexington Select Board's strategic priorities while aligning with community needs and interests.In many instances,collaboration is necessary between the Lexington Recreation and Community Programs Department and other departments to ensure the Needs Assessment recommendations are achieved. A further explanation of each recommendation and the associated requirements can be found in section 6.3. 1. Programming a. Utilize the MacMillan Matrix to help plan recreation programming b. Enhance and lead outdoor recreation, cultural programming, and therapeutic recreation c. Collaborate and build partnerships to deliver before and after school programming, enrichment activities, arts&crafts, and STEAM programs d. Selectively implement programs with pets and community gardening e. Further explore the potential to implement outdoor events, historical programs, and nature programs 2. Facilities a. Work more closely with the school system to understand athletic field scheduling and use b. Invest in high priority facilities, infrastructure, and support amenities pertaining to: i. Trails (paved and unpaved) ii. Indoor recreation iii. Greenspace and natural areas iv. Access to outdoor recreation venues 2 Needs Assess inc?in t 3. Maintenance a. Formalize(written)facility maintenance agreements with other Departments and entities that contribute to the system's operations and maintenance b. Adopt equipment replacement schedules based on lifecycle and projected use c. Formalize (written) maintenance standards (level of care) based on park classification, typology, and desired use and quality d. Create a sport field feasibility study that includes the creation of a playability calculator that takes into account demand, maintenance levels, and field quality e. Continue the focus of making ADA improvements throughout the system 4. Community Marketing a. Create a position that will create "the face" of the Department in order to: i. Close/narrow the communication and coordination gap between Departments ii. Assist the Department with implementing marketing techniques most desired by residents iii. Streamline permitting, reservations, and overall facility use coordination iv. Provide an ongoing and ever-present two-way communication conduit between recreation services and community residents b. Utilize "traditional" marketing strategies along with implementing new ways to reach residents 5. System Funding a. Establish a Foundation b. Establish dedicated maintenance funding mechanisms 6. Park Classifications a. Adopt park classifications based on a set of criteria b. Design, manage, and operate each park site based on a set of desired outcomes 7. Business Planning a. Add new key performance indicators (KPls)to evaluating recreation programs b. Utilize the impending recreation software system to perform cost accounting by core program area c. Leverage mini-business plans by core program area to enhance program creation, delivery, evaluation, and reporting r s;, prosllll" 1, ,,, consul �,7g Lexington Chapter 2. Community Profile 2A Irrl The Lexington Recreation & Community Program Department's mission is, "To provide affordable, quality programs that meet the needs of the community. We are committed to providing active and passive leisure opportunities that are educational,fun, and life-enriching. The Recreation Department promotes participation by all Lexington residents in safe, accessible, and well-maintained facilities." To help achieve this mission, the Town provides an array of natural resources, passive recreation and Park System Map Lexington,Massachusetts Perks and Recreation a Park System Map active recreation parks, facilities, and amenities. The � park system is supported by neighborhood parks, /L community parks, regional parks(albeit not managed 'i" C� by the Town), conservation lands, school grounds, special use parks/facilities, signature parks, and general open space (Figure 2).This inventory boasts �'� I �; °` ;AI'�� • 1 400+acres of park land • 39 miles of trails • 15 baseball fields(adult and youth) " • 8 basketball courts t �, 1 v'a > • 9 multi-purpose fields G • 4 outdoor pools ' • 18 play areas rrlrP� N • N ,hb h hd P ki • 2 shelters �� p •� • 1 skate ark ® RC91 n 1P.61 p 0 canse—tion �, ® Gchoal Grot ndsf Local Road • 9 softball fields Q Sp.—I Use �.. AA I R tl ® $gnat—Pa ks Q) H9h a9 ND • 1 spray pad op.,space yt To-B—dary ° rc�r7 uftirt • 17 tennis courts • 1 indoor community center Figure 2: Town of Lexington Park Inventory 2,.2 Systenri Mtif.III"„nl a (eII°n Cat lll"'MI't The Town of Lexington parks and recreation system is unique in its governance. Park land and facilities are not strictly under the purview of the Lexington Recreation & Community Program Department; instead,the following entities also play integral roles within the system's management: • Department of Public Works o Public Grounds: Park Division maintains park land, athletic fields, bike paths, etc. o Public Facilities: Performs facilities maintenance and coordinates public facility rentals • Public Schools: Provides additional park land, athletic fields, and amenities for public use • Human Services: connects residents to resources, programs, and services that promote health and well-being • Department of Land Use, Health and Development: Manages Town-owned conservation land and coordinates development-related activities including land use and comprehensive planning. 4 Needs Assess inc?in t Helping with oversight, the Recreation Committee is charged with administering, expanding, and promoting recreation, leisure activities, play,sports,and physical education.This five-person committee's membership is established through the Town Manager's appointment. Additionally, the Town has an elected,five-member Select Board that meets throughout the year to make policy and oversee the Town government's operations. Other influencing Boards and Committees (among others) include the Capital Expenditures Committee,the Bicycle Advisory Committee and the Council on Aging. .;° nlf...����� The Town's population has not increased dramatically over the last 10 years; however,the population has diversified and is projected to continue diversifying over the next 15 years.Additionally,there is an aging trend projected to occur over the next 15 years and approximately 40%of the population is projected to be over 60 years old. Planning for recreation services,facilities, and programs is vital in order to meet the needs of a diversifying population while ensuring age segment appeal is targeted through system development. Figure 3 below presents the most recent demographic information available at the time of this report's development.The Town's demographic information is also compared to the state and U.S. demographic trends to provide context.A full demographic comparison can be found in the Appendix. The highlighted cells represent key takeaways from the comparison between Lexington and the State population. 2019 Demographic Lexington Massachusetts U.S.A. Comparison Significantly � higher than the State average Annual Growth Rate 4,60°/n 0.80% (2o1a-za19) Significantly Auerage Household lower than Size " 2:50 2.S5 the State Ages 0-17 23% 20% 22% Ages 18-34 11111NE1 24% 23% average Ages 35-49 16% 19% 19% i Ages 50-59 17% 14% 13% i Ages 60-74 ;, 16% 16% %Ages75+ 1w;, 7% 7% White Alone 75.7% 59.6% Black Alone 73% 129% American Indian 0 1°% 0.3°%0 1.0% Asian 7.0% 5.8% Pacific Islander 0.0% 0.0% 0.2% Some other Race M= 5.9% 7.0% Two or more Races 3.2% 3.3% 3.5% Hispanic/Latino + EM 12.6% 18.6% Origin(any race) a — , m � a a All Others % 87.4% 81.4% Z Per,Capita Income % /j, 48,471 $33;028 Median Hougehold Income ^ 79r591' $6C1Szk8 Figure 3: Town of Lexington Demographics Comparison pros t �7g Lexington 2.3.1 Demographic Summary Demographic data used for the analysis was obtained from the U.S. Census Bureau and Environmental Systems Research Institute, Inc. (ESRI), the largest research and development organization dedicated to Geographical Information Systems (GIS) and specializing in population projections and market trends. All data was acquired in February 2020 and reflects actual numbers as reported in the 2010 Census, as well as estimates for 2019 and 2024 as obtained by ESRI.Straight line linear regression was utilized for 10-and 15-year projections. The following statistics represent key takeaways from the Town of Lexington's demographic analysis: • The population is growing minimally (approximately 400 people) in 5-year increments. As the population continues to grow (albeit minimally), the Town must pay close attention to demographic shifts in the future to ensure that offerings continue to evolve to meet the changing needs of the community. • Lexington residents in the age group of 60—74 are estimated to experience the most growth of all age categories. Three estimated groups to decline are the 0—17 group, 35-49 group, and the 50—59 age group.With the 18—34-year-old age group growing slowly at 3%,and the 0—17-year- old group declining at 5%, this suggests a smaller family size in the coming 15 years. Those over 60 years old make up 31% of the population in 2019 and are projected to grow to 40% in 2034. That increase compared to the decline of the 0—17 and 18—34 groups imply an aging population at both ends of the spectrum. The Town should consider programing that aligns well with users in the 60 and older population. Considering the small growth of the young adult population (18— 34), moderate outdoor,fitness, and general sports programs should be a priority. • The populace in the Town is mostly White and Asian. The White segment shows a decline of 5% per each 5-year projection.The Asian population is predicted to grow 14%from 2019 to 2034 and it is the fastest growing race in Lexington, so it will be important to confirm that participation among Asians is consistent with the trend and marketing is effective in reaching the growing population (i.e., evaluate language barriers and cultural interests). • The per capita household income of the Town ($89,520) is significantly greater than the state ($43,471), and also the national amount (33,028). While the average household income ($247,171)is substantially higher than average,46.3%of the households have income at$200,000 or more. Owner occupied housing units make up 80%of the households in the Town and indicates they have a better prospect of disposable income and desire to spend money on sports and recreational activities. The households in the Town with income over $200,000 and a small household size of 2.68 will have time to use facilities with programs suited to their median age of 45.7. 2,.4 al S IIpairt aii iid III.......... iii s iiire M&iim°<,et III I �� �iiirl t iii all To support the summary and opportunity reflected in the demographics, it is important to examine the community's market potential index. The following charts show sport and leisure market potential data for Lexington's population, as provided by ESRI. A Market Potential Index (MPI) measures the probable demand for a product or service within Lexington.The MPI shows the likelihood that an adult resident of the Town will participate in certain activities when compared to the U.S. national average. The national average is 100; therefore, numbers below 100 would represent lower than average participation rates, 6 Needs Assess ini?in t and numbers above 100 would represent higher than average participation rates. The service area is compared to the national average in four (4) categories — general sports, fitness, outdoor activity, and commercial recreation.A full trend report can be found in the Appendix. Figures 4-7 show various recreation activities listed in descending order,from highest to lowest MPI score. High index numbers(100+)are significant because they demonstrate that there is a greater potential that residents will actively participate in offerings provided by the Town of Lexington. 2.4.1 General Sports Market Potential Tennis (183) has the highest MPI of all general sports, as well as the highest score for all categories assessed.Golf(153),and Soccer(115)also have MPIs above the national average.Baseball(85), Basketball (84),Softball (80),and Volleyball (71)are moderately below the national average. Football had the lowest MPI scores for the Town (60). General Sports MPI Lexington National Average 00 183 180 160 153 uA 140 G 120 115 th 100 80 80 71 60 60 40 20 0 Tennis Golf Soccer Baseball Basketball Softball Volleyball Football Figure 4: General Sports MPI Statistics Iy. NOW I ) I OVII^^ y�f;yyyyrrum�inyrlr»nr,,,�»yinr»rrn�n�K»rrrv,� „r »»npros r,�nr»r»nnntirnn�rrrmu»»mr Nirnh lr �,7g Lexington 2.4.2 Fitness Market Potential The fitness MPI chart shows the Town's affinity for these activities is above the national average in all eight categories. The top MPI score is Yoga (186), followed by Jogging / Running (167). The next three categories were nearly the same: Aerobics (156), Pilates (155), and Weightlifting (153). Walking for Exercise (140),Zumba (134), and Swimming(129)are the remaining three. Fitness MPI Lexington National Average 200 186 180 156 155 153 160 140 144 134 O 120 j 104 -1-H p so 60 40 20 0 167 [H Yoga Jogging/ Aerobics Pliates 'Weight Walking Zumba Swimming Running Lifting for Exercise Figure 5: Fitness MPI Statistics 2.4.3 Outdoor Activity Market Potential Hiking (171), Road Bicycling (148), and Mountain Bicycling (132) all have above average MPI numbers. Canoeing/ Kayaking (127), Backpacking (120), Power Boating (103), and Saltwater Fishing (103) are still above the national average, but are not as high as the first three activities. Horseback Riding (78) and Fresh Water Fishing(53)are reasonably lower than the national average. Outdoor Activity MPI 0100 Lexington National Average 180 171 160 148 140 132 127 120 ur 120 103 0 100 90 79 78 FL 60 53 40 20 a Hiking Bicycling Bicycling Canoeing/ Backpacking Boating Fishing Horseback Fishing (road) (mountain) Kayaking (power) (saltwater) Riding (fresh water) Figure 6: Outdoor Activity MPI Statistics 8 2.4.4 Commercial Recreation Market Potential In addition to sports, fitness, and outdoor activities, various commercial recreation activities were examined for local market trends. Commercial recreation has the most activities above the national average MPI than any other category. Attended Classical Music/Opera Performance (208), Went to Art Gallery (203), and Went to a Museum (201) are the top three MPIs for the category and are well above the national average. Other activities that expect higher than average participation among residents include: Went to Live Theater (189), Attended a Dance Performance (177), Did Photography (152), and Attended a Sport Event(146). Commercial Recreation MPI (Last 12 Months) Lexington National Average Attended classical music/opera performance 208 Went to ant gallery 203 Went to museum 201 Went to live theater MillillEMI11MIN111MIlNMIINMIINMIINMIINMIINMNINMIIMM 189 Attended dance performance 1,77 Did photography NEMININAVAVAVAVNNNNMNMMNNEIENMMMM 152 Attended sports event 146 Visited an indoor water park in last 12 months 142 Did painting/drawing 141 Played musical instrument 135 Visited a theme park In last 12 months 1 128 Visited a zoo In the last 12 months 124 Did photo album/scrapbooking 123 Spent $250+on sports/rec equip lialloaaaaaaaalloaaaaaloV=122 Spent$100-249 on sports/rec equip 114 Attended country music performance lilllllMNMNMBBNENMIMM 103 Went overnight camping In last 12 months MaRRIERROJIMMENNEM 95 Danced/went dancing 01IM11111111111MIJIM90 Spent $1.99 on sports/rec equip NAVANAVAVANAVAIMIRVAVAAAV 88 0 5o 100 150 200 250 MPI Scares Figure 7: Commercial Recreation MPI Statistics '- d tag Lexington Chapter 3. Community Engagement A IIII I i t�� ,iilwf ws &iirind III..... �� ���m��m���� Girotmw IIp Over a two-day period in March 2020 PROS Consulting conducted in-person focus groups These meetings covered various topics including: sorts athletics cultural organizations, populations with special needs, DPW, Facilities, community stakeholders, Council on Aging, Senior Management Team, and Community Center staff. In addition, PROS , Consulting conducted one-on-one phone interviews with members of the Select Board � I d and Recreation Committee. Based on feedback from these stakeholder interviews and focus groups, the following key themes regarding the Lexington Recreation & Community Programs Department ("Department") emerged. It should be noted, however, this summary reflects responses provided by participants and comments do not necessarily constitute consultant recommendations.The following key themes are not provided in any prioritized order. 3.1.1 Synthesis and Key Themes It is critical to identify needs and wants.After talking with elected officials, recreation leaders,and various stakeholder groups, it is evident that there are a lot of opinions regarding what is "missing" within the Town. Sports fields, aquatic facilities, Pickleball courts, parking, green space, senior center, indoor meeting space, and many other facilities/amenities are all supported by various stakeholders. Therefore, needs should be prioritized and articulated to the public that indicate short-, mid-, and long-term timeframes. Indoor space is lacking. A common theme brought forward by most stakeholders relates to more indoor space. However,the term "indoor space" manifested in many ways including:gymnasiums,offices, public meeting rooms, fitness/wellness areas, storage spaces, programmable rooms, expanded Community Center, etc. This challenge is most likely a larger concept as many stakeholders mentioned the Town's penchant for having unused, but historical, buildings. There is most likely a need for indoor space; however,the exact type(s) need to be determined. There is a desire to have community coordination. There are many entities that use the different parks and recreation spaces. Therefore, the idea of a "community calendar" came forward from the various groups. Many individuals see community organization as a responsibility of the Department. Since the Department's focus is on parks, programs, and recreation services, many stakeholders believe the Department should take ownership of providing residents a calendar of community events including who is providing the service(s). Coordination/communication can be enhanced between the Department, Facilities, DPW, and community residents; there needs to be a "face." Generally speaking, if something is confusing to a community stakeholder, a Department will most likely be faced with more "negative" feedback. It is not uncommon for stakeholder frustration to come forth when there are multiple organizations/entities involved in delivering public recreation services.Stakeholders desire to understand who is responsible for 10 Needs Assess ini?in t what in delivering public recreation services. There is a relationship between the Department, Facilities, and DPW and stakeholders desire to know"who the face is"when it comes to communication. It is desired to contact the Department first, and then have the Department put residents in contact with the appropriate person/entity. An overall determination needs to be made regarding the value parks and recreation gets within the community.All stakeholders agree that Lexington is an "education first" community. However, after that sentiment, there is mixed feelings about where parks and recreation services fall within the Town's priorities. There will be competition for capital dollars between public services as it relates to new development. Therefore, stakeholders desire to understand how the community prioritizes parks and recreation services as compared to other Town services and what are the most pressing parks and recreation unmet needs. Parks and recreation is/can be a direct contributor to solving Town-wide problems.All stakeholders see parks and recreation services as more than simply "providing fun programs and activities." Stakeholders are adamant that the Department needs to demonstrate and articulate how parks,greenspace, programs, and services have a direct tie to: • Reducing social isolation • Positively affecting healthy living • Restorative services and mental health contributions • Emotional and social growth • Building a resilient community Cultural diversity should be an integral part of the Department's programming. Lexington is a diversifying community and projections indicate a continued pattern over the next 15 years.Stakeholders desire the Department to keep up with emerging recreation trends that reflect the population it serves. However, the main point is the Department should be the Town organization that promotes and celebrates cultural diversity across all community groups. Stakeholders indicate there is both a lack of physical space and awareness for their cultural programs. Additionally, there can be a connotation associated with cultural groups'events that indicate they are"only for their group"which is not the case. Therefore, stakeholders desire to see the Department take a more active role in celebrating the community's diverse population. pros Nrt m i�ui��o u i�uVloqu�ll� i� i ' � l) -, d consuti-� 7g Lexington Inclusion and accessibility. Stakeholders commend the Department for adding a Certified Therapeutic Recreation Specialist (CTRS) staff position. This has allowed the Department to offer new programming and reach audiences it could not before.Stakeholders desire to see the Department continue to embrace every sense of the terms"inclusion"and "accessibility."These terms refer to addressing various different types of disabilities (such as visual, audio,sensory, physical, mental, etc.)while also ensuring parks,trails, facilities, and general open spaces are ADA accessible and designed appropriately. Alternate funding sources may be required.Given the noted competition for capital dollars,stakeholders are aware that any identified "unmet need" through the Needs Assessment planning process will most likely be in direct competition with other Town service capital planning projects. In order to provide the needed services identified at the end of the assessment, stakeholders believe it will be important to look at funding mechanisms besides those that directly affect the tax base. Two strategies in particular were mentioned and supported by various stakeholders: sponsorships and naming rights. Staff are a great asset to the Town. Undoubtedly,stakeholders had nothing but great things to say about the Department staff and leadership.They acknowledged that the Department has been very responsive to community needs and does a great job preparing when communicating with the public. Additionally, stakeholders are grateful that the Department adds staff based on community need, especially with the recent addition of a CTRS staff member. Sport field maintenance can be improved. Stakeholders indicated sports turf maintenance can be enhanced.They attribute this challenge to two specific points: 1)fields are overused and 2) Public Works has other responsibilities than sports turf maintenance which can reduce the amount of focus on sports fields.After having more conversations about this topic, it is clear that a sports field use calculator is being created and there needs to be a fuller understanding of the relationship among available field use hours, number of hours used annually, and desired maintenance standards/levels.The sports field maintenance challenge can also be attributed to the various entities involved with delivering parks and recreation services. Again, stakeholders admit they do not necessarily understand who the point of contact should be to voice concerns. All recreation providers need to work collectively to not duplicate services.Since indoor recreation space is at a premium within Lexington, stakeholders desire to not see duplicated services. That is, more coordination and understanding of who is delivering what and where is needed. This idea was brought forth specifically about the Department,J.W.Hayden Recreation Centre,and school-related programs and services. Stakeholders want to see an organized approach to community services in which the lead organization(s) and support organization(s) are identified by programmatic function based on who is the best positioned to deliver the service(s). This will help inform residents who is responsible for delivering the service while facilitating a mutual understanding and lack of competing for the same resources (and target audience) among recreation providers. .2114° 111Ib I°iii cIlf""'° iiir�t,ii it iri A community meeting was held the evening of Wednesday, March 4th at the Isaac Harris Cary Memorial Building. The meeting began with a presentation from PROS Consulting and followed with an open comment period.Approximately 40 people attended the forum and provided input.The following sections detail the information gleaned from the public forum.Three modes of data collection were utilized: 1. Interactive "clicker" exercise during the presentation component 2. Open responses on flipcharts 3. Comment cards 12 Needs Assess ini?in t 3.2.1 Clicker Responses Meeting attendees received "clickers" as they filled out the sign-in sheet to record their attendance. Clickers allow for a different sort of interaction by soliciting feedback on a variety of topics via multiple choice and multiple answer questions. Using clickers is a convenient way to ensure respondents remain anonymous through the process. Using clickers also has the added benefit of being a little more fun and engaging than traditional public input methods. The electronic polling exercise revealed several - interesting points including: • 80% of respondents use any Town of Lexington park or facility at least weekly • The most used park(s)or facility(ies) include: o Paths and trails (19%) o Multi-purpose fields (15%) o Community Center(14%) o General park use/open space (13%) o Aquatics and swimming facilities AND basketball courts (8%) • 86% of respondents rate the overall quality of Town of Lexington parks and facilities as at least "good" (53%good and 33%excellent) • When asked how often they participate in any Town of Lexington recreation program, a much wider use distribution was presented: o At least weekly(38%) o At least monthly(13%) o At least six times per year(13%) o Two to five times per year(20%) o Once per year or less (10%) o Never(8%) • The most used program(s)or service(s) include: o Athletics (29%) o Events (15%) o Fitness/wellness (14%) o Aquatics (13%) o Camp programs and drop-in activities (9%) • 73%of respondents rate the overall quality of Town of Lexington recreation programs as at least "good" (45%good and 28%excellent) • When asked about their preferred way(s)to learn about Town of Lexington programs and events, four items stuck out the most: o Email (28%) pros 13t �g Lexington o Parks and Recreation Guide (seasonal) (23%) o Town website (15%) o Social media (9%) • Respondents were asked to select the top two parks and recreation services they believe should receive the most attention from the Town of Lexington over the next two years. The top five responses were: o New amenities/facilities (23%) o Park maintenance (15%) o More recreational programming(13%) o Quality of amenities (12%) o Quality of programs (9%) • Respondents were asked to select various reasons that prevent them from using parks, recreation facilities,or programs offered by the Town of Lexington more often.The top five barriers were: o Program/facility times not convenient (29%) o Program/facility not offered (20%) o Three-way tie: ■ I am too busy(12%) ■ Lack of quality programs/facilities (12%) ■ Use of services of other provider(s) (12%) • Lastly, respondents were asked to rate their satisfaction with the overall value they receive from the Town of Lexington. Respondents had various opinions of the value they received: o Very satisfied (35%) o Somewhat satisfied (25%) o Neutral (18%) o Somewhat dissatisfied (20%) o Very dissatisfied (3%) o Don't know(0%) 3.2.2 Open Comment Period After completing the electronic polling exercise, attendees transitioned to an open comment period.The open comment period provided an opportunity for attendees to record their , , thoughts on flip charts.This exercise served as an opportunity g p to provide additional feedback not captured through the �i electronic polling exercise and/or to provide additional ° f l support for the answer choices they selected via the clickers. Specifically,attendees were asked to record responses at four different flipchart stations that focused on the followings topics/discussion points: 1. The most important park or facility features/amenities 2. The most important programs and services 3. The top unmet needs not currently provided by the Department 14 Needs Assess inni?in t 4. General comments that do not necessarily"fit" into one of the other three categories ,"ARK OR FACZIIJ/Z�' "MA11", DI���/���DZ�Z�� * Baseball fields/softball fields o Unsafe/unp|ayab|e * Safety nets at high school baseball fields o Only matter of time before someone isinjured * Volleyball court that accommodates Znets w Minuteman bikeway/Minute Man National Park * Ping pong tables all ages and sexes can play o Go from 2to4tables ° Lincoln Sports Complex ° Conservation land/trails * The exercise stations at Lincoln field need maintenance/updates on the path around property of Lincoln ° Bathroomsatfaci|ities—more& nnaintenance * Center baseball dugouts—embarrassing ° Path and trails oi0na0e ° Add pick|ebaU lines to tennis courts+ having net available * PicNebaU courts needed * Open ping pong—assoc. with level ofplay o Dedicatedtime/|eve| * The lighted turf fields (Lincoln and Center) * Artificial turf fields with lights * Quality of maintenance/aesthetics of actual fields -- ------ - pros Lexington If'd �eJ �` l'M SE.. .VICES, • Volleyball—weekends and summer indoor court time • Swimming pool/Old Reservoir • Pickleball (dedicated indoor+outdoor court) o More times and places to play • Ping pong(more tables+more space) • Parks,trails, playgrounds, outdoor fitness • Automated system for facility reservation • Managing+maintenance of open space • We need a pool for LHS swim team • Indoor pickleball court and outdoor pickleball court available during the day and week days • Swimming is the only sport that every person must know for safety and preservation of life. Not having a swimming facility in Lexington is a safety issue! • Indoor pool for LHS/community • Pool closes too early(Aug.) could close mid-September as long as weather allows • Daytime pickleball • Instruction in mahjong • Instruction in bridge • Free volleyball court time • Turf full sized baseball field. Best at Clarke wettest field, (i.e., bang for buck). Only self-contained baseball field • Indoor basketball and rec facility for open gym • Plowable turf field • Maintenance of baseball and softball fields (infield, drainage etc.) • Permanent outdoor pickleball court • Large big box facility with track, multiple courts similar to Waltham J. F. Kennedy Middle School • Missed opportunity to use parks for community gathering areas • More community gardens and fitness in unused parks so accessible by neighborhoods • Each neighborhood should have a walkable playground • More fields with lights—most efficient use of park space • Dog parks needed 16 Needs Assess inc?in t o Marion Street at playground • Pickleball (outdoor permanent+ indoor) o More space (more people can register) o More time • Pond skating on numerous local ponds in winter similar to cross country skiing • On leash dog rules need to be on boarded in areas where rules are on leash • Parking lot at Lincoln registered to fit suburbans. Might be fewer spaces but right now cars are double parking which is worse. Also, the gap between front and back needs to be wider so cars can go in and out at the same time. • Pickleball indoor outdoor • Indoor practice space needed for teams playing in New England spring • More connection with community center—via trails and good access to bike path. Right now, it is so removed and many don't know it is there • Communication improvements needed—right now I don't feel well informed about offerings • Coordination between Rec and Facilities • Willards Woods available for weekend dog walking off leash • Keep offering programs (e.g., after school, half day) for kids ages 11 — 15 (not a lot out there vs younger kid's offerings at Hayden etc.) • Longer term vision—outdoor grass/turf fields/complex. We feel very proud about+ more access to multi-sport indoor facilities for off-season 3.2.3 Comment Cards The following information was gathered via a comment card submitted during the public forum: • Lexington does not have a year-round community swimming pool to meet the needs for swim lessons, recreational, and competitive swimming, lifeguarding certification, senior and therapeutic exercise, and well-being. The need for a swim facility was critical before the loss of the Minuteman High School Pool. Lexington residents are forced to travel to other towns to meet their needs and we're missing a huge opportunity to create a space for people to meet and socialize.The High School has strong, large swim teams with no home pool. Increasing the athletic opportunities for the youth is a great investment! • There is no high school swim facility for our town and no plan for youth and high school swimming for the future. Hayden is not viable for competitive swimming and is not available. Outside swim facility is not viable for competitive purposes. • Parks —tree maintenance — improve, increase the amount of tree canopy, plant trees that will flourish in a 3-to 5-degree temperature increase. Increase the number of trails and connectivity. Increase parking availability—especially at conservation sites. pros-,"d I t �,7g Lexington After concluding stakeholder interviews, focus groups, and the initial public forum, a statistically-valid community survey was developed and implemented. ETC Institute administered a parks and recreation needs assessment in the Spring of 2020. This assessment was administered as part of the Town's efforts to develop area parks, facilities, and programs. Information compiled from the assessment provided key data to set a clear vision for the future. This survey helped determine priorities for parks, recreation facilities, program offerings, and special event offerings in Lexington. 3.3.1 Methodology ETC Institute mailed a survey packet to a random sample of households in the Town of Lexington. Each survey packet contained a cover letter, a copy of the survey, and a postage-paid return envelope. Residents who received the survey were given the option of returning the survey by mail or completing it online at www.LexingtonParl<Survey.org. Ten days after the surveys were mailed, ETC Institute sent emails to the households that received the survey to encourage participation.The emails contained a link to the online version of the survey to make it easy for residents to complete the survey.To prevent people who were not residents of the Town from participating, everyone who completed the survey online was required to enter their home address prior to submitting the survey. ETC Institute then matched the addresses that were entered online with the addresses that were originally selected for the random sample. If the address from a survey completed online did not match one of the addresses selected for the sample,the online survey was not counted. The goal was to obtain completed surveys from at least 375 residents.The goal was exceeded with a total of 404 residents completing the survey. The overall results for the sample of 404 households have a precision of at least+/-4.9% at the 95% level of confidence. 3.3.2 Key Findings LE IN rfON REC EA1,ION L?J OG'[[,',"MS JDJ IBC,"L-e�tl"l�i1�"Ll1"� OVERALL SATISFACTION Respondents were asked to rate their satisfaction with the overall value of Lexington Recreation and Community Programs: • 36%are very satisfied • 40%are somewhat satisfied • 21%are neutral • 2%are somewhat dissatisfied • 1% is very dissatisfied Responding households were asked to indicate how familiar they are of knowing what the Lexington Recreation and Community Programs Department does and offers: • 12%are extremely familiar • 33%are moderately familiar • 35%are somewhat familiar • 13%are slightly familiar • 7%are not at all familiar 18 Needs Assess inni?in t PERCEPTION OF COMMUNITY ISSUES The items with the highest levels of perception of how valuable of a contributor the Lexington Recreation and Community Programs is in addressing specific community issues, based on the sum of"Very valuable contributor"and"somewhat valuable contributor"responses,among residents who had an opinion,were: enhancing healthy aging (88%), making living in Lexington fun (85%), and shaping public perceptions of Lexington and its overall quality of life(85%). SATISFACTION WITH SERVICES The services provided by the Lexington Recreation and Community Programs Department with the highest levels of satisfaction, based on the sum of "very satisfied" and "somewhat satisfied" responses among residents who had an opinion, were: maintenance of parks/facilities (83%), number of trails/connectivity (80%),the number of parks(77%), and the customer services by staff(75%). The Parks and Recreation services that residents think should receive the most attention from the Town over the next two years, based on the sum of respondents' top three choices, were: maintenance of parks/facilities (31%), availability of information about programs and facilities (28%), and the number of trails/connectivity(23%). 1,1 O'1 /1;J 1„ l CI,PA',f I, '/,/� AND PARTICIPATION Forty-five percent (45%)of respondents indicated they or members of their household have participated in recreation programs in the past 12 months.These responding households(45%)were asked how many different programs their respective household participated in over the past 12 months. • 24% participated in 1 program • 54% participated in 2 to 3 programs • 15% participated in 4 to 6 programs • 5% participated in 7 to 10 programs • 2% participated in 11 or more programs The programs that responding households (45%) participated in most, during the past 12 months, were: drop-in use of Community Center (34%), fitness and wellness (31%), community events/festivals (26%), and athletics (24%). Respondents indicated the primary reasons they or members of their household participate in Town programs are because of the location of the program (65%),good value for program fee (48%),and the topics are relevant/interesting(47%). Recreation programs that responding households participate in most, via other organizations other than the Town,are:fitness and wellness(43%),community events/festivals(29%),athletics (21%),and aquatics (20%). BARRIERS TO PROGRAM PARTICIPATION Respondents were asked, from a list of 20 potential reasons, why they do not participate in Town programs more often. Forty-three percent(43%)indicated they have no time to participate,28%indicated the program times are not convenient, and 21% indicated that they use services/programs of other agencies. pros 19 t �,7g Lexington RATINGS Of the respondents that indicated they have participated in recreation programs in the past 12 months (45%); 55% rated the overall quality of programs as excellent, 42% rated the overall quality of programs as good, and 3% rated the overall quality as fair. �(1tit�l.�1 �i NEEDS PROGRAM NEEDS Respondents were also asked to identify if their household had a need for 30 programs and rate how well their needs for each program were currently being met. Based on this analysis, ETC Institute was able to estimate the number of households in the community that had "unmet" needs for each program. The four recreation programs with the highest percentage of households that have an unmet need were: 1. Fitness and wellness programs—2,469 households (or 20%) 2. Outdoor water recreation—2,428 households(20%) 3. Cultural performances—2,327 households (19%) 4. Enrichment programs—2,082 households (17%) Estimated Number of Households Whose Needs for Programs Are Met Partly Met, Mostly Unmet, and Not Met by number of households based on an estimated 12,149 households in the Town of Lexington(MA) Fitness&wellness programs 1�111�01\111\111\111\111\11111111 2,469 Outdoor water recreation 2,428 Cultural performances U011101 2,327 Enrichment programs 1111\01111" 2,082 outdoor events 11/11/111 1,907 Performing arts programs 11111111111111111111 1,904 Outdoor programming in parks 111T011111V111111111191111191Y 1,789 Outdoor recreation 11111111111111111 1,609 Nature programs 111111111111111 1,596 Senior programs(60+) V111111111111 1,580 Historical programs 1111111111111111111 1,486 Aquatic programs 1111111111111111\1111111 1,473 Adult sports leagues&tournaments 1011 1,304 Community gardening programs 11111111111f0111111 1,257 Family or multi-age group programs 11111/11 1,188 Adult programs(18+) 11 1,180 Arts&crafts 111111R 1,165 Programs with your pet 11111101111111111111111111111111111111111 1,041 Science,Tech,Engineering,Art&Math programs 111111111111111111111 911 Holiday/out of school programs 11111 866 Summerday camp programs 'I1111111111 842 Teen(12-17)programs ___;011T01111N 838 After school programs IIE 707 Social service programs 1 706 Adaptive Recreation .:1111111111111 692 Trips 11111/1111 680 Youth sports leagues,tournaments,&camps 111111111 646 Technology programs 111111111 465 Before school programs 11 195 Summer meal assistance foryouth 49 0 1,000 2,000 3,000 4,000 Source: ETC Institute(2020) Partly Met Mostly Unmet 110 Not Met Figure 8: Program Unmet Needs-Households 20 Needs Assess inni?in t PROGRAM IMPORTANCE In addition to assessing the needs for each program, ETC Institute also assessed the importance that residents placed on each program. Based on the sum of respondents' top four choices, the four most important programs to residents were: 1. Outdoor events (]0%) 3. Outdoor recreation (30%) 3. Cultural perfurmances (Z7%) 4. Fitness and wellness programs (24Y6) Q9. Programs Most Important to Households by percentage of respondents who selected the items as one of their top four choices Outdoor events 30% Outdoor recreation 30% Cultural performances 27% Fitness&wellness programs 24% Senior programs l60+) 17% Historical programs 16% Performing arts programs 14% Enrichment programs 10% Adaptive Recreation 7% Summer day camp programs 7% After school programs 7% Adult sports leagues&tournaments lNIN 6% Science,Tech,Engineering,Art&Math programs llUllllllll 6% Youth sports leagues,tournaments,&camps KIllllll 6% Teen(12-17)programs 6% Adult programs(18+) 5% Social service programs llflll 4% Programs with your pet I ill 4% Community gardening programs 111N 4% Family or multi-age group programs 11 4% Holiday/out of school programs iN�� 3% Technology programs % Before school programs % Summer meal assistance for youth 0% Figure9: Program Importance Responding households were asked what programs they and/or members of their household would use most often. Based on the sum of respondents'top four choices,the four programs households would use most often are: 1. Outdoor recreation (31%) 2. Outdoor events (2QY6) 3. Cultural performances (Z5%) 4. Fitness and wellness programs (22%) Lexington PRIORITIES FOR PROGRAM INVESTMENTS The Priority Investment Rating (PIR) was developed by ETC Institute to provide organizations with an objective tool for evaluating the priority that should be placed on Parks and Recreation investments.The Priority Investment Rating (PIR) equally weighs (1) the importance that residents place on amenity/program and (2) how many residents have unmet needs for the facility/program. Based on the Priority Investment Rating (PIR), the following nine programs were rated as high priorities for investment: • Cultural performances (PIR=183) • Fitness and wellness programs (PIR=178) • Outdoor events (PIR=177) • Outdoor recreation (PIR=165) • Performing arts programs (PIR=125) • Senior(60+) programs (PIR=121) • Outdoor water recreation (PIR=118) • Enrichment programs (PIR=117) • Historical programs (PIR=112) Top Priorities for Investment for Programs Based on the Priority Investment Rating Cultural performances Fitness&wellness programs Outdoor events Outdoor recreation Performing arts programs Seniorlprograms(60+) Outdoorwater recreation ° Enrichment programs ry gy Historical programs Aquatic programs 97 Outdoor programming in parks 94 Nature programs 91 Adult sports leagues&tournaments 74 Arts&crafts 67 Community gardening programs 63 Adult programs(18+) 63 Medium Priority Family or multi-age group programs •r « Science,Tech,Engineering,Art&Math programs Summer day camp programs Programs with your pet 56 Teen(12-17)programs 53 Adaptive Recreation 53 After school programs 51 Holiday/out of school programs Youth sports leagues,tournaments,&camps Social service programs m Trips « Technology programs Before school programs Summer meal assistance foryouth 7 0 40 80 120 160 200 Source: ETClnsttute(2020) Figure 10:Priority Investment Ratings- Programs 22 Needs Assess inni?in t FOCZLZ1.17Y JSE A14D USE Lexington Recreation and Community Programs facilities that were used most by responding households and/or members of the household, were: paths and trails (76Y6), Minuteman Commuter Bikevvay (73Y6), general park use/open space (72%), and Lexington Community Center(50%). RATINGS The items with the highest ratings for the overall condition of the facility, based on the sum of"excellent" and "good" responses among residents who hod on opinion, were: Lexington Community Center(100%), skate park(1UU%),general park use/open space (97%), and Minuteman Commuter Bikeway(97%). F[,"/,,,,,CZ�Z�Y' NEEDS ORZTZE� FACILITY NEEDS Respondents were asked to identify if their household had a need for 31 facilities and rate how well their needs for each were currently being met. Based on this analysis, ETC Institute was able to estimate the numbernfhnusehn|dsinthecommunitythathadthegreatest "unmet, needfnrvarinusfaci|ities. The four facilities with the highest percentage of households that have an unmet need were: 1. Indoor fitness and exercise facilities—2,9OS households(or 34Y6) 2. Canoe/kayak access—Z,714 households(or 22Y6) ]. Indoor swimming pools/leisure pools—Z,627 households (or 22%) 4. Indoor lap lanes for exercise swimming—I,5Q8 households (or I1%) Estimated Number of Households Whose Needs for Facilities Are Being Met Partly Met, Mostly Unmet, and Not Met by number of households based on an estimated 12,149 households in the Town of Lexington(MA) Indoor fitness&exercise facilities 2,905 Canoe/kayak access 2,714 Indoor swimming pools/leisure pools 2,627 Indoor runnine/walking tracks 2,598 Indoor lap lanes forexercise swimming 2,403 Outdoor fitness equipment&facilities ME 1,836 Off-leash dog parks 1,716 Paved walking&biking trails 1,459 Outdoor adventure courses 1,439 Outdoor swimming pools/water parks 1111 1,435 Community gardens 1 1,363 Splash pads 1o070 Indoor meeting space./facility rentals 1111 994 Mountain bike parks BONN 940 Natural play areas&playgrounds 927 Multi-generational community centers 793 Indoor turf sport fields 785 Beach/sand volleyball courts 786 Escape rooms 744 Outdoor pickleball courts 618 Outdoor multi-use fields 580 Outdoor basketball courts 1 410 Outdoor baseball&softball fields 1 325 Skateboarding parks 126 Source: ETC Institute(2020) Partly Met Mostly Unmet Isr'Not Met Figure //: Facility Unmet Needs'Households ^ Lexington FACILITY IMPORTANCE In addition to assessing the needs for each facility, ETC Institute also assessed the importance that residents placed on each facility. Based on the sum of respondents' top four choices, the four most important facilities to residents were: 1. Paved walking and biking trails (53%) 2. Nature trails(53%) 3. Park shelters and picnic areas (31%) 4. Natural play areas and playgrounds (17%) Q12. Facilities Most Important to Households by percentage of respondents who selected the items as one of their top four choices Paved walking&biking trails E2 I 53% Nature trails 53% Park shelters&picnic areas I�D�fllE01\11�\5�� 111 31% Natural play areas&playgrounds 17% Outdoortennis courts 14% Outdoor pickleball courts 14% Off-leash dog parks Mllllllllllllllllllllllllllllllllllllllll „ 10% Outdoor swimming pools/water parks 9% Indoor fitness&exercise facilities 9% Outdoor basketball courts 9% Disc golf 8% Skateboarding parks 8% Indoor swimming pools/leisure pools IIIIIII1110 10 8% Multi-generational community centers @V2....' 6% Splash pads ul{ 'l! 5% Indoor lap lanes forexercise swimming V 4% Outdoor fitness equipment&facilities ll11111l,t 4% Indoorrunning/walking tracks 1111111111 4% Outdoor baseball&softball fields IIIUIll 4% 0 utdoor m u It ku s e fie Id s IV@IIIIIIIIII 4% Indoor sport courts IlVllll 4% Indoor turf sport fields illl 3% Greenspace&natural area 3% Mountain bike parks 1111_ 3% Community gardens Ill'• 2% Beach/sand volleyball courts 1111 2% Cricketfields Il. 2% Escape roorns "IV 1% Canoe/kayak access llll 1% Indoor meeting space/facility rentals 1% Outdoor adventure courses 0% 0% 10% 20% 30% 40% 50% 60% Source: ETC Institute(2020) Most Important iIND 2nd Choice uuuuuu 3rd Choice 4th Choice Figure 12: Facility Importance Responding households were asked what facilities they and/or members of their household would use most often. Based on the sum of respondents' top four choices, the four facilities households would use most often are: 1. Paved walking and biking trails (55%) 2. Nature trails(52%) 3. Greenspace and natural areas/parks (32%) 4. Indoor fitness and exercise facilities (16%) 24 Needs Assess inni?in t PRIORITIES FOR FACILITY INVESTMENTS Based on the priority investment rating (PIR),the following eight facilities were rated as "high priorities" for investment: • Nature trails(PIR=150) • Paved walking and biking trails (PIR=150) • Indoor fitness and exercise facilities (PIR=132) • Indoor swimming pools/leisure pools(PIR=108) • Greenspace and natural areas/parks (PIR=105) • Indoor running/walking tracks (PIR=104) • Canoe/kayak access (PIR=102) • Indoor lap lanes for exercise swimming(PIR=100) Top Priorities for Investment for Facilities Based on the Priority Investment Rating Nature trails Paved walking&biking trails a Indoor fitness&exercise facilities Indoor swimming pools/leisure pools m Greenspace&natural areas/parks m I ndoor running/walking tracks Canoe/kayak access s I ndoor la p lanes for exercise swimming Park shelters&picnic areas 84 Off-leash dog parks 78 Outdoorswimming pools/water parks 76 Outdoorfitness equipment&facilities 72 MediumPriority Natural play areas&playgrounds . . Community gardens Outdoor adventure courses 53 Outdoor tennis courts 50 M ulti-generational community centers Indoor meeting space/facility rentals Splash pads Indoor sport courts Mountain bike parks I ndoor turf sport fields Outdoor multi-use fields a Beach/sand volleyball courts a Outdoor pickleball courts ® m Escape rooms Outdoor basketball courts Outdoor baseball&softba II fields Disc golf Cricket fields Skateboarding parks Source: ETC Institute(2020) 0 40 80 120 160 200 Figure 13: Priority Investment Ratings-Facilities d 25 t �7g Lexington ORGANIZATIONS USED FOR INDOOR/OUTDOOR RECREATION ACTIVITIES The organizations that were used most for indoor and outdoor recreation activities, during the past 12 months, were: libraries (75%), movie theaters (53%), shopping malls (37%), private fitness clubs (36%), and Lexington Recreation and Community Programs(35%). • Organizations used most for those that are 17 years and younger, based on the sum of respondents' top two choices, were: libraries (11%), JW Hayden Recreation Centre (9%), and Lexington Recreation and Community Programs(6%). • Organizations used most for those that are between 18 and 34 years of age, based on the sum of respondents' top two choices, were: libraries (7%), movie theaters (4%), and Lexington Recreation and Community Programs (3%). • Organizations used most for those that are between the age of 35 to 59 years, based on the sum of respondents' top two choices, were: libraries (14%), private fitness clubs (12%), and neighboring community's Parks and Recreation Department(6%). • Organizations used most for those that are 60 years and older,based on the sum of respondents' top two choices,were: libraries(20%), private fitness clubs(11%),and Lexington Recreation and Community Programs (9%). FUNDING Compared to other Town services (police, schools, etc.), respondents were asked how important it is to them to fund parks, trails, and recreation programs and facilities. Nine percent (9%) indicated it is much more important, 11%indicated it is more important,66%indicated it is equally important, 12%indicated it is less important, and 1%indicated it is far less important to fund parks,trails, and recreation programs and facilities. The items with the highest level of support for potential funding, based on the sum of"very supportive" and "somewhat supportive" responses among residents who had an opinion,were:formalize and expand fundraising efforts (81%), partner with similar providers to operate facilities and provide services (72%), and develop corporate naming rights and sponsorships (54%). The top potential actions that responding households would be most willing to support, based on respondents' top three choices, were: formalize and expand fundraising efforts (48%), partner with similar providers to operate facilities and provide services (45%),and develop corporate naming rights and sponsorships (33%). ALLOCATION OF FUNDS Respondents were asked if, hypothetically, they had a budget of$100 to spend on parks, trails, sports, and recreation,how they would allocate and prioritize such funds among various categories. Respondents would choose to allocate their budget as follows: • $26 to improvements/maintenance of existing parks and recreation facilities • $21 to the acquisition and development of pathways and greenways (walking and biking trails) • $20 to the development of new facilities • $18 to the acquisition of new park land and open space • $15 to the construction of new sports fields and courts 26 COMMUNICATION METHODS The top three methods respondents have used to learn about parks, facilities, activities, and recreation programs are the Parks and Recreation Guide (79%), word of mouth (47%), and newspaper (40%). Responding households were asked to indicate the preferred ways they would like to learn about parks, facilities, activities, and recreation programs. The top responses, based on the sum of respondents' top three choices,were: Parks and Recreation Guide (63%), email (47%), and the Town website (31%). auk.4 0 iuri I°�iihin e '�wa.o iurni iirri ii�ii iur,,i In S ul ii iil�' An online survey (powered by SurveyMonkey) was deployed to gain a better understanding of the characteristics, preferences, and satisfaction levels of Town of Lexington residents. The survey was available from June 15 through July 2, 2020 and received a total of 772 responses. The online survey emulated the statistically-valid survey questions distributed by ETC. This allowed residents another opportunity to provide input even if they did not receive the statistically-valid survey. See the Appendix for the full online survey results. An important distinction is reiterated for the difference between the general online community survey and the statistically-valid survey completed (besides the statistical validity of the results);that is,the ETC survey produces statistically-valid results. Regardless of the statistical validity of one survey versus the other, it is important to analyze the data sets separately and comparatively to understand the degree of commonality.Overall,the findings from the online community survey have similarities to the statistically- valid survey results. 3.4.1 Survey Comparison Findings The following sections present a side-by-side comparison of survey results. All areas of congruence (in terms of order or response percentage range) are shaded in each figure. REC]. X17110N PRO l„'.;iN Respondents were asked to identify their household's participation in recreation programs in the past 12 months. In addition,they were then asked to indicate how many programs they participated in. Statistically-Valid Survey elo*ao/ Online Community Survey Eym*n p 1. Yes (45%) 1. Yes (69%) 2. No (55%) 2. No (31%) B B I 1, I 1, Figure 14: Recreation Program Participation pros 7 t �7g Lexington ~ Three of the top five most used programs were the same for both surveys: drop-in use of the Community Center,fitness and wellness programs, and athletics. Statistically-Valid Survey goo Online Community Survey 4uINLYWIp 3. Community Events/Festivals (28%) 4. Day Camps(23%) 5. Education/Enrichments Classes (22%) 5. Aquatics (22%) Figure 15: Programs Used Most Often I? 1 CIP 'J �N Participants selected reasons they participate in recreation programs. Four of the top five reasons matched between the surveys. Statistically-Valid Surveyor Online Community Survey e I 5. Times program is offered (26%) 5. Quality of program instructors (24%) Figure 16: Participation Reasons Participants similarly rated program quality between the surveys. Statistically-Valid Survey goo Online Community Survey r, 4. Poor(0%) 4. Poor(0%) Figure 17. Program Quality 28 Needs Assess inni?in t DEPARTMENT F/-'kJ,,,4Z LIAR Ziry Respondents are at least somewhat familiar with the Town's program offerings. Understandably,the self- selected onUnesurveyrespondentsindicatedanoveraUhigherfamiUarityxvithprogramsandservices. Statistical IV-Valid SurveV ,, I rs Online Community SurveV 1. Extremely Familiar(12%) 1. Extremely Familiar(18%) 2. Moderately Familiar(33%) 2. Moderately Familiar(45%) 3. Somewhat Familiar(35%) 3. Somewhat Familiar(25%) 4. Slightly Familiar(13%) 4. Slightly Familiar(9%) Figure /8:Department Familiarity 3ARRZ1,',,',',',RS Three of the top five barriers were the same for both surveys. Statistical ly-Valid Survey Online Community Survey 5. Classes/programs are full (14%) 5. Topics are not relevant/interesting(18%) Figure 19: Barriers to Participation Lexington USED r HE M(')S 1, BASED ON AGE When examining organizational use by age segments, the Lexington Recreation & Community Programs Department ("LRCPD") was one of the top three of used facilities amongst all age segments except the statistically-valid survey for age segments 35-59. In this survey, LRCPD came in fourth. ( ETC �t E � ry Libraries (11%) JW Hayden (43%) �Iffiffpl ffi=(11� JW Hayden (9%) LRCPD (40%) Movie Theaters(4%) LRCPD (28%) LRCPD (6%) Private Sports (29%) LRCPD (3%) Schools(24%) Schools (6%) Libraries (26%) Private Sports (5%) Schools (26%) Other Parks& Rec(3%) JW Hayden (14%) 7(toloon r Libraries (14%) Private Fitness (51%) Libraries (20%) LRCPD (57%) Private Fitness (12%) LRCPD (36%) Private Fitness (11%) Libraries (51%) Other Parks& Rec(6%) Libraries (34%) LRCPD (9%) Private Fitness (26%) LRCPD (5%) Other Parks & Rec Churches (8%) Lexington Community (18%) Education (12%) Churches (5%) Shopping Malls (11%) Other Parks& Rec(5%) Museums (10%) Figure 20: Organizations Used the Most Based on Age f r 30 Needs Assess inni?in t PROGR A�S JSED �BR0[JG1,1 0'rBER The top five programs used through other organization were the same, but in a slightly different order between the two surveys. Figure Z/: Programs Used Through Other Organizations 4,C sBD E S Respondents in both surveys see Lexington Recreation and Community Programs contributing tu four of the same top five community issues, but in m slightly different order. Statistical IV-Valid SurveV Online Community SurveV 4. Providing alternative ways to move (80%) 5. Enhancing Community Health (69%) Figure 22: Contribution tn Community Issues Lexington L010,T;r SERVICE , Respondents mostly believe, in both surveys,that Lexington Recreation and Community Programs should be equally funded compared to other town services. Statistically-Valid Survey goo Online Community Survey 4. Less Important(12%) 4. Less Important(6%) 5. Far less important 1%) 5. Far less important(1%) Figure 23:Funding Compared to Other Town Services In terms of facilities most used, respondents use the same top five, but in a different order. Statistically-Valid Survey ��� Online Community Survey E �(IIr� r Figure 24: Facilities Used FACILITY r ON iJ;J;f,:0 Ii Three of the top five best rated facility conditions, when combining excellent and good,were the same in both surveys. Statistically-Valid Survey Online Community Survey�J 2. Skate Park(101%) 2. Paths&Trails (80%) 5. Playgrounds&Tot Lots (96%) 5. Running Track(31%) Figure 25: Facility Conditions 32 Needs Assess inn(?in t PROGIR,1 NEEDS, ZMP0R1rX} CE, AND rB0SE DSED Respondents in both surveys selected outdoor-related activities as programs they need, are most important, and would use the most. Fitness and wellness programs were identified as a major theme in the Survey&1onkey survey; whereas, Cultural Performances was ranked highly in the statistica||y'va|id survey. ------------------ 0 Man utdoor Water Wellness Fitness&Wellness Recreation Programs Programs Outdoor Recreation Outdoor Programs Outdoor Recreation Outdoor Recreation Fitness&Wellness Aquatics Programs Aquatics Programs Fitness&Wellness Outdoor Recreation Programs Cultural Performances Outdoor Water Outdoor Recreation Recreation Outdoor Recreation Cultural Performances Cultural Performances Cultural Performances Figure Z6: Program Needs, Importance, and Those Most Used FACZ LZ'�"Y N E El,'�)B, Z�����������, ���D rHOSE MOS'�' USED Nature trails and paved walking & biking trails were identified as o need, are most important and vvnu|d be most used between both surveys. /4004 Canoe/Kayak Access Paved Walking&Biking Trails Paved Walking& Biking Indoor Swimming Paved Walking& Biking Trails Pools/Leisure Pools Trails Greenspace& Natural Indoor Fitness& Exercise Indoor Fitness& Indoor Fitness&Exercise Facilities Exercises Facilities Facilities ing& Biking itness&Exercise Paved Walking& Biking Paved Walking&Biking Trails Trails Trails Canoe/Kayak Access ffiffiNUMURAWN Greenspace& Natural Indoor Swimming Park Shelters& Picnic Areas Pools/Leisure Pools Areas Figure 27: Facility Needs, Importance, and Those Most Used Lexington 1Yi/,,; 1 1 J;I , The Parks& Recreation Guide is both the current and preferred way to learn about Lexington Recreation and Community Programs as indicated by both surveys. CurrentJlll///j;ioo90 Preferred r;/LYMIDy 3. Word of Mouth (49%) P3. E-Newsletter(43%) 4. Town Website (41%) 4. Town Website (32%) 5. E- Newsletter(28%) 5. Word of Mouth (15%) Current Preferred ETC hAtAbkm+m� ll I, 2. Word of Mouth (47%) 2. Email (47%) 3. Newspaper(40%) 3. Town Website (31%) 4. Email (37%) 4. Newspaper(24%) 5. Town Website (37%) 5. E- Newsletter(21%) Figure 28: Current and Preferred Marketing Methods fJf J111��1�1111�Gi/%<„ i %/% /%/ j / u u uuu um um um a uuu i uuuuuuum µµ II�II f I °j 'r uIIViVjjllllli li�ll { " „",,, �Y w ,u ,,r ,,rii gn it ,n rrr,i'ain i1r,irir iirir,un,mm yF yNivl✓nuiivrl�ivav 34 Needs Assess inni?in t �ERVZCE ION Three of the top five most "satisfied" services include maintenance of parks/facilities, number of trails/connectivity, and availability of information. Conversely, less satisfied services include gym or meeting room rental availability and ease of renting gyms nrmeeting rooms. Statistical ly-Valid Survey looll I Online Community Survey FIRKIN 3. Number of Parks 4. Customer Assistance by Staff 4. Ease of Registering for Programs 5. Community Events 6. Ease of Registering 6. Customer Assistance by Staff 7. Quality/Number of Outdoor Amenities 7. Number of Parks 8. Community Events 8. Fees Charged for Recreation Programs 9. Park& Facility Accessibility 9. Recreation Programs 10. Recreation Programming 10. Quality/Number of Outdoor Amenities 11. Fees Charged for Recreation Programs 11. User Friendliness of Website 12. Quality/Number of Indoor Amenities 12. Quality/Number of Indoor Amenities 13. User Friendliness of Website 13. Park and Facility Accessibility 14. Ease of Renting Gyms or Meeting Rooms 14. Gym or Meeting Room Rental Availability 15. Gym or Meeting Room Rental Availability 15. Ease of Renting Gyms or Meeting Rooms Figure29: Service Satisfaction moSir Three services in particular stood out as high priorities for the next two years. Statistical IV-Valid Survey Online Community Survey N NMI ION( 3. Recreation Programming(37%) 4. Community Events(20%) 4. Quality/Number of Indoor Amenities Figurw30: Most Important Services Lexington ALL",')CATION OF' FUNDS Survey respondents have varying opinions about where to prioritize funding when allocating$100 across different projects.The surveys do indicate the same lowest two investment priorities: acquisition of new park land and open space and construction of new sports fields. Statistically-Valid Survey Online Community Survey e �(IIr� r 1. Improvements/Maintenance of Existing 1. Development of New Facilities ($44.69) Parks& Recreation Facilities ($26.00) 2. Acquisition & Development of Pathways& 2. Improvements/Maintenance of Existing Greenways($21.00) Parks& Recreation Facilities ($38.13) 3. Development of new facilities ($20.00) 3. Acquisition & Development of Pathways &Greenways ($27.59) I f I Figure 31:Allocation of Funds P 0'17 E N L f 1e UNDT""N Both surveys prioritize the same potential funding options when combining"Somewhat Supportive" and "Very Supportive." Statistically-Valid Survey � Online Community Survey e 1, i � J Figure 32: Potential Funding Options 36 Needs Assess inni?in t �VERALL �A�ZGBl���Z�� Respondents indicated a similar satisfaction rate for the value their household receives from the Town of Lexington. When combining "Very Satisfied" and "Satisfied," online survey respondents and statistically- valid respondents were at least 70%satisfied. Statistically-Valid Surve Online Community Survey Very Satisfied Somewhat Satisfied Somewhat Dissatisfied 2%% 5% Very Dissatisfied 1% 3% Figvre33: Overall Satisfaction 3°5 After analyzing the data collected from the public engagement process,there are several noticeable public priorities: * Program barriers such as program times are not convenient and use of other agencies could possibly be addressed by the Department through schedule adjustments as well as reduction of repeating services provided by other agencies within the Town. * Residents indicate a large support for outdoor-related programs. This could be attributed to the current indoor recreation restrictions imposed by COV|D're|ated measures; however, these statistics are still indicating strong support for outdoor programming. * Facilities most supported by residents include natural trails and paved walking& biking trails. * Continual maintenance of parks/facilities, number of trails/connectivity, and availability of information should stay service priority. * "Users" are generally more interested inseeing the development of new facilities occur whereas the "general pubUc" are more interested in investing inthe current system. ° There is support for seeking additional funding sources such as: o Formalize &expand fundraising efforts o Partner with similar providers o Develop corporate naming rights & sponsorships * The community desires to continue utilizing the program guide. Lexington Chapter 4. Existing System: Parks and Facilities .4. 1 IIII II irtlr��dtx°:°ialrin Park properties and facilities are the physical backbone of a parks and recreation system. They support and facilitate programming and user experiences while creating access to recreational opportunities. It is paramount that these properties and facilities be well maintained, meet current standards, and accommodate the highest and best use. Periodic assessment of their physical condition is critical to Lexington's ability to implement priority repairs and improvements in an organized and timely manner. As part of the Needs Assessment,an inventory of existing facilities was completed.As part of this process, a park assessment was conducted for each park. Lexington staff visited each park and facility and used a data collection form to record all findings. In addition, PROS Consulting toured a sample of the system's parks during the project initiation phase.The information from this tour is added to the analysis. 4,.2 Slll"j'e Assess,IIrriet, 1111t edU,1I0dolo The site assessment form used to document each site visit included the following items/categories: • Design and usage • First impressions • Access and visibility • Site structures/amenities i t • Site furnishings � • General landscape/hardscape �o • Overall condition • Any identified corrective actions needed • Any planned capital improvements • Strengths,weaknesses,and opportunities �Wy The following sites were assessed as part of this analysis: • Adams Park • Bowman Fields • Bridge Fields • Center Recreation Complex • Clarke Fields • Community Center • Diamond Fields • Estabrook Fields • Fiske Fields • Fletcher Park • Franklin Field and Swing Set • Garfield Park • Harrington Fields • Hastings Park • Justin Street Park • Kinneens Park • Lincoln Park • Marvin Park • Minuteman Bikeway • Munroe Field • Muzzey Field • Old Reservoir • Pine Meadows Golf Club • Rindge Park • Sutherland Park • Town Pool Complex • Valley Tennis Courts 8 Needs Assess ini?in t Park conditions were rated using a differential scale of excellent, good, fair, or poor. The figure below provides the condition descriptions utilized in this analysis. rExcellentlq7o Park/amenities are in excellent condition with little or no maintenance problems noted. • Park/amenities do not have any major design issues that contribute to diminished use or maintenance. Good . Park/amenities are in good condition and feature only minor maintenance problems. • Generally, most maintenance issues with these park/amenities appear to be the result of age and/or heavy use but do not significantly affect usability. • Park/amenities may only have minor design issues that contribute to diminished use or maintenance (i.e. drainage, structural, utilities, etc.). Fair . Park/amenities are in fair condition and indicate ongoing maintenance problems. • Generally, most maintenance issues with these park/amenities appear to be the result of age and heavy use resulting in some loss of usability. • Some maintenance issues may be compounded over time due to deferred maintenance as a result of budget and/or resource limitations. Poor • Park/amenities are in poor condition and clearly show ongoing maintenance problems that ultimately may result in suspended use for repair/replacement. • Maintenance issues with these park/amenities are the result of age and heavy use, and generally are compounded over time due to chronic deferred maintenance as a result of budget and/or resource limitations resulting in significant loss of usability. • Park/amenities may feature major design or safety issues that contribute to diminished use or maintenance (i.e. drainage, structural, utilities, etc.). Figure 34: Site Assessment Scale of Conditions The following sections provide an overall snapshot of the Town of Lexington parks and recreation system. The full site assessment report can be found in the Appendix and contains individual park assessments. 4.3.1 Strengths • The Department utilizes partnerships with Facilities and Public Works to help deliver public recreation experiences. • The system contains a great resource: conservation and natural lands. • There seems to be "something for everyone" in terms of amenities, activities, and experiences. pros 39 672g, Nf Lexington • Synthetic fields exist to help supplement natural turf playability. • Amenity replacements/repairs have occurred and some parks have newer features within. • The system is highlighted by signature facilities. • The Department is able to maximize spaces by utilizing athletic fields adjacent to school properties. • Bike racks are a common site furnishing found at a lot of park spaces which encourages non- vehicular travel. 4.3.2 Challenges • Parking is limited at park sites due to smaller parking lots or reliance on on-street parking. • Athletic fields, in general, have challenges with drainage, lack of irrigation, and existing site design/layout. • Pedestrian lighting within parks is lacking. • Parks utilize storage containers;there is a lack of indoor space. • Park structure/amenity conditions are generally lower than site furnishings. • Landscape and hardscape maintenance are challenges. • A lot of maintenance tasks rely on other Departments. • Shade can be a challenge depending on the facility, such as for spectators and players at athletic fields. • A lot of the playgrounds use mulch as the ground cover which can decrease accessibility. • Differential design standards are present throughout the system. 4.3.3 Opportunities • Enhance "first impressions"for park sites; branding, landscaping, safety, and aesthetics. • Implement consistent signage throughout the park system. • Implement more outdoor recreation programming into the system given the system's supply of conservation land and unique spaces(such as the Old Reservoir). • Continue to link parks to trails and conservation areas. • Redesign athletic fields to increase playability, irrigation, and drainage. • Continue to address invasive species management concerns. • Establish consistent maintenance standards or levels based on park classification or usage. f.4 C lassiii fiiica tniaun Every park, regardless of type, needs to have an established set of outcomes. Park planners/designers design to those outcomes, including operational and maintenance costs associated with the design outcomes.Therefore, it is imperative to adopt park classification nomenclature. Each park classification category serves a specific purpose,and the features and facilities in the park must be designed for the age segments the park is intended to serve, the desired length of stay deemed 40 appropriate, and the uses it has been assigned. Recreation needs and services require different design standards based on the age segments that make up the community that will be using the park. The Town's parks system consists of neighborhood parks, community parks, greenways, conservation areas, school grounds, signature parks, special use facilities, and general open space. The following classification system was established through the Needs Assessment process. 4.4.1 Neighborhood Parks A neighborhood park is typically smaller than 10 acres and park use and facilities offered also contribute to a park being classified as a neighborhood park. Neighborhood parks serve the recreational and social focus of the adjoining neighborhoods and contribute to a distinct neighborhood identity. The following list represents the full design standard list for neighborhood parks: • Size of park: Typically, these are smaller in size (less than 10 acres) and is based upon park use and available facilities. • Service radius:0.5-mile radius (or approximately six blocks). • Site Selection:Typically,these are on a local or collector street. If near an arterial street, provide natural or artificial barrier. Neighborhood park locations should be based on equitable geographical distribution throughout the community. If the community experiences a growth trend in younger populations, it is beneficial to collaborate with the school system in the future for neighborhood park placement as well.Additionally, site selection should link subdivisions and be linked by trails to other parks. • Length of stay: One-hour experience or less. • Amenities: One signature amenity (e.g., major playground, sport court, gazebo, etc.); no restrooms unless necessary for signature amenity; may include one non-programmed sports field; playgrounds for ages 2-5 and 5-12 with some shaded elements; no reservable shelters; loop trails; one type of sport court; benches, small picnic shelters next to play areas. Amenities should be ADA compliant. • Landscape Design: Appropriate design to enhance the park theme/use/experience. • Revenue facilities: N/A • Land usage:85%active/15% passive. • Programming: Typically, there are none, but a signature amenity may be included which is programmed. • Maintenance Standards: Provide the highest-level maintenance with available funding. • Signage: Directional signage and facility/amenity regulations to enhance user experience. • Parking: No designated parking is required because these parks usually contain pedestrian access; however,traffic calming devices are encouraged next to park. • Lighting: Security or amenity only. Lighting on dual system with 50%of lights off at a set time and 50% on all night for security. • Naming: Consistent with municipal ordinances for naming of parks, or may be named after a prominent or historic person, event, or natural landmark. -, d 41 Ir � g Lexington Other:Customized to demographics of neighborhood; safety design meets established Crime Prevention through Environmental Design (CPTED)standards; integrated color scheme throughout. 4.4.2 Community Parks Community parks provide diverse recreation opportunities to serve the residents of the system. These include active and passive recreation, as well as self-directed and organized recreation opportunities for individuals, families, and small groups. Community parks often include facilities that promote outdoor recreation and activities such as walking and biking, picnicking, playing sports, playing on playgrounds, and fishing. These sites also include natural areas, emphasizing public access to important natural features. Since community parks may attract people from a wide geographic area, support facilities are required, such as parking and restrooms. Self-directed recreation activities such as meditation, quiet reflection, and wildlife watching also take place at community parks. Community parks generally range from 10 to 100 acres depending on the surrounding community. Community parks serve a larger area (radius of one to three miles)and contain more recreation amenities than a neighborhood park.The following list represents the full design standard list for community parks: • Size of park:Typically, 10 to 100 acres. • Service radius: One to three-mile radius. • Site selection:On two collector streets minimum and preferably one arterial street. If near arterial street, provide natural or artificial barrier. Minimal number of residences abutting site. Preference for adjacent or nearby proximity with school or other municipal use. Encourage trail linkage to other parks. • Length of stay:Two to three hours experience. • Site features: Four signature amenities at a minimum: (e.g., trails, sports fields, large shelters/ pavilions, community playground for ages 2-5 and 5-12 with some shaded elements, recreation center,pool orfamily aquatic center,sports courts,water feature); public restrooms with drinking fountains,ample parking,and security lighting;amenities are ADA compliant. Multi-purpose fields are appropriate in this type of park. • Landscape design: Appropriate design to enhance the park theme/use/experience. Enhanced landscaping at park entrances and throughout park. • Revenue facilities:One or more (e.g. picnic shelters, program pavilion, dog park, etc.). • Land usage: 65%active and 35% passive. • User experiences: Mostly self-directed experiences, but may have opportunities for leader- directed programs based on available site features and community demand. • Maintenance standards: Dependent on-site features, landscape design, and park visitation. • Signage: Directional signage and facility/amenity regulations to enhance user experience. May include kiosks in easily identified areas of the facility. • Parking: Sufficient to support the amenities; occupies no more than 10% of the park. Design should include widened on-street parking area adjacent to park. Goal is to maximize usable park space.Traffic calming devices encouraged within and next to the park. • Lighting: Security lighting and lighting appropriate for signature amenities. 42 Needs Assess ini?in t • Naming: Consistent with municipal ordinances for naming of parks, or may be named after a prominent or historic person, event, or natural landmark. • Other: Strong appeal to surrounding neighborhoods; integrated color scheme throughout the park; partnerships developed with support groups, schools and other organizations; loop trail connectivity; linked to trail or recreation facility; safety design meets established CPTED standards. 4.4.3 Greenways Greenways include natural and built corridors that typically support trail-oriented activities, such as walking,jogging, biking, skating, etc. Greenways function as linear parks by linking features together and providing green buffers. Greenways may be located along abandoned railroad lines, transportation or utility rights-of-way, riparian corridors,or elongated natural areas. Greenways and linear parks may be of various lengths and widths,and these corridors typically support facilities such as viewing areas, benches, and trailheads. Greenways between key destinations can help create more tightly-knit communities, provide opportunities for non-motorized transportation, and link to the regional trail system. The following list represents the full design standard list for greenways: • Size: Typically, unencumbered land at least 30-feet wide. It may include a trail to support walk, bike, run, and sometimes equestrian type activities. Usually, an urban trail is at minimum 10-feet wide to support pedestrian and bicycle uses.Trails incorporate signage to designate where a user is located and where the trails connect in the community. • Site selection: Located consistent with approved a community's comprehensive plan and/or alternative transportation plan as appropriate. • Amenities: Parking and restrooms at major trailheads. May include pocket parks/public plazas along the trail. • Maintenance standards: Dependent on-site features, landscape design, and park visitation. • Lighting: Security lighting at trailheads is preferred. Lighting in urbanized areas or entertainment districts as appropriate. • Signage: Mileage markers at half mile intervals. Interpretive kiosks as deemed appropriate. • Landscape design:Coordinated planting scheme in urban areas. Limited or no landscape planting in open space areas with a preference for maintaining natural areas as a buffer to neighbors. 4.4.4 Special Use Facilities Special use parks are those spaces that do not fall within a typical park classification. A major difference between a special use park and other parks is that they usually serve a single purpose whereas other park classifications are designed to offer multiple recreation opportunities. It is possible for a special use facility to be located inside another park. Special use parks generally contain one facility or amenity that falls into the following categories: Historic/Cultural/Social Sites — Unique local resources offering historical, educational, and cultural opportunities. Examples include memorials, historic downtown areas, commercial zones, arboretums, display gardens, amphitheaters, and cemeteries. Frequently these are located in community or regional parks. Golf Courses — 9- and 18-hole complexes with ancillary facilities such as club houses, driving ranges, program space and learning centers. These facilities are highly maintained and support a wide age level pros-,"d 43 consuti-�,7g Lexington of males and females. Programs are targeted for daily use play,tournaments, leagues, clinics and special events. Operational costs come from daily play, season pass holders, concessions, driving range fees, earned income opportunities, and sale of pro shop items. Indoor Recreation Facilities — Specialized or single purpose facilities. Examples include community centers, senior centers, tennis centers, ice arenas, performing arts facilities, and community theaters. Frequently these are located in community or regional parks. Outdoor Recreation Facilities — Examples include aquatic parks, disk golf, skateboard, BMX, and dog parks, which may be located in a park. 4.4.5 School Grounds By combining the resources of two public agencies, such as a local parks and recreation department and local school corporation(s), the school grounds classification allows for expanding the recreation, social, and educational opportunities available to the system in an efficient and cost-effective manner. The important outcome in the joint-use relationship is that both the school district and the park system benefit from shared use of facilities and land area. Depending on circumstances, school grounds often complement other community open lands. As an example, an elementary school can serve as neighborhood park providing a playground and open space to the surrounding community during non- school hours. Similarly, a middle school or high school may serve in a number of capacities that could include athletic fields,tennis courts, other sports facilities, etc. • Size:Variable, as it depends on function. • Location: Determined by location of school district property. • Site features: May include playgrounds,tennis courts, basketball courts,athletic fields,trails,and the like. • Recreation services:Mainly self-directed recreation activities.Where feasible,if athletic fields are developed on school grounds, they are oriented to youth programming. Establishing a joint-use agreement is recommended to making school ground designations work for both agencies. This is particularly important to maintenance, liability, use, and programming of the facilities. 4.4.6 Conservation/Natural Areas Conservation/natural areas are typically undeveloped but may include natural or paved trails. Grasslands under power line corridors are one example and creek areas are another. Conservation/natural areas contain natural resources that can be managed for recreation and natural resource conservation values such as a desire to protect wildlife habitat, water quality, and endangered species. These areas can also provide opportunities for nature-based, self-directed, low-impact recreational opportunities such as walking and nature viewing.These lands consist of: • Individual sites exhibiting natural resources. • Lands that are unsuitable for development but offer natural resource potential. • Parcels with steep slopes and natural vegetation, drainage ways and ravines, surface water management areas (man-made ponding areas), and utility easements. • Protected lands, such as wetlands/lowlands and shorelines along waterways, lakes, and ponds. 44 Needs Assess ini?in t The intent of nature preserves/open space is to enhance the livability and character of a community by preserving as many of its natural amenities as possible. Integration of the human element with that of the natural environment that surrounds them enhances the overall experience. • Amenities: May include paved or natural trails,wildlife viewing areas, mountain biking, disc golf, nature interpretation, and education facilities. • Maintenance standards: Demand-based maintenance with available funding. Biological management practices observed. • Lighting: None. • Signage: Interpretive kiosks as deemed appropriate. • Landscape design: Generally, none. Some areas may include landscaping, such as entryways or around buildings. In these situations, sustainable design is appropriate. 4.4.7 Signature Parks Signature parks are locations within a parks system that help define the community.These parks generally have the highest maintenance standards attributed to them and are recognized as being integral components to the fabric of the community. Signature parks can be any size and location as they are defined by: • Brand: Helps define an area or community, rally point for community public relations, and distinguishes the local agency. • Impactful: Expanded offerings to draw a diverse user group, adds to quality of life, and brings recognition to the community. • Place-maker:A central point for change and growth and has notoriety. • Regional attraction: Drives visitation, self-promotes through visitation, and creates economic benefit through tourism. • Scalable: Has a focused niche, supported through grassroots advocacy, and can expand/contract services. • Mission-centric:Closely aligned with agencyvision and mission and supports the agency's distinct strengths. • Economic growth: Helps drive surrounding development and local spending. • Revenue: Creates opportunities for investments and generates revenue through programming, rentals, and ancillary spending. • Underserved market: Serves market demand, fulfills level of service deficiencies, and leverages demographic and recreation trends. 4.4.8 Regional Parks A regional park serves a large area of several communities, residents within a town, city, or county (or across multiple counties). Depending on activities within a regional park, users may travel as many as 60 miles for a visit. Regional parks include recreational opportunities such as soccer, softball, golf, boating, canoeing, conservation-wildlife viewing, and fishing. Although regional parks usually have a combination of passive areas and active facilities,they are likely to be predominantly natural resource-based parks. d 45 t �,7g Lexington Park size varies for regional parks and is specific and relative to the parks system.A regional park focuses on activities and natural features not included in most types of parks and often based on a specific scenic or recreational opportunity. Facilities could include specialized amenities such as an art center, amphitheater, boating facility, golf course, or natural area with interpretive trails. Additionally, regional parks can and should promote tourism and economic development because regional parks can enhance the economic vitality and identity of the entire region. Currently, there are no regional parks classified within the Lexington park system. The following list represents the full design standard list for regional parks: • Size of park: Typically, these are the largest expanses of parkland relative to other parks within the parks system. • Service radius: 3+ mile radius and serve as a user/visitor destination. • Site Selection: Prefer location which can preserve natural resources on-site such as wetlands, streams,and other geographic features or sites with significant cultural or historic features.These parks are typically a significant parcel of land with public access facilitated by public roads capable of handling anticipated traffic. • Length of stay: Multiple hour experience to an all-day experience. • Amenities: 10-12 amenities to create a signature facility(e.g.,golf course,tennis complex,sports complex, lake, regional playground, reservable picnic shelters, outdoor recreation/extreme sports, recreation center, pool, spray park,gardens,trails, water access, canoe storage, specialty facilities, etc.); public restrooms, concessions, restaurant, ample parking, and/or special event site. Sport fields and/or sport complexes are typical at this park. • Revenue facilities: Typically, there are more than two and the park is designed to produce revenue to offset operational costs. • Land usage: Up to 50%active/50% passive. • Programming: More than four recreation experiences per age segment with at least four core programs provided. • Maintenance Standards: Provide the highest-level maintenance with available funding. • Parking:Sufficient for all amenities.Traffic calming devices encouraged within and next to park. • Lighting:Amenity lighting includes sport field lighting standards. Security lighting on dual system with 50%of lights off at a set time and 50%on all night for security. • Signage: Directional signage and facility/amenity regulations to enhance the user experience. Park signage may include kiosks in easily identified areas. • Landscape Design:Appropriate design to enhance the park theme/use/experience.There should be enhanced landscaping at park entrances and throughout park. • Naming: Consistent with municipal naming ordinances and may be named after a prominent or historic person, event, or natural landmark. • Other: Safety design may meet CPTED safety standards; integrated color scheme throughout the park; linked to major trails systems; public transportation available; concessions,food, and retail sales available; and dedicated site managers on duty. 46 Needs Assess inc?in t 4�.III eve[ of S er iiice (III O S arid&ii d Level of Service(LOS)standards are guidelines that define service areas based on population that support investment decisions related to parks, facilities, and amenities. LOS standards can and will change over time as industry trends change and demographics of a community change. PROS Consulting evaluated park facility standards using a combination of resources. These resources included market trends, demographic data, recreation activity participation rates, community and stakeholder input, NRPA Park Metrics data, the statistically-valid community survey, and general observations.This information allowed standards to be customized to Lexington. It is important to note that these LOS standards should be viewed as a guide. The standards are to be coupled with conventional wisdom and judgment related to the particular situation and needs of the community. By applying these standards to Lexington's population, gaps or surpluses in park and facility types are revealed. 4.5.1 Per Capita "Gaps" The existing level of service meets and exceeds best practices and recommended service levels for many items; however,there are areas that do not meet recommended standards. For park acres, the Town of Lexington far exceeds conventional park land acreage level of service standards. The main reason for the large park land availability is due to the —2,000 acres of publicly accessible conservation land. However, as indicated by the park classification system presented in the previous section,there are limitations to the active recreation abilities of conservation land.Therefore, a need still exists within the Town to create additional neighborhood and community park spaces. For outdoor amenities, Lexington exhibits a high service level for natural (unpaved)trails; however,there is a mileage deficit for paved trails (-7 miles). Additional outdoor amenity considerations over the next five years include a dog park, Pickleball courts, playgrounds, sand volleyball courts, and park shelters. In terms of indoor space, Lexington has a shortage of approximately 33,000 ft.'of indoor recreation space. Essentially,given the size of the current Lexington Community Center,the LOS deficit equates to another facility of similar size. It should be noted, however, that the LOS calculation does not take into consideration the indoor recreation space at the J.W. Hayden Recreation Centre because it is not a public facility. The standards that follow are based upon population figures for 2019 and 2024, the latest estimates available at the time of analysis. i, i rMIW I pros 47 t �,7g Lexington IIlIi" LL Z 2 of v ro v N N lil.. M 4� Ian a. a v a �wll N W W m R R R 111 _O (n N (n N (n iZ Nco N F n III LL Z N N N N N d d ry _ 3 d 3 d 3 d 3 j O c. m ¢'¢ a w m Iliµ a T w,.loll N R@ R@ R y I• a � vt � n � �W W m m W m m W W W W m m m m W p Vl a v (n (n (n (n � (n N v (n - N m N � N Z Z:Z N N N N N N N Z N Z Z NI N Z N N Z C Z C N N N N Z o N _ o _ _ _ - _ _ _ _ _ _ o V o V�cV N O N- -al N m N R N O Q d d d d ¢ a d d a N J _n - N J i ¢ N N N N N N E E E E _ _ o _ - o' o - _ - o in E o 0 0 0 0 0 0 o d d N °� N N N N °� E a m m m m m m m m m � � w � N v, r - d O - m _ _ _ _ _ _ _ _ � xk xk v E 21 d - - - -m m m m m m m EE .GIN 3 m � N s � n IIIIIII N rn w o m � � rn c�+> aNn w �II - i R I U � � � o E v q o -o m o w oo E Jill a` o V� Y L a � 6 "i ll_: 1,m. � � m - c C3 nanana aaaa m m m m m m E E E - - _ - _ - _ -o a a L •5 N N N N .J O .J .J .J .J N +J O O 3 � N l m 1 n a a rmE R o >.Y ¢ mud dci o ocia �, m R - o R n n R �. a d °' � Uiii CCx c o > a � f.� =o t a> '° °' '° I� ti w rn o' c a� m i'1 o rn v a`� R R o c J a zc312ci nv norillll azr mmma � oaa nm n n n �' _ zap Figure 35: Town of Lexington Level of Service(LOS)Standards 48 Needs Assess inc?in t .. aIIpIIp°iii riu Service area maps and standards assist management staff and key leadership in assessing where services are offered, how equitable the service distribution is across the community,and how effective the service is as it compares to the demographic densities. In addition, looking at guidelines with reference to population enables the municipality to assess gaps in services, where facilities are needed, or where an area is over saturated. This allows the municipality to make appropriate capital improvement decisions based upon need for the system as a whole and the ramifications that may have on a specific area. The maps contain several circles. The circles represent the recommended per capita LOS found on the previous page. The circles' size varies dependent upon the quantity of a given amenity (or acre type) located at one site and the surrounding population density.The bigger the circle,the more people a given amenity or park acre serves and vice versa. Additionally, some circles are shaded a different color which represents the "owner" of that particular amenity or acre type.There is a legend in the bottom left-hand corner of each map depicting the various owners included in the equity mapping process. The areas of overlapping circles represent adequate service, or duplicated service, and the areas with no shading represents the areas not served by a given amenity or park acre type. It should be noted that "other" providers included: Beaver Brook Reservation (North and South), Minuteman National Historical Park, Arlington Great Meadow, Arlington Reservoir, Hobbs Brook Reservoir, Belmont Country Club, Hayden Recreation Centre, Lexington Golf Club, Peacock Farm Association, Stone Meadow Golf, Sun Valley Swim &Tennis, and Minuteman Regional High School. Figures 36-41 show select service area maps. In all, equity maps were developed for the following major categories: • Baseball fields (adult and youth) • Basketball courts • Indoor recreation space • Multi-purpose fields • Trails (paved and unpaved) • Outdoor pools • Park land (community parks,conservation areas,neighborhood parks,open space,regional parks, school grounds, signature parks, and special use facilities) • Playgrounds • Shelters • Skate parks • Softball fields • Spray pads • Tennis courts 4.6.1 Mapping "Gaps" and Conclusions Lexington boasts a lot of park land across its Town limits.This is aided by the fact that the system utilizes school grounds and has conservation areas and a National Park nearby. Four noticeable coverage "gaps" pertain to: indoor recreation space, paved trails, park shelters, and playgrounds. Paved trails are located only through the central part of Town via the Minuteman Bikeway and the northern part of Lexington is experiencing a coverage gap in terms of indoor recreation space, park shelters, and playgrounds. -, d 49 t �,7g Lexington Conservation Lexington, Massachusetts Recommended Standard of ��/ � Parks and Recreation 60,88Acres ,per 1000 Peo le /p p ay Equity Maps f f ilfld MIfi4, 1 ... N QI^rri arz k dC 1 m r G/ �' F-°F Ar yrr% l��r Fj r f �p rplu 9 wsana(r G' ��Tr 'fir j�l /;/j' r/ t�9..u1�"n�ii /r r�trt rt r r / 4 NorPh ,f ( / un f itv / ��r FS rvMn P(ark,/Or rl/ Ji rr �" r r 4ataE¢1irr 0� � b;awls °,' r rEuhi a,a Faun f fy 61 ParkafrMa rUo Mf gl(CVIl4^ / r / Lower Vnn �I /r ooi F`aion y �� w r ��� F,ioaGC r r r r d /fir J, �f l r C.a�Awnrteesae 1 0 Fiume te,ari' >i 0 r 1rr14 r y I tall/ fr'� O ✓ al ,tI !r r or r ri 1 I r Cilylwrif9c f % Ufnfrer Vuir r/ ,/ p,F Famt��' J //4-Ietrn Priak Gr. / r %� r RW�e¢vuir L r it „ rrlr;�, /r r r , f{ y // �j / �. rVallpy Field �Uunlra%k i / G Dais vdl rkib �1/ O �r � AaF�L' r��/ �/ r Me xttuw / Mr idaw rr r Wt tFarm Lid7c rty '�!� /� f Raydwrr 6aVroru9^, /i / '^ $ ;pF/ 38 y I �.. � ��o //r /1 Csuwm rn F irk /r „w %) r/r/wF a d ruipr r f sill "��%r//G//�oi/iyfei✓I�0'�a/rij r��.. �y .w'"" �; rpr � 9�r 13Urrs cai7a Parko/y� ur t �I ao/ / rr ri ' � /rr/ �° � utlrr,rlaiiit "V'Vwerds Local Road ,ro r "`r m � i E r r3vook � 'a,..,•* r ri€wf'rvah<rn Owner �" Major Road / ,. �Highway'l' Lexington m � Other—°-"- %,,,- ""�� Lexington Town Boundary q ry ¢ g °»/�, Sou,Ge,.Esn,HERE,Garmin,USGS,Inter ap,INCRE4E'NT P,NRCan.Esri 0 A /2 1 Miles consul bEt Japan,METI Esri China(Hong Kong) Esri Korea,Esri(Thailand),NGCC,Q atac OpenSbeelMap contributors,and the GIS User Cornind"ily Figure 36: Conservation Areas Equity Map 50 Indoor Recreation Space (Square Feet) Lexington, Massachusetts Recommended Standard of ,1104 2 Sq Ft per 1 Person Parks and Recreation ` "MA, Equity Maps � u f N I �k a r rry D h r0f, r 01 � err 00 ,an �� rf.i"!G•` 6 Ay a Ij hh ^ a j � f , � f NF dl /000, 1 vamiy I r 1 'owd /err I/1111/1 -i h� 9f rr N perk �� � U flu A'Wf l,�rwuv Wy h fl E f� M1I J 51 1�r, 1' pJl� �P�w � J7%✓ , � � 11 / a b 4, / f p � l �;�J ITII Yi III'llt� fv;� �f Ir1f. 4 PrYff'Y >� ��q� "f pY'� III i %! rff rl l r 7< l r l�r�r�ii�ihe�ii� � f rl� 4 /,,,, �.� Local Road Owner Major Road Lexington I „ Highway 411,1110.10 Other r d ��'^ Lexington Town Boundary g „" Sources.Esri,HERE,Gannin.USGS Intermap INCREMENT P,NRCan.Esri 0 /2/ 1 Miles Y 8 � � Japan METI,Esri China(Hong Kong),Esri Korea,Esri(Thailand),NGCC,Q uvc. OpenSlreetlVlap contributors,and the CIS User Community Figure 37: Indoor Recreation Space Equity Map pros 51 consu672g, Lexington Paved Trails Lexington, Massachusetts Recommended Standard of �� 4 ,�, Parks and Recreation 0.4 Miles per 1,000 People � � ° Equity Maps rl N M ,,pJNMN ✓fi isQ A V4 k Va81cq.Tr Hill II //o r�'^�� �/M� � Pt ""I f� iaria II ML,utlzm au GiiktwaY n AEI � �rw b ,q l fl H l 1£�i n..Dl, aM g JIFF, � �U V U �'Gr, �ri i1 1 y d��CUbW rrrrrr l� ,� . rd Yea � u-� ,w11 rs nY1� Local Road n �,510 rt r pry€�^,f'rvah<rn Owner Major Road Lexington Highway /nr�uma Other %,� Lexington Town Boundarypros q 1/2 °»d�^ 5numes Esri HERE Garmin.USGS Internna INCREMENT P,NRCan Esri 0 1 Miles 9 & t i Japan,"VTI Esri China(Hong Kong) Esri Klorea,Esri(Thailand),NGCC,0 11ac openstlle Map wntrihutors,and the Gl� ser Community Figure 38: Paved Trails Equity Map 52 Playgrounds Lexington, Massachusetts Recommended Standard of � You bM1k Parks and Recreation 1 Site per 2,500 People ,, � °MfA,7� EquityMaps �IP;at n,ir, IN f 1 y1� r rry D h au �1f15 H I uYX e i �rI f. / o r, ri f ar,u! ... � % P 11 k �� QC.i ute i lYtue,rPani / � //✓Gorrgrlua i✓ ✓/ / un�.��, ""�q �Ij11 �d� / v4 ?/! / W a ;, rf��auwmr; k��i q fJ fY"r b rp n a �,f��i �� 1 1 nrt ohx P Yrlc / 4 7 ME f 'YI4%,D� 1 f/ t t ry �Laxurc�Cun r ! C.niId,i ris P I a c c IP J//. . P,f lirirdt ft / �6,6 f rr �� %, Giawmai7nnc��nl t -,i'' ! r j �� uu'�I�rlFlirr���. Field ,b✓r t r. l�/ ti d�P .Pl rfi'flllJh%/lry! n.�. pllFlFf/%lNI3r4k�/r//i/!/I✓i ri/ � U /i '' ° iu:"' 'Maim„ IA9 d fj / yb,M1mPo � / Local Road Brook / m nri R ery Pion Owner Major Road !° 1,Lexington � Highway °'i�u.10 Other �� LexingtonTown Boundary 1 q p� li„ p soa rrs:P'sn kiPE� ,Ganniu.UCGS Inlrrmap,INCI2PMPMf P,NRCan.Esri 0 �� 1 Mlles 'o 8su �9 8 Japer rME71,Esri China(Haug Kong},Esri Ko ea,Esri(Thailand),NCCC,Q uvc. OpenStraetMap conlY'ibulo€s,and the GIC User Community Figure 39:Playgrounds Equity Map pros,"', d 5 72g, Nf Lexington Shelters Lexington, Massachusetts Recommended Standard of Parks Parks and Recreation 1 Site per 4,000 People � 110""I'llN, Equity Maps Ar' " N " n�� y I M "✓1 V I ry ifi is0 � H�4 pyFl"e '"10N " 00 01111 n � A F'/' /dl 0 IA pl�Jf l/ Y AN {{{ty G V 49, 1 � % d 'III Murm IfI fi�il AllC.r °•aan,,,,Ii�ydcnie �n kmrrX"c",taw"n» '�^ (� If �"...-, � pl In<,�III Pad, u, b�,mu dr f tta IN f �1 lowk' ✓o hl � ✓ u �� //// sl I Ariulryfarn f ✓ RCQY(°i V4YIf ' / uv l �rip f �� fy 04 i✓P� � f i " Local Road Owner Major Road Lexington " �� Highway 101110, Brawn Brcr�YR 9 `rndtl F2t°,arv,�6uw .�� Smarccs n HERE, rmin.USGS,Into grail IC4�EME�IU6>dary Other Lexln ton Town B 1-1 q pros-° N NRC,an Esn �� 1 Mlles consul l � Japan,METI Esrl China(Hong Kong),Esrl Korea Esrl(TKland),NCCC,Q INC. (penStreetlMap'tortibutors,and the GI8 User C L mr iunily Figure 40:Shelters Equity Map 54' School Grounds Lexington, Massachusetts Recommended Standard of Parks and Recreation 2.`14A,cres per 1,000 People �°, %1' Equity Maps N E<.Babrcrcrk �aamWwowiouwamw'sm I .�� %,z U 01 s J/ Ditrrr,ond middle"', school tF rt.kt., '°'I riG- � �/ /iJl rhanlw j hold f f % dl k,mrr Hwy e�e �, / � Il�rrin torn �� c hual ru W , � / ate, 1r / % r / / % '/j l i, IWun dcmin V2cJion"tlC3rirlyi chuul �� r/ '� Ch,Ic1,�;rrF'Ln ��i r �;I /� / 'r. f r��,,. r r/ r d /01 i f/ / ti✓I zrh+V Fir Iri AtvTT �A�i �and fc um Courfa r�� ,/l a+' F �. 1 tj i �. Oh If3rrw,n ui thucrl yWQ✓o/o��al1/iW/i'✓ y r Local Road �..� ,r Owner �1 Major Road Lexington 1;, Highway 0.10 Other , ""°"^ Lexington Town Boundarypros pt„� q . may ¢ g °�»9.`r^- Sources.Esn HERE,Gnrmin.UC.GS,Intermap,INCREMENT P,NRC,an Esri 0 A /2 1 Miles A su, A Japan,METI,Esri China(Hong Kong),Esri Korea,Esri(Thailand),NGCC,Q c. OpenSbeetMap contributors,and the GIS User Community Figure 41:School Grounds Equity Map prosw d 55 7 Lexington Chapter 5. Existing System: Programs and Services 5. 1 IIII Ill��tlr��dtxtialrin As part of the Needs Assessment development process, PROS Consulting performed a Recreation Program Assessment of the services offered by the Recreation & Community Programs Department (LRCPD). The assessment offers an in-depth perspective of program and service offerings and helps identify strengths, challenges, and opportunities regarding programming. The assessment also assists in identifying core programs, program gaps within the community, key system-wide issues, areas of improvement, and future programs and services for residents and visitors. The consulting team based these program findings and comments from a review of information provided by LRCPD including program descriptions, financial data, demographic information, and discussions with staff.This chapter addresses the program offerings from a systems perspective for the entire portfolio of programs,which will help prioritize current offerings with community wants and needs. 5.2III' ' Ill it tr C III°m,^ The goal of the Recreation and Community Programs Department is to provide affordable, quality programs meeting the needs of the community. LRCPD offers seasonal and year-round programming and offers a wide variety of passive and active recreation,wellness, and leisure activities. LRCPD has operated as an Enterprise Fund since 1991. This means that programs are self-supported by user fees. Surplus revenues are used to help fund Capital Improvement Projects (CIP),financially support other Town services, and pay off park debt. The majority of programs are held at the Lexington Community Center.Outdoor programming takes place at several park sites.Additionally, as mentioned earlier in this document, LRCPD works with Facilities and Public Works to maintain public recreation spaces and places. 5. 1 ar'e �" III"°C� ,III"`f°° Ill nl ithllm ea To help achieve the mission, it is important to identify Core Program Areas based on current and future needs to create a sense of focus around specific program areas of greatest importance to the community. Public recreation is challenged by the premise of being all things to all people.The philosophy of the Core Program Area is to assist staff, policy makers, and the public to focus on what is most important. Program areas are considered as Core if they meet a majority of the following categories: • The program area has been provided for a long period of time(over 4-5 years)and/or is expected by the community. • The program area consumes a relatively large portion(5%or more)of the agency's overall budget. • The program area is offered 3-4 seasons per year. • The program area has wide demographic appeal. • There is a tiered level of skill development available within the program area's offerings. • There is full-time staff responsible for the program area. • There are facilities designed specifically to support the program area. • The agency controls a significant percentage (20%or more) of the local market. 56 Needs Assess iric?'i t 5.3.1 Existing Core Program Areas In consultation with LRCPD, the following [ore Program Areas are currently offered: SKI�L B DAdvanced Skill Based 31 14% Advanced Skill Based programming aims to promote growth in identified abilities and interests, encourage physical activity, and enhance Intro Skill Based 68 32% emotional and spiritual awareness. Example Advanced Skill Based Private Rentals 1 0.5% activities include, but are not limited Therapeutic Recreation 22 10% to: * [mcsfit * Pi|ates Figura4J:LBCPD Core Program Areas * Yoga * Zumba C��PS & CLINZCS [amps & Clinics programming aims tn promote growth in identified abilities and interests while allowing participants to develop friendships, social oN||s, and self-esteem. Example Camps & Clinics activities include, but are not limited to: * Licensed Summer Day Camps * Minuteman Athletic Camps (variety ofsports) * Tennis Clinic & Enrichment&Arts programming aims to build a healthier community.This is done through programming that allows individuals to enhance different abilities and skills by facilitating social, recreational, active, and healthy opportunities. Example Enrichment&Arts activities include, but are not limited to: * Youth Robotics and Coding * FirstAid/CPR ° Gateway toCollege ° Cooking and Dining Etiquette Classes E������ Events programming aims to build a healthier community. This is done by offering different experiences residents can participate in. Additionally, this type of programming seeks to develop friendships, social skills, and self-esteem among community residents. Example Events activities include, but are not limited to: * End of the Summer Party Lexington ~ • Egg Hunt • Family Fishing Clinic • Haunted House t('ra 1 r R(,) S f' E f,,,J, XJJ Intro Skill Based programming aims to encourage participants to engage in new activities. Additionally, this type of programming encourages physical activity while promoting growth in identified abilities and interests. Example Intro Skill Based activities include, but are not limited to: • Adult Group Swim Programs • Basic Swing&Salsa • Fundamentals of Fencing • Youth Learn to Swim P Membership programming aims to promote physical activity. These activities are included with facility membership passes and include, but are not limited to: • Community Center • Open Swim • Pickleball and Tennis • Specialized Sports Memberships (Volleyball, Badminton, etc.) RJJAJ11 I","I"")", Private Rentals consist of blocks of time and space for the delivery of specialized programs and services, such as golf lessons, sports leagues, and meeting space for the Town and community organizations. JrJJ 1 J�f1��1'1 L� 1J;J�.JJ 1 r', PQ Therapeutic Recreation programming is one of the most recent Core Program Area additions to the LRCPD portfolio.This programming aims to encourage physical, emotional, and spiritual awareness.Therapeutic Recreation activities include, but are not limited to: • Adaptive Programming(various activities) • Harvest Festival • Multi-Sensory Music • Direct Intake Consultations %;J R''J YJ,J;%%L Virtual programming has been a larger concentration at the writing of this assessment. Due to societal challenges and restrictions, Virtual programming has largely served to encourage physical activity and continue to stay engaged in growing skills and abilities while at home. Example Virtual activities include, but are not limited to: • Chair Yoga • Family Feud 58 • Intermediate Chess • Zumba 5.4 Cail'v III���iil�� �� ;iii°� iu �� iireaIIII These existing core program areas support physical, emotional, spiritual, and community health. LRCPD staff should evaluate core program areas and individual programs, ideally on an annual basis, to ensure offerings are relevant to evolving demographics and trends in the local community. Based upon the observations of the planning team and demographic&recreation trends information, one area that could be elevated to a Core Program Area is outdoor recreation or nature education.With a park land inventory of rich conservation lands, trails, and specialty facilities, this program area may be a good candidate for expansion within the LRCPD portfolio. 5.5 III"illy"°f'�i ?�IIY"'ff 111""1nf"i S'hI m IIP�ateg ri a lysi s, The Program Strategy Analysis examines several facets of the LRCPD program portfolio including: age segmentation, program types, classification of services, service delivery, program lifecycles, evaluation methods used, similar providers, and performance standards. 5.5.1 Age Segmentation Figure 43 depicts each Core Program Area and the most prominent age segments they serve. Recognizing that many Core Program Areas serve multiple age segments, Primary (noted with a 'P') and Secondary (noted with an 'S') markets are identified. i Advanced Skill Based 5 1 5 22 3 5 20 61 Camps&Clinics 1 15 1 10 I 27 Enrichment&Arts 7 1 11 4 5 4 10 1 2 7 3 1 i 56 Events 2 1 4 2 4 1 2 2 3 ' 21 Intro Skill Based 9 2 21 6 4 11 14 17 22 12 1 i 119 Memberships 1 1 1 1 1 9 1 3 6 1 1 24 Private Rentals 1 1 1 ; 3 Therapeutic Recreation 2 7 4 5 3 3 1 1 4 1 31 Virtual 1 3 4 1 11 3 3 11 2 39 Percent of Offerings 8% 22% 15% 26% 25% 5% Figure 43: LRCPD Age Distribution Approximately half of LRCPD's program portfolio is geared toward adults. Based on Figure 2, programs designed for preschool children and all-ages (family) could be enhanced. Additionally, it would be beneficial to establish a plan including what age segment to target, establish the message, which marketing methods to use,create the social media campaign,and determine what to measure for success before allocating resources towards a particular effort. pros 59 t �,7g Lexington 5.5.2 Program Type The Commission for Accreditation of Park and Recreation Agencies (CAPRA) outlines the national accreditation standards. Standards 6.1.3-6.16 refer to how programs are offered in four different categories: 1. Self-Directed: individuals can participate without leadership, under only general supervision. 2. Leader-Directed: participant involvement is directed by a leader, including skills instruction classes. 3. Facilitated:the agency facilitates assistance to individuals and groups of individuals that provide or want to provide recreation programs and leisure services independently from the agency. 4. Cooperative: the agency enters into cooperative agreements with public, commercial, and nonprofit entities to provide programming. Figure 44 shows the LRCPD program distribution among the different program types.Approximately,%of LRCPD programming is leader-directed.Cooperative programming and self-directed experiences make up the remaining % of all programming. Currently, there are no documented facilitated programming experiences. Advanced Skill Based 30 2 32 Camps& Clinics 17 17 Enrichment&Arts 31 1 23 i 55 Events 6 5 11 Intro Skill Based 67 2 18 ; 87 Memberships 1 10 i 11 Private Rentals 1 1 Therapeutic Recreation 22 1 1 i 24 Virtual 20 1 3 24 Percent of Offerings 74% 8% 0% 17% Figure 44:LRCPD Program Types There is an opportunity to increase facilitated programming within the LRCPD portfolio, but it may be largely contingent upon increasing indoor recreation space within the system. Currently, indoor recreation(or meeting)space is at a premium because of a large demand but a smaller supply.Conversely, LRCPD could focus on providing outdoor spaces that could help community groups gather. 5.5.3 Service Delivery Recreation programs can be implemented, or offered, in many different ways. Much like how programs are led (leader-directed, self-directed, etc.), the way programs are offered is an important indicator to a park system. Figure 45 shows the different formats LRCPD programming is implemented. 60 Needs Assess inc?in t 1 Advanced Skill Based 1 27 3 1 ' 32 Camps&Clinics 17 i 17 Enrichment&Arts 1 1 32 2 36 Events 1 10 2 I 13 Intro Skill Based 1 1 66 1 1 70 Memberships 10 1 1 ' 12 Private Rentals 1 i 1 Therapeutic Recreation 1 22 1 ' 24 Virtual 1 20 21 I 42 Percent of Offerings 6% 6% 74% 3% 0.S% 9% 1% 0.4% Figure 45:LRCPD Program Service Delivery Methods The majority of programs are offered in a class/camp format.This can be seen as more of a "traditional" program format. Virtual offerings are the second largest program format and this is most likely attributed to the 2020 calendar year programming that has necessitated an increase in virtual offerings. However, virtual programming and drop-in programming will most likely continue to be an increasing program format trend as recreation user behaviors continue to evolve over time. 5.5.4 Lifecycles A Program Lifecycle Analysis involves reviewing each program offered by LRCPD to determine the stage of growth or decline for each. This provides a way of informing strategic decisions about the overall mix of programs managed by the agency to ensure that an appropriate number of programs are "fresh" and that relatively few programs, if any, need to be discontinued. This analysis is not based on strict quantitative data but, rather,is based on staff members' knowledge of their program areas.The following table shows the percentage distribution of the various lifecycle categories of LRCPD's programs. These percentages were obtained by comparing the number of programs in each individual stage with the total number of programs listed by staff members. 1 Advanced Skill Based 1 8 9 5 8 Camps&Clinics 8 3 3 3 Enrichment&Arts 11 3 2 2 15 Events 3 3 2 2 Intro Skill Based 5 18 21 14 5 5 Memberships 6 5 Private Rentals Therapeutic Recreation 5 1 3 2 12 Virtual 1 1 9 7 2 1 Percent of Offerings 6% 2% 37% 25% 19% 11% Figure 46:LRCPD Program Lifecycle Distribution As shown in Figure 46, LRCPD's program portfolio is outside of the best practice range distribution. However, it should be noted that the larger "Saturated" listing is mostly due to recreation space , pros 61 t �g Lexington constraints. Basically, there are a lot of activities that are limited in terms of participation because of a lack of indoor recreation space availability. As programs enter into the"Decline"stage,they must be closely reviewed and evaluated for repositioning or elimination. When this occurs, LRCPD should modify these programs to begin a new lifecycle with the Introductory stage or to add new programs based upon community needs and trends. It would benefit LRCPD to complete a Program Lifecycle Analysis on an annual basis and ensure that the percentage distribution closely aligns with desired performance. 5.5.5 Program Classification Conducting a classification of services exercise informs how each program serves the overall organization mission,the goals and objectives of each core program area,and how the program should be funded with regard to tax dollars and/or user fees and charges. How a program is classified can help to determine the most appropriate management,funding, and marketing strategies. Program classifications are based on the degree to which the program provides a public benefit versus a private benefit. Public benefit can be described as everyone receiving the same level of benefit with equal access, whereas private benefit can be described as the user receiving exclusive benefit above what a general taxpayer receives for their personal benefit. For this assessment, LRCPD used a classification method based on three indicators: Essential Services, Important Services, and Value-Added Services. Where a program or service is classified depends upon alignment with the organizational mission, how the public perceives a program, legal mandates,financial sustainability, personal benefit, competition in the marketplace, and access by participants. Figure 47 describes each of the three program classifications. -LRCPD May Provide;with additional resources it adds value to community, it Y �f ff I(((�III�I11fJ�J� supports Core& Important Services, it is supported by community,it generates III III /// income, has an individual benefit, can be supported by user fees, it enhances community,and requires little to no subsidy. i r I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I I I u I N 0 H *LRCPD Should Provide; if it expands& enhances core services,is broadly supported & used, has conditional public support,there is a economic/social/ environmental outcome to the community, has community importance, and needs moderate subsidy. y •LRCPD Must Provide; if it protects assets &infrastructure, is expected and supported, is a sound investment of public funds, is a broad public benefit,there is a negative impact if not provided, is part of the mission,and needs high to complete subsidy. Figure 47: Program Classification Categories 62 Needs Assess ini?in t With assistance from staff,a classification of programs and services was conducted for all of the recreation programs offered by LRCPD(Figure 48).Currently,all programs are classified as either Important or Value- Added. wi� IN rAdvanced Skill Based 31 31 Clinics 17 17 Enrichment&Arts 5 28 33 Events 4 6 10 Intro Skill Based 34 34 68 Memberships 3 6 2 11 Private Rentals 1 1 Therapeutic Recreation 23 23 Virtual 19 3 22 WRONNIMM� WWI Percent of Offerings 38% 29% 33% Figure 48:LRCPD Program Classification As LRCPD continues to evolve to better meet the community's needs,there could be an added benefit to managing the services if they all were classified according to the Cost Recovery Model for Sustainable Services depicted below in Figure 49. dyo U 100+% �� ., 001 CoWderable Individual Oeneft nearly all 2,. beniefit recoved by Irr&Irc uMs,benefit to r� 70-100Cr sraaxnrulcamarreausrse ° r IlllJiolillllD>ID»1i»(�»1�61,�,II�f�flr�f��JJ1�l��llt�lfl1f11llfflrJliiiiiill��ilrnifDfllf/l�rljrrlrfJllllil���� '�"�,, 50-70/»n »lllittjoill J l»jrr»r111J,rt1»»>J»i 1fiil»>nl»�J ,� VE r 0+% Figure 49: Cost Recovery Model for Sustainable Services Given the broad range of cost recovery goals (i.e., 0% - 40% for Essential Services or 40% to 80% for Important Services), it would be helpful to further distribute programs internally within sub-ranges of cost recovery as depicted in Figure 49.This will allow for programs to fall within an overall service classification I pros 63 consuti-�,,7g Lexington tier while still demonstrating a difference in expected / desired cost recovery goals based on a greater understanding of the program's goals (e.g., Pure Community services versus Mostly Community Services or Community and Individual Mix versus Mostly Individual Mix).This would help LRCPD with aligning their program portfolio with the financial implications of operating as an Enterprise Fund. 5.5.6 Cost of Service and Cost Recovery Cost recovery targets should be identified for each Core Program Area (at least)and for specific programs or events where realistic. The previously identified Core Program Areas would serve as an effective breakdown for tracking cost recovery metrics including administrative costs. Theoretically, staff should review how programs are grouped for similar cost recovery and subsidy goals to determine if current practices still meet management outcomes. Determining cost recovery performance and using it to make informed pricing decisions involves a three- step process: 1. Classify all programs and services based on the public or private benefit they provide (as completed in the previous section). 2. Conduct a Cost of Service Analysis to calculate the full cost of each program. 3. Establish a cost recovery percentage, through Department policy, for each program or program type based on the outcomes of the previous two steps and adjust program prices accordingly. To develop specific cost recovery targets, full cost of accounting needs to be created on each class or program that accurately calculates direct and indirect costs. Cost recovery goals are established once these numbers are in place, and LRCPD program staff should be trained on this process. A Cost of Service Analysis should be conducted on each program, or program type, that accurately 1 n,; calculates direct (i.e.,program-specific) and Id0ffrv indirect (i.e., comprehensive, including administrative ' m' , overhead) costs. Completing a Cost of Service Analysis not only Ire helps determine the true and full cost of offering a program, but it also provides information that can be used to price programs based upon accurate delivery costs. Figure 50: Cost of service Figure 50 illustrates the common types of costs that must be accounted for in a Cost of Service Analysis. 64 Needs Assess ini?in t The methodology for determining the total Cost of Service involves calculating the total cost for the activity, program, or service, then calculating the total revenue earned for that activity. Costs (and revenue) can also be derived on a per unit basis. Program or activity units may include: • Number of participants • Number of tasks performed • Number of consumable units • Number of service calls • Number of events • Required time for offering program/service. Agencies use Cost of Service Analysis to determine what financial resources are required to provide specific programs at specific levels of service. Results are used to determine and track cost recovery as well as to benchmark different programs provided by LRCPD between one another. Cost recovery goals are established once Cost of Service totals have been TBosed calculated. Program staff should be trained on the process Advanced Skill 168% of conducting a Cost of Service Analysis and the process undertaken on a regular basis. Camps& Clinics 95% Enrichment&Arts 132% Cost recovery targets can vary based on the core program Events 153% area, and even at the program level within a core program Intro Skill eased 157% area. Several variables can influence the cost recovery Memberships 82% target, including lifecycle stage, demographic served, and Private Rentals 0% perhaps most important, program classification. Therapeutic Recreation 162% As shown in Figure 51, LRCPD recovers most for all core Virtual 221% program areas. This figure will decrease slightly once indirect costs are factored in the equation. Regardless, *Does not include Private Rentals LRCPD cost recovery levels align with the classification of service model presented in the last section. Figure 51: Core Program Area Cost Recovery 5.5.7 Program Evaluations Recreation service providers must evaluate programs to ensure they are meeting stated program objectives and the needs of residents/users. Figure 52 shows the current evaluation tactics used by LRCPD. Advanced Skill Based 31 31 Camps&Clinics 17 17 i 34 Enrichment&Arts 3 33 36 Events 10 I 10 Intro Skill Based* 68 i 68 Memberships 11 11 Private Rentals 1 i 1 Therapeutic Recreation 23 23 Virtual 21 I 21 1l I r l� Percent of Offerings 0% 9% 0% 0% 91% 0% 0% *There is an annual post-evaluation survey implemented for the majority of"Intro Skill Based"programming. Figure 52: Program Evaluation Tactics Used o 65 672g' M Lexington Currently,LRCPD utilizes customer satisfaction ratings as their consistent evaluation process. Post-surveys are implemented but not consistently across all Core Program Areas. It is recommended to enhance program evaluations by implementing qualitative feedback methods (e.g., focus groups and interviews), tracking user retention rates, and implementing more consistent post-program surveys. 5. III iil�� �`� iii���iii°nip Strategy i In general, LRCPD's program staff should continue the cycle of evaluating programs on both individual merit as well as the program mix as a whole.This can be completed at one time on an annual basis, or in batches at key seasonal points of the year,as long as each program is checked once per year.The following tools and strategies can help facilitate this evaluation process: 5.6.1 Mini Business Plans The planning team recommends that Mini Business Plans (2-3 pages) for each Core Program Area be updated on a yearly basis. These plans should evaluate the Core Program Area based on meeting the outcomes desired for participants, cost recovery, percentage of the market and business controls, cost of service, pricing strategy for the next year, and marketing strategies that are to be implemented. If developed regularly and consistently,they can be effective tools for budget construction and justification processes in addition to marketing and communication tools. 5.6.2 Program Development Et Decision-Matrix When developing program plans and strategies, it is useful to consider all of the Core Program Areas and individual program analysis discussed in this Program Assessment. Lifecycle,Age Segment, Classification, and Cost Recovery Goals should all be tracked, and this information along with the latest demographic trends and community input should be factors that lead to program decision-making. Community input can help staff focus in on specific program areas to develop new opportunities in what group of citizens to target including the best marketing methods to use.This information should be captured and analyzed in a decision-matrix format. 5.6.3 Program Evaluation Cycle (with Lifecycle Stages) Stf M d «i Y Y mmmmmmm Using the Age Segment an De ipmmmmmmmmmmmmin Lifecycle analysis, and other Programvelo Leh' 1 established criteria, program staff RIFGINNIN6 Coll d tic t/ape,.ate j uct regular Slow tono should evaluate programs on an Establish program program ion based on participation growth goals hed criteriaannual basis to determine program mix. If participation Des,ignprogram L7eve,,opprogra�11 roeprograrnlevels are still growing, continue scenarios& operat�ngIbaaslness businesspian lt bgrnwring aaixrponenvs plan knrplem t 'a. par �f�ipatbnn to provide the program. When participation growth is slow to no �1�1�1tmmmmnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnn MaturefSaturated Stages m growth, or competition increases, staff should look at modifying the Look at market potenVat,emerging trends, Terminate,prevent arul roplam YOa now program to re-energize the �prmpngnyprvru g �® anticipated participation,priority rankings.and aYrNo#"IklgjnYN;IB,anl,antipG6polY,pfiU1 customers to participate. When evaivati°nstbMadpfyPr°gram patipaapnprrn� program participation is consistently declining, staff should terminate the program Figure 53: Program Evaluation Cycle with Logic Matrix and replace it with a new program based on the public's priority ranking, in activity areas that are trending, while taking into consideration the anticipated local participation percentage. 66 Needs Assess ini?in t 53 In order to improve program service delivery, it is imperative to examine the use of performance standards. Performance standards can represent many categories including: performance measures, HR practices, marketing and promotion,volunteerism, use of partnerships and sponsorships, and utilization of different pricing tactics. Figure 54 indicates the various performance standards used by LRCPD across its Core Program Areas. Total participants X X X X X X X X X Participant to staff ratio X X X X Program cancellation rate(%describing number of Agency does not track the overa II percentage, programs cancelled due to insufficient numbers) but does track individual cancellations. Customer satisfaction level Customer retention rate MEMO INN v Regularly and consistently update policies&procedures Instructor quality check Lesson plans Program evaluation system Customer service training Basic life safety training(ex.CPR,First Aid) X X X X X X X X X Enhanced life safety training Specialty skill training Marketing training Training on calculating/tracking total cast offecllity operations Training on calculating/tracking cost of service Continuing education The Department has done some diversity Diversity training training in the past. Performance reviews;full-time X X X X X X X X X Performance reviews;part-time X X X X X X X X X Performance reviews;seasonal X Program guides(print) X X X X X X X X X Program guides/online) X X X X X X X X X Website X X X X X X X X X Smart/mobile phone enabled site X X X X X X X X X Apps Flyers and/or brochures X X X X Direct mail X X X X X X X X X Email blasts and/or listsery X X X X X X X X X Public Service Announcements(PSAs) Roodsign marquees Paid advertisements Radio(paid or free) TV(paid or free) X There is a summer camp promo on LexPledia. On-hold pre-programmed phone messages SMS/MMS/Text Message marketing Newsletters(print) X Newsletters(online) X In facility signage Facebook X X X X X X X X X Instogrom X X X X X X X X X Twitter NextDoor YouTube channel slogs/vlogs Webino QR Codes Other Track the number of individual volunteers used annually? X X X X X X X X X Track the number of volunteer hours donated annually? X X X X X X X X X Have aformal/adapted volunteer policy? There is a manual;however,it is outdated. Maintain a list or database of all partner argnizadons7 Have o formal/adapted partnership policy? Require a written ag—rocatfor all partnerships? Identify m,c,oreable outcomes o each partnership? Age segment X This pricing tactic is only used for 60+programs. Family/household status Residency X X X X X X X X X Weekday/weekend Prime/non-prime time Group discounts By location By competition(market rate) This Is something the Department wants to By cost recovery goals move town rds. X X X X X X X X X The Depa rtm nt does have a scholorsh ip By customer's ability to pay program. Figure 54: LRCPD Performance Standard Use 67 t ��g i" Lexington It is recommended that LRCPD add the following performance standards to implement recreation programs and services: • Tracking program cancellation rates (and adhering to stated program minimums and maximums) • Tracking customer retention rates and utilize this information for marketing purposes • Conducting regular instructor quality checks • Implementing additional training as it relates to:working with diverse populations and calculating cost of service • Utilizing Crowdsourcing tools/mechanisms to increase use of qualitative feedback date collection methods • Updating the existing volunteer manual • Formalizing partnership agreements and standards • Considering the addition of dynamic pricing tactics (e.g., by prime/non-prime time, by location, weekday/weekend, etc.). 5.8 IRir�'ogiraiinn Recreation partnerships are a powerful, and in most instances critical, resource to utilize for public recreation service delivery. Currently, there are not formalized partnership policies enforced by LRCPD. As with tracking of volunteer hours, tracking partnerships helps show resource stewardship, influences budget decisions, and articulates to staff how well they are able to leverage resources. In many instances, partnerships are inequitable to the public agency and do not produce reasonable shared benefits between parties. Therefore, it is imperative to have partnership policies that promote fairness and equity. This also helps staff to manage against potential internal and external conflicts. It is recommended that certain partnership principles be adopted by LRCPD for existing and future partnerships to work effectively.These partnership principles are as follows: • All partnerships require a working agreement with measurable outcomes and will be evaluated on a regular basis. This should include reports to the agency on the performance and outcomes of the partnership including an annual review to determine renewal potential. • All partnerships should track costs associated with the partnership investment to demonstrate the shared level of equity. • All partnerships should maintain a culture that focuses on collaborative planning on a regular basis, regular communications,and annual reporting on performance and outcomes to determine renewal potential and opportunities to strengthen the partnership. Additional partnerships can be pursued and developed with other public entities such as neighboring municipalities, colleges, state or federal agencies; nonprofit organizations; as well as with private, for- profit organizations. There are recommended standard policies and practices that will apply to any partnership, and those that are unique specific inter-sector partnerships. 5.8.1 Policy Best Practice for All Partnerships All partnerships developed and maintained by LRCPD should adhere to common policy requirements. These include: 68 • Upon entering into an agreement with another entity, LRCPD staff and political leadership must recognize that they must allow the partner entity to meet their partnership objectives within reasonable parameters that protect the mission, goals and integrity of LRCPD. • Each partner will meet with or report to LRCPD staff on a regular basis to plan and share activity- based costs and equity invested. • Partners will establish measurable outcomes and work through key issues to focus on for the coming year to meet the desired outcomes. • Each partner will focus on meeting a balance of equity agreed to and track investment costs accordingly. • Measurable outcomes will be reviewed quarterly and shared with each partner,with adjustments made as needed. • A working partnership agreement will be developed and monitored together on a quarterly or as- needed basis. • If applicable,the partner organization will provide a working management plan annually that they will follow to ensure the outcomes desired by LRCPD. The management plan can and will be negotiated, if necessary. Monitoring of the management plan will be the responsibility of both partners. The agency must allow the contractor to operate freely in their best interest, as long as the outcomes are achieved and the terms of the partnership agreement are adhered to. • Each partner will assign a liaison to serve each partnership agency for communication and planning purposes. • If conflicts arise between partners, LRCPD-appointed lead,along with the other partner's highest- ranking officer assigned to the agreement, will meet to resolve the issue(s) in a timely manner. Any exchange of money or traded resources will be made based on the terms of the partnership agreement. Each partner will meet with the other partner's respective board or managing representatives annually,to share updates and outcomes of the partnership agreement. 5.8.2 Partnership Opportunities It is important to develop a wide network of recreation program partners. The following is not an exhaustive list of all potential partnerships that can be developed, but can be used as a tool of reference for LRCPD to develop its own priorities in partnership development.The following five areas of focus are recommended: 1. Operational Partners: Other entities and organizations that can support the efforts of LRCPD to maintain facilities and assets, promote amenities and park usage, support site needs, provide programs and events, and/or maintain the integrity of natural/cultural resources through in-kind labor, equipment, or materials. 2. Vendor Partners: Service providers and/or contractors that can gain brand association and notoriety as a preferred vendor or supporter of LRCPD in exchange for reduced rates, services,or some other agreed upon benefit. 3. Service Partners: Nonprofit organizations and/or friends' groups that support the efforts of the agency to provide programs and events, and/or serve specific constituents in the community collaboratively. pros-,"d 69 t �,7g Lexington 4. Co-Branding Partners: Private for-profit organizations that can gain brand association and notoriety as a supporter of LRCPD in exchange for sponsorship or co-branded programs, events, marketing and promotional campaigns, and/or advertising opportunities. 5. Resource Development Partners: A private or nonprofit organization with the primary purpose to leverage private sector resources, grants, other public funding opportunities, and resources from individuals and groups within the community to support the goals and objectives of the agency on mutually agreed strategic initiatives. I iii ineirm°i tair° When examining the parks and recreation service offerings within a given jurisdiction boundary,there will typically be multiple levels of government(local,county, regional,and state) providing services, as well as private businesses and schools. Figure 55 lists different similar providers found within the Town of Lexington and a Core Program Area they most closely align with. lower if Giving school-age children the opportunity compared to 4 Militia Drive,Suite 12 afterschool Lextended Day Non-Profit to play,explore,create,and make friends in Various Locations Lexington,MA 02421 enrichment a health and stimulating environment. Childcare programs at LCC Meadow Breeze 48 Bartlett Avenue Private Cultivating heart,mind,body and soul; higher($455 7 Day Camp Lexington,MA 02420 Christian Academy. per week) Summers Edge 758 Marrett Road Building character and community through higher($699 Day Camp Lexington,MA 02421 Private sports and activities. per week) 8 Munroe Center 1403 Massachusetts Avenue#1 Teaching visual and performing arts higher($399 for Arts Lexington,MA 02420 Non-Profit education classes. per week for 3 half day) 1874 Massachusetts Avenue Mission is to ignite curiosity,engage minds, Cary Library Public Lower(Free) 6 Lexington,MA 02420 and connect community. higher Empow Studios 1776 Massachusetts Avenue Private Empowering kids,giving them the tools to ($299/$400 6 Lexington,MA 02420 navigate the world of STEM. for half/full day) Lexington 146 Maple Street Community Lexington,MA 02420 Public Committed to bring lifelong learning to all. comparable 6 Enrichment&Arts Education 1050 Waltham Street Keys for Kids Private Provides private and group music lessons. higher 7 Lexington,MA 02421 Yamaha School 57 Bedford Street Serves young children through adults with Private higher 7 of Music Lexington,MA 02420 dedicated teachers,parents,and students. Agassiz Village 238 Bedford Street#8 *not a good Non-Profit Preparing youth for life's journey. 9 Camp Lexington,MA 02420 comp info not available Russian School 24 Hartwell Avenue Private Building powerful minds through without 12 of Math Lexington,MA 02421 mathematics. creating an account lower class Hayden 24 Lincoln Street Promote intellectual,social,and physical fees;modest Skill Based Recreation Private 6 Lexington,MA 02421 welfare. membership Centre fees Figure 55:Recreation Similar Providers As shown in Figure 55, there are similar providers identified in all three sectors. Enrichment & Arts has the most similar providers with eight,followed by Childcare with three and skill-based with one. It should be noted that there are many other small, private organizations that offer some sort of physical recreation activities but that is typical of most municipalities across the country. It is important for LRCPD to monitor and edit a comprehensive similar provider list at least annually, if not quarterly. 70 5.9.1 Existing Program Locations Along with maintaining a community inventory that includes similar providers, it is important to examine where LRCPD currently offers recreation programs.This analysis will help identify over-reliance on certain facilities and potential opportunities for programmatic expansion. Figure 56 shows where LRCPD programming occurs. LCC/Grounds of LCC 17 33 6 32 2 13 L116 3 49% Bridge School 1 0.5% Center Recreation Complex 2 6 3 2 1 7% Clarke Middle School 1 0.5% Cotton Farm 1 0.5% Diamond Middle School 2 2 2 3% Estobrook 1 2 5 2 5% Fiske 2 2 1% Gallagher 2 1 2 1 1 i 7 3% Lexington High School 1 3 1 2 7 3% Lexington Skate Park 1 1 0.5% Lincoln Park 1 2 6 i 9 4% Multiple Locations 3 3 1% Muzzey Field 1 5 i 5 2% Old Reservoir 1 1 2 1% Pine Meadows 1 2 i 3 1% Valley 1 i 1 0.5% Virtual 1 21 22 10% Outside of Lexington 3 2 6 3 i 14 7% MOM Notes: Intro Skill Based(1):TBA/TBD Therapeutic Recreation(2):TBA/TBD Figure 56: LRCPD Program Locations Approximately half of all LRCPD programming occurs at the Lexington Community Center (or at least on the grounds). This indicates a large reliance on this facility and its spaces. The location with the second most programs is the Center Recreation Complex. It should also be noted that some facilities exhibit high program utilization(such as hard court surfaces) because they are locations specific to a particular activity (such as tennis). However, in the overall program portfolio,there are not a lot of different programs that are offered at these sites.There are programs offered outside of Lexington as well. Recreation programs would benefit from increased indoor recreation programming space and additional programmatic support amenities/facilities in outdoor park spaces. hW II iuiu�r PI�I� Ifu I lii� ;�„rroi, 'wriui A. r llv))vf J>S�(t fi��4tl��C<fibi(Yt�kOyrruoorHr�tlruu:i�r �� ,,,,,,,. R 1 t �,7g Lexington Chapter 6. Community Needs Analysis A el a l III III iil. sac l,,ni The Needs Assessment takes a community-wide approach to implementation;therefore, some items that are identified as a community need may fall out of the purview of the Lexington Recreation and Community Programs Department. In these instances, the Department may be in a better position to "support" implementation. This approach is taken to highlight how collaboration, partnerships, and collective understanding are required to fully meet community needs.Additionally,this approach is taken because several identified needs span the Department's locus of control. 6.2 nf°°°o iu n, ari newarIII The Select Board organizes a two-year workplan that outlines the Board's overall goals and top priorities. The current priorities are: • Top priorities o Thriving local economy o Create a predictable framework for permitting process o Engage in a community conversation to define what attractive and vibrant would look like for Lexington o Work with businesses and property owners to develop creative and integrated solutions o Livability o Develop effective transportation solutions o Review residential zoning for ways to create new housing opportunities and protect the diversity of existing housing stock • High priorities o Quality infrastructure, amenities and municipal services o Community character o Create and communicate a plan for broadening diversity of Town staff o Town-wide fiscal stewardship o Develop a capital master plan that encompasses all capital items and incorporates the School's Master Plan • Other priorities o Implement the Sustainable Action Plan and getting to Net Zero Emissions Plan 0 2501"celebration o Two-way communication The Select Board uses the priority areas to set baseline performance/customer satisfaction measures. Then,the Board sets improvement targets and expected results.The measure-driven approach allows the Select Board to understand how specific actions influence each priority's achievement. This Needs Assessment's intent is to present measurable recommendations that are directly tied back to the Town's overarching priority framework. This manner will help facilitate alignment between the Department and Town's priorities. 72 Needs Assess inc?in t 6.3 Key ����°�.�����������m�iir°nl�iir°nl� iii�m����a� �������°iii� �iii�.��m ru eas The recommendations tons that wing sections discuss the key developed through the Needs Assessment process. Each recommendation area will be aligned with one or more Select Board priorities and further explained in each section. Recommendations are separated into seven categories: � a 1. Programming 2. Facilities ` 3. Maintenance s 4. Community Marketing 5. System Funding 6. Park Classifications 7. Business Planning 6.3.1 Programming Priorities supported:Engage in a community conversation to define what attractive and vibrant would look like for Lexington; Work with businesses and property owners to develop creative and integrated solutions;Community character;and Town-wide fiscal stewardship. LRCPD's ability to deliver recreation facilities, programs, services, and experiences is directly affected by supply versus demand,community need,and financial capabilities(among others).The MacMillan Matrix, developed by Ian MacMillan of the Wharton School of Business (University of Pennsylvania), was developed mainly for social service agencies and should be used by LRCPD for program planning purposes. The following definitions should be used when using the MacMillan Matrix: • "Competitive Position" refers to: o How much loyalty LRCPD has from client groups or community; o LRCPD's success or failure in securing funding; o LRCPD's ability to advocate for the program; o The quality of work LRCPD does; and o Whether LRCPD has the skills to do the work. • "Alternative Coverage" refers to: o Whether other organizations can do the work instead of LRCPD. • "Program Attractiveness" refers to: o Good funding possibilities; o Attractiveness to volunteers; o Breadth of support from LRCPD constituents or supporters; and o Availability of concrete, measurable wins. pros 73 consuti-a ,7g Lexington The following MacMillan Matrix is completed and recommended to LRCPD based on the previous definitions along with PROS Consulting's understanding of the Department's competitive position. In some instances,there are programs listed that LRCPD does not currently provide but they are included in Figure 57 as a reference point for where they would fall if the Department offered them. ProgramHigh Program Program •• CornVeteAggr,'essively Growkg$ressfuely �, SupirorttYre est Soul of theAgerrmy" Fitness&Wollncss Cultural Performances j competitor Thera peu'tic'Recreatiion' Youtk Sports (Outdoor Recreation j Family or Multrkge Group Senior Programs(SQ+), Adult Sports Outdoor Water Recreations Programs Virtual Programs' Outdoor Prograrxrming in Before and After School ..• . Parks Programs j Social Service Programs UlvestAggressively Build Strength or Get Out DiuestSysfernatically Worl<Colla4oratively N/A Outdoortvents, N/A Enrichment Programs Historical Programs Arts.&Crafts NatureY Programs STEAM Programs', r Aquatic,Programs . Divest Systematicelly �. �Divest Aggressively Programs with Your Pet N/A. • • m s. �ommunit�6ardening Figure 57: The MacMillan Matrix Completed for LRCPD It should be noted that several program areas are placed into positions based on existing infrastructure and/or available program spaces. For example, aquatic programs fall into the "Work Collaboratively" strategy/recommendation because of the required infrastructure it would take to grow the program. However,there is a low level of similar provider coverage for this program area at the time of developing the Needs Assessment. LRCPD should utilize the MacMillan Matrix to determine the appropriate action for each program area. This includes growth and divesture. Additionally, this chart should be cross-referenced with the Priority Investment Ratings to identify an order or operation, or a process for deciding what program areas to address first.The matrix should be reviewed regularly and updated at least annually. The model can also be used to plot individual activities or programs by core program area if desired. AREAS 'TO LEAD First, the Needs Assessment process made clear the community's desire to see expanded outdoor recreation and water recreation opportunities. Given the system's vast conservation land and facilities such as the Old Reservoir, there is an opportunity to increase programming in this area. Second, there is a desire to see more cultural diversity celebrated through programming.This is another area that can be grown/increased. Third, therapeutic recreation, senior programming, and virtual recreation are all considered LRCPD lead functions.These represent the"soul of the agency"and are central program areas. PRt,r I.,/�o AREAS TO ld' (�;. 'Jt r, There are several program areas that make sense to leverage existing or new partnerships. There is a strong school/education system, Human Services Department, and local library presence. These entities would make great partners for before and after school programs; enrichment activities; arts& crafts; and science, technology, engineering, art, and math (STEAM) programs. Working collaboratively and/or supporting the best "competitor" will increase the creative and integrated solutions to addressing community need.Additionally,this will enhance the Department's fiscal stewardship. 74 Needs Assess inc?in t PROGIR,,l AREAS 117� DIVEST Program sunset and divesture is often difficult because of the inherent social nature of delivering recreation programs and services. Activities such as programs with your pet and community gardening should be divested systematically because there are cLi|| niche areas for LRCPD to fill. It should be mentioned again that these program areas do not necessarily constitute existing LRCPD program offerings; rather, they represent the program areas investigated through the Needs Assessment development process and are plotted based upon the findings. PIOZT�V[`s There are several program areas that have varying degrees of interest from community members.These areas are considered "decision points" because LRCPD may be in a "weak" competitive position to implement these programs. Outdoor events, historical programs, and nature programs are high community interests and can align well with the LRCPD mission; however, staff resources are needed to support these areas and therefore, a decision to "build strength or get out" is noted. 6.3.2 Facilities Priorities supported:Engage in a community conversation to define what attractive and vibrant would look like for Lexington; l/vob/8*y; Develop effective transportation solutions; Quality infrastructure, amenities and municipal services; Community character; Town-wide fiscal stewardship;and Develop o capital master plan that encompasses all capital items and incorporates the School's Master Plan' Facilities provide locations for ue|f'direoted, lead er-directed, and cooperative programming experiences. Therefore, it is imperative to align desired community programming with appropriate facilities and amenities. High priority facilities in Lexington relate to: * Trails (paved and unpaved) * Multi-functional indoor recreation space * Greenspace and natural areas w Access to outdoor recreation venues Due to different organizations contributing to Lexington's park system, much like programming, collaboration is necessary to help develop needed community facilities.This is especially true for existing athletic fields as closer partnership with the school system is warranted tn understand scheduling and use.This will help LRCPD anticipate any future potential losses of athletic fields.Additionally,collaboration is paramount for adding new infrastructure into the system. I LS The Department of Land Use, Health and Development comprises various offices and functions such as building, conservation, planning, zoning, economic development, public health, and inspection services. The Planning Office is responsible for coordinating all planning and development-related activities of the Town including land use and comprehensive planning. AvveU'connected trail system will span different locations and parcels of land. LRCPD can help assist with nature and paved trail connections within park properties and how they connect to larger arterial trails. However,a joint effort involving the Department of Public Works, ACROSS Lexington, Bikeway Advisory Committee, various conservation groups, Department of Land Use, Health and Development, and LRCPD is imperative to realize future trail system growth and connectivity. Lexington LND",')OR L l CREA'.1 LON As identified through the public engagement process,along with a level of service analysis, Lexington is in need of more publicly accessible indoor recreation space. Needed indoor space should be multi-functional and include programmable space, meeting rooms, fitness and exercise rooms, walking tracks, and gymnasiums at a minimum. A facility in similar size to the existing Community Center is warranted. Additionally, indoor aquatics was affected in recent years as a result of the loss of a pool at Minuteman Regional High School. Aquatics are provided within and around the community at the J.W. Hayden Recreation Centre, Hanscom Air Force Base, and YMCAs. Development of a new indoor aquatics facility necessitates a financial partnership between the school system and the Town of Lexington if it is to come to fruition. As it currently exists, indoor aquatics is not a core program area of LRCPD as their facilities align more with outdoor aquatics provision. Lexington residents express a high value and importance placed upon the area's conservation lands and open spaces.As identified through the level of service analysis, Lexington boasts an incredible amount of outdoor natural areas and residents want to ensure the protection of open spaces for public use remains a top priority. In order to keep this function strong, it is imperative to adopt land acquisition criteria and protocols so the Town can remain nimble and ready to act when properties become available. Additionally,support from various conservation groups and vested stakeholders will be necessary to keep Lexington's natural areas maintained and publicly accessible. As mentioned in section 6.3.1, LRCPD has an opportunity to expand the outdoor recreation core program area.As a result, there is a need to enhance facilities and amenities to accommodate this move.The Old Reservoir can be seen as a "diamond in the rough" so to speak as it offers a venue that can be elevated into an outdoor recreation venue. The site can then be activated through both leader- and self-directed experiences.Additionally,residents desire to canoe/kayak access.Although this activity may not fall under LRCPD's purview, it does mean that the Department can help facilitate this access via partnerships and potential programmatic trips. d 60' nw�ri?1 �:,.1�/�-5r,ni4ik�..v/co/7rcJUY�9�✓Lrr// Imm'[airc/Nh�%rc .,r�ic/r�✓7N�ir /trrrr➢/1ihp�rrr7r 2'Ga7w ,v. 76 6.3.3 Maintenance Priorities supported:Engage in a community conversation to define what attractive and vibrant would look like for Lexington;Livability;Quality infrastructure, amenities and municipal services;Community character; Town-wide fiscal stewardship; and Develop a capital master plan that encompasses all capital items and incorporates the School's Master Plan. When asking Lexington residents how they would allocate $100 (hypothetically) across competing interests,they prioritized improvements/maintenance of existing parks and recreation facilities above all (Figure 58). Q18. If you were given $100, how would you prioritize (breakout) $100 for Lexington Recreation & Community Programs parks, trails, sports, and recreation? by percentage of respondents w Improvements/maintenance of existing parks&recreation facilities iuumi Acquisition&development of pathways&greenways(walking&biking trails) uuu Development of new facilities Acquisition of newpark land&open space Souroe: ETC Institute(2020) Construction of new sports fields&courts Figure 58:Allocation of$100 Across Competing Interests In order to help prioritize facility maintenance,five key elements are required for the Lexington parks and recreation system: 1. Formalized (written) facility maintenance agreements with other Departments and entities that contribute to the system's operations and maintenance 2. Adopted equipment replacement schedules based on lifecycle and projected use 3. Formalized (written) maintenance standards(level of care) based on park classification,typology, and desired use and quality 4. Creation of a sport field feasibility study that includes the creation of a playability calculator that takes into account demand, maintenance levels, and field quality 5. A continued focus on making ADA improvements throughout the system , pros 77 g Lexington 6.3.4 Community Marketing Priorities supported: Create a predictable framework for permitting process; Engage in a community conversation to define what attractive and vibrant would look like for Lexington;and Livability. The Needs Assessment process involved a lot of public input along the way. As a result, the idea of continuing a community conversation about parks and recreation opportunities within the town came to the surface. In order to facilitate this process, it is recommended to create "the face" for the Lexington Recreation and Community Programs Department.This idea achieves several goals: • Close/narrow the communication and coordination gap between Departments • Assist the Department with implementing marking techniques most desired by residents • Streamline permitting, reservations, and overall facility use coordination • Provide an ongoing and ever-present two-way communication conduit between recreation services and community residents To accomplish these goals, a new position related to partnership engagement and marketing is recommended for LRCPD. A dedicated full-time equivalent (FTE) is the desired state but a shared, hybrid position can be utilized in the interim to move the Department in this direction. 6.3.5 System Funding Priorities supported: Thriving local economy; Work with businesses and property owners to develop creative and integrated solutions; Livability; Quality infrastructure, amenities and municipal services; and Town-wide fiscal stewardship. Financing parks and recreation continues to evolve. Public funds are still largely used to provide programs, services, facilities, and amenities; however, non-reverting funds, cost recovery, and funding source diversification are continuing to grow in both importance and necessity. When asked how important it is to fund parks, trails, and recreation programs and facilities within Lexington, residents overwhelmingly said it is at least equally important(if not more important) compared to other Town services (Figure 59). Q6. Compared to other Town services (such as police, schools, public facilities, public works, planning,etc.), how important is it to fund parks,trails,and recreation programs and facilities? bypnx:+rivtager of repspnvderits Maer Ewothv t"char riot kivevw/ivn parofarray.rur:nr`p om,uumoN�1Np11191R1p„^���)�p!��lp\11�1��V����111� 0 Much nIwv,.nputant om..Mow Irrrpxtant fquralUy n rp.artam Le,,umpcv,wq 111 t'nr k ompwum Source:ETC I nstkute(2020) Figure 59: Funding Support 78 Needs Assess inc?in t To achieve and realize community residents' vision for system funding, new funding mechanisms are recommended: 1. Establishment of a Foundation 2. Establishment of dedicated maintenance funding 1,OT',11,rD!„11IJ..i,,r Foundations serve an important role for public parks and recreation systems. Namely,foundations enable individuals, organizations,and other entities a different channel to see the gap between identified public needs and available public funds. Foundations support park systems through garnering advocacy, generating philanthropic support,and inspiringthe communityto action.Additionally,foundation support can be used for capital campaigns for specific amenities and facilities that would help improve the system. d FU1,1D IN Continuing to acknowledge the different entities that help manage,coordinate,and oversee the Lexington parks and recreation system, it is necessary to identify dedicated funding sources for maintenance. Many systems utilize maintenance endowment funds.A maintenance endowment fund is dedicated exclusively for a park's maintenance,funded by a percentage of user fees from programs, events, and rentals, and is dedicated to protect the asset where the activity is occurring. Alternatively, systems with fee-based facilities and/or parks utilize internal park improvement funds. An internal park improvement fund is a funding source created from a percentage of the overall park admissions to attractions such as sport complexes, golf courses, and special events. Generally, 3-5%of gross revenues are dedicated to the park or recreation facility for existing and future capital improvements. Due to the increasing priority for trails and pathways, it is also recommended to pursue dedicated funding for trail maintenance.Systems across the country utilize utility leases(selling the rights below the ground), adopt-a-trial programs, and land leases along trail corridors (typically retail operations) to help support trail maintenance. rr f r 1, M)))) rnrrl9��iAlmny��»mm�rt�A�iWi NIVirrvi0041—.,,,,;, pros�u�rvM�m ri6vY�r�✓vrry,�i/rvu��,XN,,��iiv��r�Wir�)mRY ,, .,�N1r�,r;, ,,: ,,, Nrf '°"" —, d 9 t �,7g Lexington 6.3.6 Park Classifications Priorities supported: Livability; Quality infrastructure, amenities and municipal services; Community character;and Town-wide fiscal stewardship. As presented in section 4.4, it is recommended to adopt park classifications, or typologies. It is important that each park be programmed, planned, and designed to meet the needs of its service area and classification within the overall park and recreation system. Every park, regardless of type, needs to have an established set of outcomes. Park planners/designers can then design to those outcomes, including associated operational and maintenance costs. Each park classification category serves a specific purpose, and the features and facilities in the park are designed for: • Age segment appeal • Desired length of stay • Service range • Size • Intended site use • Type of support amenities This allows the parks system to be managed offensively and less defensively. Park classifications help to identify where the addition of specific amenities make sense,where to host special events,what features will be available on site, and much more. 6.3.7 Business Planning Priorities supported: Quality infrastructure, amenities and municipal services; Community character; Town-wide fiscal stewardship;and Two-way communication. The Lexington Recreation and Community Programs Department has an opportunity to continue leveraging its business practices to ensure the recreation system aligns with community needs and interests. To do this, a combination of additional key performance indicators (KPIs), a new software system and corresponding metrics, and utilizing mini-business plans by core program area is recommended. A fundamental shift is required to track revenues and expenses by core program area. This process can be achieved through the adoption of the classification of services approach and ensuring the impending recreation software system is set-up to track by assigned core program areas.This will help support LRCPD's cost recovery goals. Mini-business plans are helpful to use by core program area because they ensure a program, or service/experience, driven approach is taken to recreation planning. Essentially, mini-business plans consist of many different areas as described below and in Figures 60-62 on the following pages. • Program development(budget creation) • Classification • Market competition • Marketing strategies • Sponsorship/partnership opportunities • Overall program goals/objectives • Evaluation results (summative and formative) 80 Needs Assess inn(?in t Core Program Area/individual Program: Program Development Staff Hourly Rate Number of Staff Number of Hours Payroll Amount Benefits Total Payroll: I Total Payroll Total Purchases/Supplies Total: tmqr-3� Donations Grant Money 7 Total: Program Classification Classification: Essential Important Value-Added ------------------------------------------------------------------------------------------------------------—7 Market Competition Competitiveness: High Medium Low Growth Potential: High Medium Low Figure 60: Mini-Business Plan Part I pros'-" 81 consuti-�,7g Lexington Marketing&Promotion Methods MethodsMarketing Date Development • • • 1 1 • Sponsorship/Partnership Sponsorships:Potential Partnerships: Monetary Volunteers Partner Skill Location/Space Potential Figure 61:Mini-Business Plan Part 11 82 Needs Assess inc?in t Program Evaluation .- ----------------------------- .• implemented: Age Segment: Primary Secondary Preschool(5&Under) Elementary(6-12) Teens(13-17) Adult(18+) _________________ _______________ Senior(55+) All Ages Programs IntroductionLifecycle • . Decline Priority Ranking: High Medium Low Program Financials . 1M RI ME Figure 62: Mini-Business Plan Part W pros'., d 83 consuti-�,,7g Lexington Chapter 7. Appendix 84 AGENDA ITEM SUMMARY LEXINGTON SELECT BOARD MEETING AGENDA ITEM TITLE: Review Changes to Water and Sewer Abatement Board (WSAB) Policies and Procedures PRESENTER: ITEM NUMBER: Dave Pinsonneault, Director of Public Works 1.5 SUMMARY: Attached please find proposed changes to the Water and Sewer Abatement Board policies and application form. Dave Pinsonneauh will present to the Select Board. Attached is also a redlined version showing the proposed changes. SUGGESTED MOTION: Move to approve the amendments to the Water and Sewer Abatement Policies as attached. FOLLOW-UP: DATE AND APPROXIMATE TIME ON AGENDA: 9/21/2020 8:20pm ATTACHMENTS: Description Type D 1VSAB Pori uu s `melco fkruird Wr,nOn (Aver Merl Wr;lbB Appficafion(9„21..2%) Rackuji Mdntefina lec^dhne Cover C erum) Town of Lexington Water and Sewer Abatement Board (WSAB) Policies and Procedures Water/Sewer Usage Charges (As adopted by the WSAB on August 24,2020-approved bySe%t Board on MM/DD/YYYY) I. Introduction The Water and Sewer Abatement Board (WSAB) has three members serving staggered three year terms appointed by the Select Board. The duties of the Board include, but are not limited to, the receipt of applications from ratepayers for abatement or adjustment of water/sewer charges due to disputes, leaks or errors; and, the establishment of policies and procedures to guide the Board in the determination of the amount of any adjustment or abatement of charges. Such determinations are recommendations that must be submitted to the Select Board for final approval. Policies, procedures and guidelines developed by the WSAB shall be effective upon approval by the Select Board. The Assistant Town Manager for Finance or his or her designee shall serve as staff to the WSAB. This document contains the Policies and Procedures of the Water and Sewer Abatement Board. This document and the policies and procedures herein were approved by the Select Board on This process only applies to our semi-annual bills. The town is moving forward with an AMR project that will allow for quarterly billing. Changes to these policies and procedures will be made as the AMR project develops. Backciround The Water and Sewer Division (WSD) is a division of the Department of Public Works (DPW) under the Director of Public Works. The operations of the WSD are managed by the Superintendent of Water and Sewer, and the billing is managed by the Utility Enterprise Business Manager under the Assistant Town Manager for Finance. Water that is purchased by customers in Lexington from the WSD enters the served facility through a meter, usually inside a building, that records the usage in hundreds of cubic feet (hcf), which is an amount equal to 748 gallons. The WSD reads the meter in the spring and the fall. Many meters are equipped with a remote readout which can be accessed from outside the building; others require the WSD to enter the building to make the reading. The WSD sends out bills in the fall and spring. The town is divided into three sections (called cycles) for meter reading and billing purposes. The reading and billing process takes place for one cycle at a time, and takes several weeks for each cycle. The water rates are set by the Select Board annually and are constructed in so-called blocks or tiers, defined by successively higher usages within the billing period. Water used in the first tier is charged at a lower rate per hcf than water used in successive tiers. If the customer uses town sewer for wastewater disposal then the semiannual bills include a sewer charge in addition to a water charge. The sewer charge is 1 based on the water usage recorded by the water meter. This method of charging for sewer assumes that all water that enters the building is disposed of into the sewer. Many customers use irrigation systems for landscaping, and they may request that the WSD install a second meter, at their own expense, to record the usage of irrigation water. Since irrigation water does not enter the sewer there is no sewer charge associated with this usage. Irrigation water is charged at a flat rate (i.e., not by block or tier rates). The irrigation charge appears on a separate water bill, and is maintained in a separate account in the billing system. III. Overview of Abatement Board Guidelines As stated in the Introduction, the Water and Sewer Abatement Board (WSAB) may recommend abatements and adjustments on the basis of: • leaks • onetime only abatements for irrigation on a domestic meter • swapped meters • over/underestimated bills o Applicable for current bill only, no application is required. Customer must call to request a re-read of their meter In every case the WSAB will apply the facts to the guidelines to arrive at a determination. IV. Abatement Process Any customer that does not agree with the usage or monetary charges on a bill may file for an abatement or adjustment. Applications for abatement of water and sewer charges can be obtained at the town's website http://Iexingtonma.gov (click departments, then Water and Sewer, then Water & Sewer Charge Abatements), or by contacting: Utility Enterprise Business Manager Samuel Hadley Public Services Building 201 Bedford Street Lexington, MA 02420 781-274-8370 A. Application - The application must be filled out completely. An application will not be considered unless all prior bills on the account are paid and a payment is made on the bill in dispute in an amount equal to or greater than the bill issued for the same period (i.e., spring or fall) in the prior year. If an applicant does not have a prior billing history, the Town will determine an amount based on the number of occupants in the home during the period in dispute and industry averages of usage per occupant; this amount which must be paid prior to the application being considered cannot be challenged by the applicant, but may be adjusted or abated after the application is considered. - An application for abatement will be rejected as incomplete if the application form's "REASON(S) FOR WHICH AN ABATEMENT IS 2 REQUESTED" is not filled out in enough detail for the WSD and the WSAB to understand the basis for the request. An application will be recommended against if the WSAB finds that it does not meet the guidelines for abatements. - The deadline for submittal of an application for abatement is 30 days after the issuance date of the bill in dispute. The Water and Sewer Abatement Board will review applications, assisted by the Director of Public Works, Superintendent of Water and Sewer, Assistant Town Manager for Finance, and Utility Enterprise Business Manager. The WSAB will meet approximately monthly at 201 Bedford Street. The meetings of the WSAB are subject to the Open Meeting Law of the Commonwealth of Massachusetts. B. Board Decisions - After hearing all the relevant facts provided by the Town staff, the WSAB will make recommendations by majority vote for submittal to the Select Board for final approval. It is estimated it will take approximately 12 weeks for an application to be reviewed by the Abatement Board and approved by the Select Board, depending on the meeting schedule of both Boards. Prior to the WSAB submitting its determination to the Select Board, applicants will be notified in writing of the determination of the WSAB. Applicants may exercise their right to appear at the next meeting of the WSAB if they disagree with the board's decision. An applicant must inform the Utility Enterprise Business Manager of his/her wish to appear before the WSAB within 14 days of the date of the written notification of the WSAB's determination. The appearance is an opportunity for the customer to receive an explanation of the WSAB's determination, or to present his/her case for the WSAB to modify its recommendation. The WSAB may consult with the Town staff during this meeting. The recommendation coming out of the meeting will be submitted to the Select Board for final approval. C. Waiver of Interest - As a general rule, the recommendation of the WSAB to the Select Board on an application for abatement shall include an implied recommendation to waive accrued interest from the due date of the contested bill until 30 calendar days after the date of written notification to applicant of the Select Board's action. Such rule does not preclude the WSAB from recommending in any particular case that interest shall not be waived, but such recommendation must be stated explicitly. V. Meetings WSAB meetings are subject to the state's Open Meeting Law, and may be attended by the public. The WSAB may accept oral or written input from the applicant or other town residents during the initial meeting of the Board and at subsequent meetings on the application. The Utility Enterprise Business Manager 3 is responsible for producing agendas, posting meetings and preparing minutes for approval by the board in accordance with Open Meeting Laws. VI. General Discussion The WSAB will make decisions based on the guidelines herein, as they may be updated from time to time. Each application will be considered on its own set of facts as applied to the guidelines. In so far as an application has similarities to previous applications, the WSAB will attempt to make a recommendation that is consistent with past decisions. Thus, the WSAB's interpretation of the guidelines with respect to the current application may be informed by the decisions made in past applications, as such decisions are recorded on the second page of the application forms, or in other records of the WSAB. A. Leaks - Applicants often seek abatements for leaks. The WSAB considers that customers should exercise regular due diligence to detect leaks. Promptly detected and repaired minor leaks will usually not even result in sufficient charges to prompt the customer to apply for abatement. - Small long term leaks can result in significant usage and charges. The WSAB will hold the customer responsible for that usage, but may charge for the lost water at a wholesale rate that recovers the town's cost to provide the water, if evidence that the leak has been repaired in a timely manner is presented (such as a plumber's bill, or parts invoice and a signed statement that the customer made the repair). This also applies to leaks in irrigation systems - The WSAB will determine the usage attributed to the leak, and in order to do so might require the applicant to describe the history of the number of occupants and the types of water usage activities that were engaged in during the period for which the abatement is sought. For example, there might have been an extended period of house guests, or a swimming pool might have been filled one or more times, or a new lawn might have been installed. - Leak adjustments will be determined by the following formula; a usage b ing contested HCF 200 b average usage from same billing cycle three ears'worth 40 c excess usage 160 d total billed at water and sewer tiered rates 40 e total billed at water and sewer wholesale rates 160 f total billed usage 200 - Sewer charges will not be assessed if the WSAB determines that the leaked water did not enter the sewer. B. Billing Errors - Charges made by error, such as incorrect readings, computational mistakes, overestimates, etc, will be abated to the corrected amounts. - In the case of estimated billings, the WSD will make attempts to alert the customer via notes on bills and mailed letters. It is the responsibility of the 4 customer to contact WSD to schedule a meter change or repair to ensure accurate billing. C. Irrigation on Domestic Meter Usage Abatements for the use of domestic meters to irrigate lawns shall be granted on the following basis: 1. Upon inspection of the property by water department staff, there is visible evidence of a new lawn, or the owner provides invoices that clearly demonstrate that a new lawn was installed. 2. That the relief is for one billing period only and that no additional relief shall be provided for future bills if domestic water is used to irrigate lawns. 3. That the formula for calculating relief shall be on the following basis: a usage being contested HCF 150 b average usage from same billing cycle three ears' worth 30 c excess usage 120 d 30% of excess usage 40 e d+b total domestic usage to be billed for water and sewer 70 f 70% of excess usage to be billed at irrigation rate only 80 total billed usage 150 D. Water and Sewer Department Programs and Other Adjustments - The Water and Sewer Department has special programs for freeze prevention and temporary waterlines for scheduled or unscheduled maintenance for which the Department adjusts utility billing. These programs are designed for construction sites in Lexington that involve teardowns, removal of existing meters and temporary provisions for water usage, etc. Properties with leaks due to negligence such as; non- winterized vacant properties, poorly insulated pipes, meter tampering, etc. will not be granted any abatement. VII. Discussion of Disputes and Guidelines The WSAB cannot foresee all the possible kinds of issues that might arise between the town and the customer. Guidelines will be developed as such cases arise. Disputes might arise regarding timeliness and correctness of notifications of changes of ownership, or service shutoff. Questions might arise over whether the customer is connected to the town sewer. In such cases the WSAB will weigh the conflicting evidence and serve as fact finder, subject to the approval of the Select Board. The abatement, if any, will be in accordance with such determinations. 5 Town of Lexington Department of Public Works u5 MOP Water/Sewer Division 1775 Samuel Hadley Public Services Building a N a 201 Bedford Street ae Lexington, MA 02420 3 APRIL 19"' �FNi NGSO� APPLICATION FOR ABATEMENT Dear Lexington Water and Sewer Customer, You reserve the right to dispute your utility bill. Applications must be submitted within 30 days of the bill you are disputing and your account cannot have any outstanding balances after submittal. You must also make a "good faith payment" on the bill you are disputing BEFORE you turn in your application. This payment must be equivalent to your prior bill from the same cycle, ie. if you are disputing your spring bill, the payment should be the same as your last spring bill. An application will not be considered unless these criteria are met. The more information, details, photos, etc. you can provide us in regards to your dispute, the better. You must provide a background to why your bill was higher than normal, simply thinking the bill is too high is not a valid reason for an abatement. A leak abatement will not be approved without receipts or plumber's invoices proving you have fixed the problem. Please keep in mind that the Lexington Water and Sewer Department (LWSD) is not responsible for notifying our customers for having multiple estimated bills or abnormally high usage bills. It is the responsibility of the homeowner to properly maintain plumbing and pipes to avoid high usage leaks and pipe bursts. You can avoid SOME of these issues by contacting the water and sewer department to have water shut off at the street at vacant properties especially during the winter months. Property owners are also responsible for contacting the LWSD if they are not receiving their utility bills. The bill dispute process can take 8-12 weeks. All disputes will be reviewed by the Water and Sewer Abatement Board (WSAB). You will be notified of their decision via mail and you will have 14 days to appeal the decision. After the 14 day period, all requests will be sent to the Select Board for final approval. Once final approval is given, you will be notified via mail your account balance and will be given 30 days to pay it off until interest begins to accrue. Even if your dispute is denied, your interest will be waived and you will still be given 30 days to pay your bill. Sometimes applications will be tabled for another meeting where the WSAB will request more information. In the event this happens to you, you will be contacted via e-mail or telephone and your application will be discussed at the next meeting. Should you have any further questions, please contact the Lexington Water and Sewer Utility Billing Manager at 781 274 8370 or vwalshp_lexingtonma.gov. To make a payment on your utility account and to inquire about account balances, please contact the town collector's office at 781 698 4600. Thank you. **PLEASE KEEP THIS LETTER FOR YOUR RECORDS AND UNDERSTANDING OF OUR POLICIES Town of Lexington Department of Public Works u5 Mop Water/Sewer Division 1775 Samuel Hadley Public Services Building a N LL 201 Bedford Street a Lexington, MA 02420 ; F z 1 N Ci"��� APPLICATION FOR ABATEMENT APPLICANT INFORMATION NAM E(S): MAILING ADDRESS: TELEPHONE: E-MAIL: SERVICE LOCATION INFORMATION ACCOUNT#: ADDRESS: DISPUTED BILL INFORMATION BILL#: BILL DATE: AMOUNT: REASON(S) FOR WHICH ABATEMENT IS REQUESTED: (please attach any supporting documentation) PLEASE CAREFULLY READ AND CHECK OFF THAT YOU ACKNOWLEDGE THE FOLLOWING I UNDERSTAND THAT THIS APPLICATION MUST BE TURNED IN WITHIN 30 DAYS OF THE BILL ISSUANCE DATE OF MY BILL IN DISPUTE OR MY APPLICATION WILL BE DENIED I UNDERSTAND THAT A GOOD FAITH PAYMENT EQUALLING THE SAME AMOUNT AS MY PRIOR BILL FROM THE CURRENT CYCLE MUST BE MADE ON THE BILL IN DISPUTE BEFORE I TURN IN THIS APPLICATION OR MY APPLICATION WILL BE DENIED I UNDERSTAND THAT THERE CANNOT BE ANY OUTSTANDING BALANCES PRIOR TO MY BILL IN DISPUTE ON MY UTILITY ACCOUNT BEFORE I TURN IN THIS APPLICATION OR MY APPLICATION WILL BE DENIED I UNDERSTAND THAT IF THE FINDINGS OF THE WSAB DETERMINE MY PIPES/PLUMBING/METER EQUIPMENT WERE NOT PROPERLY MAINTAINED MY APPLICATION WILL BE DENIED I UNDERSTAND THAT IF I HAD A LEAK, I MUST PROVIDE A COPY OF A RECEIPT/PLUMBER'S INVOICE SHOWING THAT I HAVE FIXED THE ISSUE OR MY APPLICATION WILL BE DENIED SIGN: DATE: FOR OFFICE USE ONLY DATE SUBMITTED: ///WITHIN 30 DAYS?Q YES Q NO///PAYMENT AMT: INITIAL: WSAB MEETING DATE: Town of Lexington Water and Sewer Abatement Board (WSAB) Policies and Procedures Water/Sewer Usage Charges (As adopted by the WSAB on August.�....�2�afa 6L fe t,t5o m... € ..::::::.a r rrca and nmxfified en 8015YO4 for re hew&y,...k� 1., Introduction The Water and Sewer Abatement Board (WSAB) has three members serving staggered three year terms appointed by the Board of Selectmen. The duties of the Board include, but are not limited to, the receipt of applications from ratepayers for abatement or adjustment of water/sewer charges due to disputes, leaks or errors; and, the establishment of policies and procedures to guide the Board in the determination of the amount of any adjustment or abatement of charges. Such determinations are recommendations that must be submitted to the Board of Selectmen for final approval. Policies, procedures and guidelines developed by the WSAB shall be effective upon approval by the Board of Selectmen. The Assistant Town Manager for Finance or his or her designee shall serve as staff to the WSAB. ............................................................................................................................................................................................................................................................................................................................................................................................. This document contains the Policies and Procedures of the Water and Sewer Abatement Board. This document and the policies and procedures herein were approved by the Board of Selectmen on-:::::::::::::::::::::::::::::::::::::::::: 111nits :u°ocess ou Il a° hies to ouui seu�nli,,,,aui.ii°i.uall IbIi.IIIs, ..1[1I3.e towi] lis iMovlI[]. fou°-wau°d ...................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................... ............................................................. y IMP wli I ou] II If po e.ct a.lWI I w foit i iu. g, aa eI � . o .y......L.. .. ot.hes. ... ................ .................. ......... Q11.J.lies and procedures wlHH ILe irnade as tlhe II'�If �uo'ect devello:as, ............................................................................................................................................................................................................................................................................................................................................................11....................q...........................................................................11.................. Background, The Water and Sewer Division (WSD) is a division of the Department of Public Works (DPW) under the Director of Public Works. The operations of the WSD are managed by the Superintendent of Water and Sewer, and the billing is managed by the Utility Enterprise Business Manager under the Assistant Town Manager for Finance. Water that is purchased by customers in Lexington from the WSD enters the served facility through a meter, usually inside a building, that records the usage in hundreds of cubic feet (hcf), which is an amount equal to 748 gallons. The WSD reads the meter in the spring and the fall. Many meters are equipped with a remote readout which can be accessed from outside the building; others require the WSD to enter the building to make the reading. The WSD sends out bills in the fall and spring. The town is divided into three sections (called cycles) 4- for meter reading and billing purposes. The reading and billing process takes place for one cycle at a time, and takes several weeks for each cycle. The water rates are set by the Board of Selectmen annually and are constructed in so-called blocks or tiers, defined by successively higher usages within the billing period. Water used in the first tier is charged at a lower rate per hcf than water used in successive tiers. If the customer uses town sewer for wastewater disposal then the semiannual bills include a sewer charge in addition to a water charge. The sewer charge is based on the water usage recorded by the water meter. This method of charging for sewer assumes that all water that enters the building is disposed of into the sewer. Many customers use irrigation systems for landscaping, and they may request that the WSD install a second meter, at their own expense, to record the usage of irrigation water. Since irrigation water does not enter the sewer there is no sewer charge associated with this usage. Irrigation water is charged at a flat rate (i.e., not by block or tier rates). The irrigation charge appears on a separate water bill, and is maintained in a separate account in the billing system. v irvliiie o..f .11:2pteii-!]eii]t I111.3 o a ir.d G!uuliidlelllllii in. es As stated in the Introductions the Water and Sewer Abatement Boar WSABI mj: i°ecoun. ii.nei°nd albatemeni.s arnd adlustun"nerni.s orn t.11-ne Ibaslis of: leeks onetime onl�aatements for irrigation on a domestic meter .................swa . ..p..p ......11 . : lr s. .................. .......1b i.11.11. u A Ilical°�le for current Mill Oral rno a llicadon lIs re ulired, "nustomei�° .... ....................................................................................................................................................................................y........................................p.. ........................................................................................q..................................................................................................................... 1r:n..u.: :t...... .11I I.......: .....ir . . e t..... ......lr :::°.ilea ...... :f....:tlh6i.p'...imeter In every case the WSAB will aogly the facts to the guidelines to arrive at a determination. �][.Y, Abatement Process Any customer that does not agree with the usage or monetary charges on a bill may file for an abatement or adjustment. Applications for abatement of water and sewer charges can be obtained at the town's website tlp./J1e- . qit I .: .Ip. .II_ c.liai ..g: <:pai ai . ..,,,.c�ov (click departments, then Water and Sewer, then Water & Sewer Charge Abatements), or by contacting: Utility Enterprise Business Manager Samuel Hadley Public Services Building 201 Bedford Street Lexington, MA 02420 781-274-8370 .,,,.....A lication ::°......The a ligation must filled gut��m leel ® Ana li�aian will nQ . considered unless all prior bills on the account are laid and a lament is rrtede on the bill in dispute in an amount eoual to or greater than the bill i n� fc�r the same eri i®ems rin r fall in the ricer mar® If an licant does not have a prior billing history, the Town will determine an amount based on the number of occupants in the home during the period in dispute and in ustr averages of usage er occur:)ant- this amount | 4 B to understand the basis for the request. An application will e recommended against if the SAB finds that it does not eet the guidelines for abatements® The deadline for submittal of an application for abatement is 30 days after the issuance date of the bill in dispute :Llhe eui-- imef has-arf exetise tlhat isfeucrud V-04 by the The Water and Sewer Abatement Board will review applications, assisted by the Director of Public Works, Superintendent of Water and Sewer, Assistant Town Manager for Finance, and Utility Enterprise Business Manager. The WSAB will meet approximately monthly at 201 Bedford Street. The meetings of the WSAB are subject to the Open Meeting Law of the Commonwealth of Massachusetts. B, IBoaird [)ed&loris ............................................................................................................................................ After hearing all the relevant facts provided by the Town staff, the WSAB will make recommendations by majority vote for submittal to the Board of Selectmen for final approval. It is estimated it will take approximately 12 weeks for an application to be reviewed by the Abatement Board and approved by the Board of Selectmen, depending on the meeting schedule of both Boards. Prior to the WSAB submitting its determination to the Board of Selectmen, applicants will be notified in writing of the determination of the WSAB. Applicants may exercise their right to appear at the next meeting of the WSAB if they disagree with ,deterfr4iqiA. t1'-1e boaIrd"S' ................................................................................ d. e..c.J sJ gii'] An applicant must inform the Fewfw..LJ1JHtY !:::::�.n.ter iijise 13luisiness .................................... :............... P........................................................................................... of his/her wish to appear before the WSAB within 1:5 bttss mess ll- days of the date of the written notification of the WSAB's determination. The appearance is an opportunity for the customer to receive an explanation of the WSAB's determination, or to present his/her case for the WSAB to modify its recommendation. The WSAB may consult with the Town staff during this meeting. The recommendation coming out of the meeting will be submitted to the Board of Selectmen for final approval. C GveeAewWaiver of Albi4eFnent linterest ................................................................................................................................................................ .................................................................Asa990.9. 1 [QTulleth e i,'...e q.o.!"n.1.'.n. e.Jr.)d a t!o.13 of t1i e WSAJI:.3.............to L11 Ie Board................ Gut&,kne5 .................................................................. Q f Sell e c L.cr)e Frhat recpima efld abate�re a*stmerats on the baw. i efla. **=4eeks EYNX9 ................. E"FFMS ....................................... F-ffE)FS 1�9h61 btft afe F�Ot iueage estimate97 ��"efFect Fffete,,,iF Fe-ad#qs7 boo-kkeq.*Rg ff4sLak,'-��; OF ceifflf,.)utcatief�,4 FRiStak'RS., ENaNtff.-I 961putes ine6dej t-)ut arer nfA krnite,#:kaj en the4rnell inessj sufkiienetj ar-id ceiFii=etriesr -faurcemrffeae iia Eynd etha,-4amsacbens betwn tbe WFYF.)-and the ala fegard!ng varibtt&fniattr-,Fs, AF@an... application for abatement w4 be Fejected _ e if:th.e. . .kattoH faiTWa 2REASGI S) FOR WII....4CIII.....WA III A I F......M.ElPf"I � Wfitten ne4k,atk)n-of fe-feetienri R-e%ai9iffieiiEkA. Jf)F�taqa+Rctj oFshakn e�kl dlud .aIi i I.m1p[led recommendation fiq favef M be sent tethe apoReafit; V:the ,�ppka-nt dIsEH �Sc U in 'Ree Ig Ti�ees-vvkl::� :Lll::-ie detefirninatien7 he/she ffhT.-f ajppe�aii� at a st� q e :t F , t�� ef *�W&A&iif they W:ernFr�the,Utft Si4e.,FjjpOise Bu§!ness Manag.er eftlheiir Elesirete s&apIlaear witI194i I bbi4igesa days�aftheto waive accrued interest ficam t1be due date of the cointested W1111 wintill 30 calleindair da s afteir the ............................................................................................. ................................................................................................................................................................................................................................................y d. a te. o f written notification to alp.p.]JIgant of the S61ectrnen's action Such rule does not oreclude the WSA B from recommend nc in any particular-case that interest shall not be waived but such recommendation must be gahed—ex- licitly® eftlhe terrn-Ratieft. A +caFAfr thiat a��--'-aF at Such-a fneeting she414 6-e pfepafed-te�jx��' addAieea4 faets-t�..I Weuw. aug 'Flt t�=re ka-t an4 wafl6tefid aecefn-j��'., by bfk.-.,,F hendwmReFr ef typed-sut ar4 el4ene4eg°es ef th e. faets-;� 6 WSAB meetings are subject to the state's Open Meeting Law, and may be attended by the public. The WSAB may accept oral or written input from the applicant or other town residents during the initial meeting of the Board and at subsequent meetings on the application. The Utility Enterprise Business Manager 3 is responsible for producing agendas, posting meetings and preparing minutes for approval by the board in accordance with Open Meeting Laws. General Discussion The WSAB will make decisions based on the guidelines herein, as they may be updated from time to time. Each application will be considered on its own set of facts as applied to the guidelines. In so far as an application has similarities to previous applications, the WSAB will attempt to make a recommendation that is consistent with past decisions. Thus, the WSAB's interpretation of the guidelines with respect to the current application may be informed by the decisions made in past applications, as such decisions are recorded on the second page of the application forms, or in other records of the WSAB. A, II.....ealks ................................................................ :::::....Applicants often seek abatements for leaks. The WSAB considers that customers should exercise regular due diligence to detect leaks. Promptly detected and repaired minor leaks will usually not even result in sufficient charges to prompt the customer to apply for abatement. ......_Small long term leaks can result in significant usage and charges. The WSAB will hold the customer responsible for that usage, but may charge for the lost water at a wholesale rate that recovers the town's cost to provide the water, if evidence that the leak has been repaired in a timely manner is presented (such as a plumber's bill, or parts invoice and a signed statement that the customer made the repair). This also applies to leaks in irrigation systems, ::::.....The WSAB will determine the usage attributed to the leak, and in order to do so might require the applicant to describe the history of the number of occupants and the types of water usage activities that were engaged in during the period for which the abatement is sought. For example, there might have been an extended period of house guests, or a swimming pool might have been filled one or more times, or a new lawn might have been installed. 1.....eall� ad �usti nents wlillll Ilse deteirrnilned Ib the folllllowliir� i"ormulla° .......j..........................................................................................................................................................................................................................y.........................................................................................g.............................................................. I,) aveirage usage firoirn sere Ibilllllirng g yde (three years"worth.), 40 �x�gSS U.Sag 1 total Ibilled at w ateir and sew eir nliered hates 40 dcat..11 Ibilled at w ateir and s wn eir wholesale irate .160 f I total �lillllEwd L..sa oo ::::...................Sewer charges will not be assessed if the WSAB determines that the leaked water did not enter the sewer. Discussief:�ef F.iFii�ar ........................................................................................................................... 5. .., 13fl.I.J.rig E.E.Eg[a .................................. Charges made by error, such as incorrect readings, computational mistakes, overestimates, etc, will be abated to the corrected amounts. .......................In the case of estimated billings, the WSD will make attempts to alert the . customer via notes on bills and mailed letters. It is the responsibility of the cu�fne" Le-cai4a4 WS9 te-schedtft---, a-FneteiF f IhaFige t&ensufe.. aeE'uirate b4l�riE ff Ilt is Rece%' -afy far:..... s"' ..:to..... lfnate fEw sevefal years-aii�l atmte,mlent feir redi4iObubleff ef eveires'lifnates-M11 fynly Invellve the rnesL recent bNrrae yeail=57.. lf� hewevcf�7 aii aceetint haxs beeir� Undef 1AIE-.4fef seveiF4 yea��,due te�W&I.) e�l Fer7 WSAB iinay arily elhafgefaF afte YL-laf; Aba+-�eme-itts4eiiie use eF dw-ne-stic imAeirs-to Wiriliq g:::::1a-wfvP .................................................................................................................................................................................................................................................................................................................................................................................. ............................................... -9 custon'ueir to contact WSI) to sdhedUe a meteor dl`�airlgla Qj!.....1- lir to ensure ................................................................................................................................................................................................................................................................................................................................................................................. P ..... .....a................................................................................... w.1--a Le I.D.J.]IJI'IJD.g,:' Drijig e a ........................�a t!o..J] o r.). I':.)o.lm e s tJ c Met �r Us ._qQ ................ ......... ........................................ Abatements for the use of domestic meters to irrigate lawns shall be granted on the following basis: 1. Upon inspection of the property by water department staff, there is visible evidence of a new lawn, or the owner provides invoices that clearly demonstrate that a new lawn was installed. 2. That the relief is for one billing period only and that no additional relief shall be provided for future bills if domestic water is used to irrigate lawns. 3. That the formula for calculating relief shall be on the following basis: e- As a genefal Fate. .............fef the puii=pese ef deteiff4*ig nefirnz4' dai..ne4k use aig avefage ut•dge shdllte eak-ullatedffeffi- eaeh ef the pfief '3-yea-r�s fef�die sarne [a4hing pef4e&&s the ene 1eF Miich aii ab4ement applifa-ben has bee ft subm ;ar exafnOIc-i 9 4:ie EYM be g-eenterite.d is-k&rft the SpfkIg-j 2GI7j ffie aveirage§ha#be tkysed-enthe ILA15:frem the..... ...s �fiq 201.6i spH ng-2GIS and Sf)Oifig 2&14;;; An a-vefaige Pffay be cOffTMtC-4 OR SeffFe"fYtl f baws-4 the, B<k-H-4 deterfni-nes th-a cifettffistaficea Fef�deFtlht-geriefiM Rile �tip*ablfe;............ff-6E"K a ease7 tl e lBoaFd sl.. i.... y iH-ifAhef basi�s t�at wA yield-a-Fea-seiFvable ef deffiestic lase Fer the apj:Aw,,aiik°a aceeuf4;;; Fef the W1 bei�lg eente-A(4��sl�aW The asstffne6that Lh e defff,�stk-- usage, f%- tlh* is, ti. � e de4ve4 fFoFn-:tl�ca4cdatieffdesciri-bed a-have.. F" f.K-,reent ef 4,-ie bisage °n exceas-ef#-ie deOlve,4 demestie usage s-ha#be deffiest�e usage; :::F:he sufff ef the defived defriestie usaEje and-the-suptilleffe.nital deffi' est�c usa�- qha�be-eer6ide--Fed tekd deir-rme,4�c age agzw�s ....Miiieh �.:.iha-III [-e applied-the wateiF arid-sew e.f ra�e&I F"i affeet atthe blme the centested 1134 was qued-. Fef4l-we W1 Ia6ng carAesitedj �G peiFeent ef 4-te t�.i. in excess ffie de-iHvE4 41dI be7cens�deired wateit that k�fiq d-ffie h.)iwi; Th4s,u5ag e, shaW be, E,,ha- SeR.-I y at-4-ve inriga L ien-rat+-,kq-affed. at.t+we tfff te #N e ceFAested b4l-wcri �Ysue4. Belo aff exampke-,ef th e- Fnetliedelagy 4 4-0 i (a) Usage being contested (H F) 150 (b) Derived domestic usage: average from the prior 3 years 46 ( c) Excess Usage 105 (d) 30% of excess usage 31.5 (e) [(I+I)] total domestic usage to be billed for water and sewer 76.6 (f) 70% of excess usage to be billed at irrigation rate only 73.5 (g) total billed usage 150 III l b ���uir „ ��„ i eiii,,,,,F 4i--ui ui m, , „ ,, ,,,,,,,,,,,,,,, ; .., ui att Ift the case-w�he�e kwesti f an i : ::....::. .� ., a•..: .......:i.s....:tii c�d.�a rmnurn��w��ra....:tll�.�,. :�:.... .ii��......iirii�.... .. �.��� we -... .:iii� tll.. :.... &..a.....dii°iV ... nete.r .. .r the.....lk-4l-wirn .::. -.. . ti ... -..tI .. e......i .....e a ..:..............The i s n:::.....,. a. ....... .......• -: e ... .ui.....the. .... 0 ..in... u ::::... :. . .a ...:.. .r. deLeFrnift ....n. .....1 ,. ... „ ..:. e .. Fn�t, ; „.FMn.....„, . „r te6i........ ..... air -xij....: ...tl. e.. N......Ibekqg.....contested-is-fr . III... 2 a the average ... bk. fFOfn4IhL-sff. 1 g .rn......average.....rn . ......ILw,f..ernputed... n.... aiw., c l;�ll:.�. r.....basis4Ilan. .....F-3eai:: ..... �e�tenI F 1es that... 'w bit in. es-iiMender.....the. ..... neiFal...Fuh,_...iifiapp aloll ............:.Fin..... uellq...... ... astir the......R arrH.....41 -N-....identify Ilr.e.u:::.....ba ° ..:t.µ:n. ... 1"I1.1 yiieI6 a-ii. e... fi bN-,_ aH.... .. ..i. n..... :f....dernesLiie.... e....:far.....:th. .....a .lal ;an.t.'.S—: c u-gut, li�i.....excess-eIC"...:the.... iFii.. 4 daFnestiic usaqe.....slh.a*be II donicm usaqe. �..th. e...,sq3plleffiefirtal de. iF�estc...,w ..ge aha l.......6,e., cemqidef ead ..Fhr...9NAI.... ..... p .m ... f.....a.nf r .............. f....:the...biill.�...� .. ...c; .,. .^ -.....::7..0...11 .. r ..... : ...: 1 .....i r...a:% f . .a..... F...: u 44 "1ti" " R1f'r11 Ru:. ... ...... ....: N°n ..: n the contested.... . ...was i Imo; rr...E..n :. :f...the..... .. 4 Iri-.. ....:tine..... licy.: -.... iewR.i :.�. . ...., (a) & - uusa c, being contested HCF 177.1 ¢.b.. I:::)er4v-e4...d irnalsA.uc....usage:........avera a usage from rNior....3 =7-730 d....c.........::.a. . l xcessexcess usage � (d) 30% of excess usage 3040 -e- d+b' T(AVtotall domestic usage to be billed for water and sewer 10-770 (f) 70% of excess usage to be billed at irrigation rate only 7080 - "&-4 total billed usage 1:77150 ............... b.... ..... .. ... . �:u a r�n:�...:i. . .... . k ...... .. e.lran.....:t.....e.....:...... uul -...rne.. .e...e '.. , The-...u4ege.:t ....be..... .&M ... ... . lcc�k . , . ... .t." ,.Ren ....u• 1.�....11.,.�e a:t: al: UCRB ..... .e..... 1. Ir:... at and- r..... ..�Irr4n -...:: 1 Fil: ............:........I:................:.l.: :::::.........�:........: ::::.....................................................................................................................................':::::...................:................�...............w..... .. ..... -).........:::F:.he.....water..... une&t&...Ih ... w.........Il. . .may......wff be...ell... '... .... ....the WhehesEde w ... .. . . w e ......n~. res.....4...:ffie..11eu .....enter the....sewer.... ....tlI e.. lesM. ......... ... ..e.F.....'. Fate... th,e leak..... . . ...II... L..... �te.r:....:n l :. . . "wa . -_ a.. ire.f.kw. -aF4-f = ,. w p-FE-4 the s c..wef an6.4K fn.e.f....'. '. ...Ir= t..... =u t.h-e .... ..i ffe .ww..a -...t&fleteu"Ir 4nc.. f�j.....I I.f... ...tl b..... .te.r:.....ww.ff...lie.....11:::ecalcd.... ...with. r and.....:the heir...I . ...... 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SAS SeN etfnen....s . 4l1......�nell.. .e....:the....:f... ft YMtteu°.n..... ..• ::e nt...#'. :t....s'.n.a.�.... .p t ... .N�...accebi rits-wincll..u. eA -..:w ....:a-le....transnli to t. . . .. tl�e�.......� ......rat ...... ... m: ..' .....daY5..... r.......t ........ e ef,wf�#efi'netiA5dNef7 te Water and Seweu Ii)e ar�tment Il�ro rams and Gtlheury Ad uistr•nenits ...........................................................................................................................................................................p.......................................................................................g......................................................................................................................................... .................................................................. 11...lhe Water and Sewer Ilse•. aurvturneu°rt Il�as s ecliall °.n!- • cams toir freeze ....................................................................................................I L...........................................i...................g.............................................................................................................. nreveu°rtliou°� surd term you au°° wateu°Ill!unes Ifoir� sclhedUed or wnsdhedulled ........................................................................................................................................11....................................y...................................................................................................................................................................................................................................................................................................... r•nalinteu.,m in. ce f.or wlhlicll2 tll°"fle IDe u.tmeu°"nt ad uists U. illlit lslillllliir•i II11°"�ese p.................................................................................................................................................. .......................................g...................................................... u o raurns acre desk urged for cou°�stiruuct'iior° slues liirn II,,,,,e liii"n torn that ll nvollve ................g...................................................................................................g...................................................................................................................................................................................................................................................g................................................................................................................. teardowirus removal) of e lisdin a n eteu~s arld tern or°ar a°ovlisliorls fou water .......................................................................... ..................................................................................................................................... ........................................................................................................................ .............................. ......p..................................................................................................................................... g Asa e etc, Il�roM�eirtlies Wtlh leaks, due to ne Illi eince s�ucll� as° noun g........................................................................ .................................................................................................................................................................................................g......... .............................................................................................;........................................ wiinteirlied vacaunll: iro,aertiies , 00irll iinsu�llated , li .es unueteir faun aerliu°n etc, i.................. ............................................�..... .................................y............................................................................i........I .................�................................................................................1...............................g. ............................... :.1.1.1.....I!::n :t.....1 . °.......gir .II2.!2d..... .lo.y..._ I . .: il. . .ii'n:�:::. •Discussion of Disputes gind Guid ellllliiiui.e The WSAB cannot foresee all the possible kinds of issues that might arise between the town and the customer. Guidelines will be developed as such cases arise. Disputes might arise regarding timeliness and correctness of notifications of changes of ownership, or service shutoff. Questions might arise over whether the customer is connected to the town sewer. In such cases the WSAB will weigh the conflicting evidence and serve as fact finder, subject to the approval of the Board of Selectmen. The abatement, if any, will be in accordance with such determinations. 5 AGENDA ITEM SUMMARY LEXINGTON SELECT BOARD MEETING AGENDA ITEM TITLE: Presentation- Final Revised Fiscal Year 2021 Budget to Select Board PRESENTER: ITEM NUMBER: Carolyn Kosnoff,Assistant Town Manager for Finance 1.6 SUMMARY: Staff will present final recommended changes to the FY2021 Operating Budget and Enterprise budgets to be considered at Fall STM-3. This presentation will also include preliminary changes to CPA State matching revenue and appropriations to and from Stabilization Funds. SUGGESTED MOTION: Move to approve the recommended changes to the FY2021 Operating and Enterprise budgets as presented. FOLLOW-UP: Staff will present recommended updates to FY2021 CPA revenue to the Community Preservation Committee on October 1st. Final recommendations for revised FY2024 CPA revenue and Stabilization Fund transfers will be presented at a future meeting. DATE AND APPROXIMATE TIME ON AGENDA: 9/21/2020 8:35pm ATTACHMENTS: Description Type D Re own icridex]IFY2.02.1 Operaa6ing,V'kudgeu Revisions Backup Material uu 4irna;u¢uV ar2icta U:I1ma4zdc g<,r MIA 2,02(Q 3 Backup Myste itat Crosswalk of Recommended Changes to FY2021 Approved Budget Operating Budget Changes FY2021 FY2021 Estimated FY2021 Revised Program Element Type Revenue Adjustments Revenue Notes Revenue-Table 1 Tax Levy Tax Levy $ 184,938,304 $ 184,938,304 Budget at full tax levy capacity Revenue-Table 1 Tax Levy Prop.2.5% $ 4,623,458 $ 4,623,458 The Assessor's office is reporting higher New Revenue-Table 1 Tax Levy New Growth $ 2,750,OOD $ 1,750,000 $ 4,500,000 Growth than projected,primarily due to construction on Hayden Ave. Revenue-Table 2 State Aid Chapter 70 $ 14,656,494 $ (200,145)$ 14,456,349 Level-funded,per July 30th announcement Revenue-Table 2 State Aid Charter School Reimbursement $ 10,367 $ (10,367) $ - Revenue-Table 2 State Aid Unrestricted Gen'I Government Aid $ 1,672,967 $ (45,567) $ 1,627,400 Level-funded,per July 30th announcement Revenue-Table 2 State Aid Veterans'Benefits&Exemptions $ 124,689 $ 124,689 Revenue-Table 2 State Aid Offsets(Library) $ 53,186 $ 53,186 Revenue-Table 3 Local Receipts Motor Vehicle Excise Tax $ 5,465,000 $ - $ 5,465,000 Revenue-Table 3 Local Receipts Other Excise $ 1,648,000 $ (1,236,000)$ 412,000 Reflects ti 75%decrease in Meals and Hotel/Motel Local Option Excises Revenue-Table 3 Local Receipts Penalties&Interest $ 341,500 $ - $ 341,500 Revenue-Table 3 Local Receipts PILOT's $ 683,000 $ - $ 683,000 Revenue-Table 3 Local Receipts Rentals $ 478,694 $ (85,419) $ 393,276 Reflects a correction for cell tower rent,and a partial waiver of rent for Town Buildings Revenue-Table 3 Local Receipts Departmental-Schools $ 420,500 $ (332,000)$ 88,500 Reflects reduction in Medicaid reimbursement Primarily reflects loss of Ambulance Fees and other Revenue-Table 3 Local Receipts Departmental-Municipal $ 2,554,300 $ (81,775) $ 2,472,525 department activity that generates revenue,offset by higher projections for Net Metering revenue Reflects lower business activity that generate Revenue-Table 3 Local Receipts Licenses&Permits $ 1,973,350 $ (66,750) $ 1,906,600 permit fees,such as Ncohol,Town Clerk and Board of Health,which has suspended permitting during andemic Revenue-Table 3 Local Receipts Special Assessments $ 14,368 $ - $ 14,368 Revenue-Table 3 Local Receipts Fines&Forfeits $ 202,000 $ (101,000)$ 101,000 Decrease in parking enforcement/fines Interest rates have declined significantly. MMDT Revenue-Table 3 Local Receipts Investment Income $ 500,000 $ (250,000)$ 250,000 currently 0.33%. Lowest earnings in past were $250K. Revenue-Table 3 Local Receipts Miscellaneous Non-Recurring $ - $ 275,000 $ 275,000 Placeholder for LED Streetlight reimbursement Revenue-Table 4 Available Funds Parking $ 385,000 1 $ 385,000 Revenue-Table 4 Available Funds Cemetery Perpetual Care Fund $ 50,000 $ 50,000 Revenue-Table 4 Available Funds Cemetery Sale of Lots Fund $ 40,480 $ 40,480 Certified Free Cash-reduction due to postponing Revenue-Table 4 Available Funds Certified Free Cash $ 12,716,777 $ (3,123,322)$ 9,593,455 appropriations to CSF and OPEB,offset by amount to re-balance FY21 Budget Revenue-Table 4 Available Funds Health Claims Trust Fund $ 750,000 $ 750,000 Revenue-Table 4 Available Funds Transp.Demand Mgmt.Stab.Fund $ 141,000 $ 141,000 Revenue-Table 4 Available Funds PEG Access Special Revenue Fund $ 652,711 $ 652,711 Revenue-Table 4 Available Funds Betterments Fund $ 6,200 $ 6,200 Revenue-Table 4 Available Funds Visitors Center Stabilization Fund $ 200,000 $ 200,000 Revenue-Table 5 Revenue Offsets Cherry Sheet Assessments $ (977,9DO) $ (977,900) Revenue-Table 5 Revenue Offsets Cherry Sheet Offsets-Library $ (53,186) $ (53,186) Revenue-Table 5 Revenue Offsets Overlay(abatements) $ (750,ODD) $ (750,000) Revenue-Table 5 Revenue Offsets Snow Deficit $ (400,000)$ 400,000 $ - The FY2020 snow season did not produce any deficits to carry into FY2021 Revenue-Table 6 Enterprise Receipts Water $ 930,001 $ 930,001 Revenue-Table 6 Enterprise Receipts Wastewater(Sewer) $ 541,663 $ 541,663 Revenue-Table 6 Enterprise Receipts Recreation&Community Programs $ 277,771 $ 277,771 Subtotal-Revenue ltems$ 237,620,695 $ (3,107,345)$ 234,513,350 Expenses FY2021 FY2021 Approved FY2021 Revised Program Element Type Budget Adjustments Budget Notes 1000-Education 1100-Lex.Public Sch. Personal Services $ 98,932,332 $ 98,932,332 1 D00-Education 1100-Lex.Public Sch. lExpenses $ 19,425,324 $ 19,425,324 1 DOO-Education 1200-Minuteman Regional High School $ 2,863,147 $ 2,863,147 2000-Shared Exp. 2110 Contributory Retirement $ 6,685,537 $ 6,685,537 2D00-Shared Exp. 2120 Non-Contributor Retirement $ 15,907 $ 15,907 2000-Shared Exp. 2130 Employee Benefits Health/Dental/Life/Medicare $ 30,188,039 $ 30,188,039 2000-Shared Exp. 2140 Unemployment $ 200,000 $ 200,000 2000-Shared Exp. 2150 Workers'COmp.IMMGL ch.40,seq.13A&13c,ch.41.Se iiup $ 875,OOD $ 875,000 2D00-Shared Exp. 2210 Property&Liability Insurance $ 845,OOD $ 845,000 2D00-Shared Exp. 2220 Uninsured LosseslMGL Ch.40,sec.13y $ 250,OOD $ 250,000 2D00-Shared Exp. 2310 Solar Producer Payments $ 410,OOD $ 410,000 2000-Shared Exp. 2400 Debt Service 2410 Payment on Funded Debt $ 6,147,000 $ 145,000 $ 6,292,000 Adjusted for June Bond&BAN issue 2000-Shared Exp. 2400 Debt Service 2420Interest on Funded Debt $ 1,030,508 $ 71,166 $ 1,101,674 Adjusted for June Bond&BAN issue 2000-Shared Exp. 2400 Debt Service 2430 Temporary Borrowing $ 3,339,936 $ 362,027 $ 2,977,909 Adjusted for June Bond&BAN issue 2000-Shared Exp. 2510 Reserve Fund $ 750,000 $ 750,000 2D00-Shared Exp. 2600 Facilities $ 11,990,390 $ 11,990,390 3000-Public Works 3100-3500 DPW Personal Services $ 4,332,465 $ 4,332,465 3000-Public Works 3100-3500 DPW Expenses $ 6,473,172 $ 6,473,172 4000-Public Safety 4100 Law Enforcement Personal Services $ 7,079,469 $ 7,079,469 41300-Public Safety 4100 Law Enforcement Expenses $ 959,089 $ 959,089 4D00-Public Safety 4200 Fire Personal Services $ 6,800,552 $ 6,800,552 4D00-Public Safety 4200 Fire Expenses $ 697,682 $ 697,682 5000-Culture&Rec. 5100 Library Personal Services $ 2,372,517 $ 2,372,517 5000-Culture&Rec. 5100 Library Expenses $ 586,909 $ 586,909 6000-Human Svcs 6000 Human Services Personal Services $ 660,748 $ 660,748 6D00-Human Svcs 6000 Human Services Expenses $ 826,074 $ 826,074 7D00-Land Use 7100-7400 Land Use Personal Services $ 2,114,074 $ 2,114,074 7D00-Land Use 7100-7400 Land Use Expenses $ 510,687 $ 16,300 $ 526,987 Appropriate for Hartwell Zoning Outreach 8000-Gen'I Govt. 8110 Select Board Personal Services $ 129,199 $ 129,199 8000-Gen'I Govt. 8110 Select Board Expenses $ 114,838 $ 114,838 8D00-Gen'I Govt. 8120 Legal $ 410,001) $ 410,000 8000-Gen'I Govt. 8130 Town Report $ 13,688 $ 13,688 8D00-Gen'I Govt. 8140 PEG $ 627,151 $ 627,151 8D00-Gen'I Govt. 8210-8220 Town Mngr Personal Services $ 845,915 $ 845,915 8D00-Gen'I Govt. 8210-8220 Town Mn r Expenses $ 269,785 $ 269,785 8000-Gen'I Govt. 8230 Salary Transfer Account MGL Ch.40,Sec 13D* $ 408,732 $ 408,732 8000-Gen'I Govt. 8310 Financial Committees $ 8,262 $ 8,262 8000-Gen'I Govt. 8320 Misc.Boards and Committees $ 10,500 $ 10,500 8D00-Gen'I Govt. 8330 Town Celebrations Committee $ 45,338 $ 45,338 8000-Gen'I Govt. 8400 Finance Personal Services $ 1,404,865 $ 1,404,865 8000-Gen'I Govt. 8400 Finance Expenses $ 497,480 $ 497,480 8D00-Gaul Govt. 8500 Town Clerk Personal Services $ 440,852 $ 440,852 8000-Gen'I Govt. 8500 Town Clerk Expenses $ 149,600 $ 149,600 8D00-Gen'I Govt. 8600 Info.Tech. Personal Services $ 939,117 $ 939,117 8D00-Gen'I Govt. 8600 Info.Tech. Expenses $ 1,853,601) $ 1,853,600 Cash Capital Capital Requests $ 4,900,531 $ 4,900,531 Cash Capital Building Envelope&Systems Set-Aside $ 208,962 $ 208,962 Cash Capital Streets Set-Aside $ 2,834,022 $ 2,634,022 Will be captured in June 30,2020 Free Cash(see Other Unallocated $ 225,000 $ 225,000 $ - table 4 above Will be captured in June 30,2020 Free Cash(see Other Set-Aside for Unanticipated FY2020 Needs $ 200,000 $ 200,000 $ - table 4 above Other General Fund Support for Community Center/Recreation $ 218,916 $ 400,000 $ 618,916 General Fund support for Recreation General Fund support for Visitor Center-Postpone Other General Fund Support for Visitor Center $ - $ - $ - to ATM General Fund support for Liberty Ride-Postpone Other General Fund Support for Liberty Ride $ - $ - $ - to ATM Will be captured in June 30,2020 Free Cash(see Other Transfer to Capital Stabilization Fund* $ 1,773,062 $ 1,773,062 $ - table 4 above Will he captured in June 30,2020 Free Cash(see Other Transfer to OPEB Trust Fund* $ 1,929,721 $ (1,179,721)$ 750,000 table 4 above) Subtotal-Expense Items$ 237,620,694 $ 3,107,345 $ 234,513,350 *ATM did not approve CSF and OPEB transfers-showing Net Change$ D Is (0)Is 0 original Brown Book values so overall totals balance FY2021 Budget Adjustments for Fall 2020 Special Town Meeting #3 Amend FY2021 CPA Revenue (Pending review with CPC) STM 2020-3,Article 5 From To Change Reserve for the acquisition,creation TBD Adjust revenue projections based on guidance for and preservation of open s ace State Matchinci Funds Reserve for the acquisition, Adjust revenue projections based on guidance for preservation, rehabilitation and TBD State Matching Funds restoration of historic resources Reserve for the acquisition,creation, Adjust revenue projections based on guidance for preservation and support of TBD State Matching Funds community housing Unbudgeted Reserve $ 4,760,000 $ 4,280,000 $ (480,000) Adjust revenue projections based on guidance for State Matching Funds from 27%to 17.7% Total CPA Amendments $ (480,000) Amend FY2021 Water/Sewer Enterprise Funds STM 2020-3,Article 5 From To Change 3620 MWRA Water Assessment 8 030 101 8,006,399 (23,702) Adjustment for final MWRA assessment. 3720 MWRA Wastewater Assessment $ 8,248,093 $ 7,922,359 $ (325,734) Adjustment for final MWRA assessment. Total Enterprise Fund Amendments $ (349,436) Appropriate To and From Specified Stabilization Funds Amount STM 2020-3,Article 3 To/(From) Capital Stabilization Fund $ (1,100,000) Transfer from Capital Stabilization Fund to General Fund to offset additional Exempt debt service Transportation Demand Management/Public Transportation Stabilization $ 47,352 Transfer into TDM Stabilization Fund from annual Fund IMOU payments Traffic Mitigation Stabilization Fund TBD Total Specified Stabilization Funds $ (1,052,648) AGENDA ITEM SUMMARY LEXINGTON SELECT BOARD MEETING AGENDA ITEM TITLE: Special Town Meetings 2020-2 and 2020-3 PRESENTER: ITEM NUMBER: Jessie Steigerwald, Citizen Petitioner; Doug Lucente, Select Board Chair L7 SUMMARY: Jessie Steigerwald will present the citizen article STM 2020-2 Article 7:Resolution for Establishment of a Monument. Board discussion as needed regarding STM 2020-2 and 2020-3 articles,positions and presenters. SUGGESTED MOTION: FOLLOW-UP: DATE AND APPROXIMATE TIME ON AGENDA: 9/21/2020 8:45pm ATTACHMENTS: Description Type D Presentation Srllfii20202A,AM 7 1'resenlafion c,0 M 201.0 2 Al ic°le 7 Mlcoti our.IWIleon urun:n Q ho%Cr Mezumo II'drs aaons Charts arUs ia'lI'M 21120 2 and 2.020 3 Buck up Material D GFNI20202IFiMlllrvIraainI,WI'Mdod8 CovetIMesu) D half M 2020 3 Final wazrucrurt anu i d3ea3 3.'davc:r Me mu O � c M O O N N CO N uj � m N i O Uj o W •� CO Z � O N CL Q p Ca O O = M •� 0 m }, O � O U Co � E co N M X O N O ., L O O o Co W cy) -0 'X � �--+ O C6 E U) 0 0 (n � � •V O � N O N N a) � E c- EN N � N O — }' O Ca N 0 •— a--r 4-0 N O c -0 5 m M a) •; � p Q p N L � lot 0 CU 0 -0 E — �_ QS Cam � }' O OWN Ca N (n m ._ O E N co 0) +� N � '— O U p N O m _ E 0 .— -0 O � 4-0 N F- � C , O O N � -0 p N V� p 0 0 0 D p F- co A/ • _� .. 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The inscription can include names of other women, quotations, or other phrases. (v) and, last, the design will include stepping stones that help represent the more distant past and the far- reaching future, to honor other women, including Black and Indigenous women, women of color, and those whose identities represent the broad array of what it means to be a woman (b) identify at least one space on public land along Massachusetts Avenue that is suitable for the installation of temporary public art that would honor the contribution women have made to this community across time (c) establish a process for the selection of at least one monument to be installed on public property that is highly visible to residents and visitors, that is intersectionally sensitive, and that may be funded through a public-private partnership (d) research and identify possible funding sources that are only available to municipalities for the establishment of such a monument, and have this information available by the 2021 annual Town meeting (e) evaluate and consider an allocation of public funds that can be used to support installation of a monument and report that back to Town Meeting at the 2021 annual Town Meeting (Revised 09/17/2020) con 3 �- 3 3 >1 > 3 >1 3 >1 3 3 a con N O A II � z z U A a ti" n ti Q ti Q ti ti" � C7 7 Q ug � d U► N N - CIAN N N N N N N N O 77'� 7 O O O bio CA a� y U �r d CC U to U N Z m U cad N CA w cr � O � �' U �O C> al ct N � 3 � • � o cC U O .�. bA bA bq bqtflbA bA p bA O (x N N 9. P. N m E O aU G O O C 7G -O 7b 7C .O 7C G z Q. �O U U U ,y O � N O U U U U U U U U •y � •y C4EnQ Q � v1 CJ d d dd dU� a f'A Bn C" 00 00 tj aj w C4 u C� w u Q w w as z 0 N x z 0 � z 14 x a z a z A H z z a wiz a W � N w w U Y U � � y o d w v U In H a� C13 ° m ° v v Q, O U U W n Q-. bO ~ U Pa �. to U Zo U y U 7G G' M �k oW 10 t® 00 TOWN OF LEXINGTON WARRANT SPECIAL TOWN MEETING 2020-2 Commonwealth of Massachusetts Middlesex, ss. To either of the Constables or Town Clerk of the Town of Lexington,in said County, Greetings: In the name of the Commonwealth of Massachusetts, you are directed to notify the inhabitants of the Town of Lexington qualified to vote in elections and in Town affairs to meet by means of the audio/video conferencing platform described more particularly below on October 14, 2020 at 7:30pm, at which time and place the following articles are to be acted upon and determined exclusively by the Town Meeting Members in accordance with Chapter 215 of the Acts of 1929,as amended, and subject to the referendum provided for by Section eight of said Chapter, as amended. Pursuant to Chapter 92 of the Acts of 2020,the Town Meeting shall be held remotely by the means requested by the Moderator as follows: Town Meeting members will attend and vote by logging into: (1)the Zoom videoconferencing platform, (2)the online VVoter module provided by our electronic voting vendor, Option Technologies or comparable online voting tool developed by Select Board member Joe Pato, and(3) an online queuing function developed by Select Board member Joe Pato to facilitate the process of debate. Other Town residents who wish to follow the proceedings may do so via LexMedia at https://www.youtube.com/user/LexMediaMATV. Residents who wish to participate in the Meeting may contact the Town Clerk's Office at clerkglexin tog nma.gov and complete the online form at www.LexingtonMA.gov/Fa112020STM. For more information,please see the Moderator's August 20, 2020 letter to the Select Board attached to this warrant as Special Town Meeting 2020-2 Appendix A. ARTICLE 1 REPORTS OF TOWN BOARDS, OFFICERS AND COMMITTEES To receive the reports of any Board or Town Officer or of any Committee of the Town; or act in any other manner in relation thereto. (Inserted by the Select Board) DESCRIPTION: This article remains open throughout Town Meeting and reports may be presented at any Town Meeting session by boards, officers, or committees. ARTICLE 2 SHORT TERM RENTAL IMPACT FEE To see if the Town will vote to accept Massachusetts General Laws Chapter 64G, Sections 3A &31), Local Option Community Impact Fee of up to 3% on short term rental properties; or act in any other manner in relation thereto. (Inserted by the Select Board) DESCRIPTION: The article authorizes the Town to adopt a"community impact fee"of up to 3%on"professionally managed"rental units. These units are defined as accommodations where an operator runs more than one short-term rental in the same municipality with at least one of those units not located in a single-,two-, or three-family dwelling that includes the operator's primary residence. STM 2020-2 Page 1 ARTICLE 3 AMEND GENERAL BYLAWS- NOISE CONTROL (Citizen Petition) To see if the Town will vote to amend Chapter 80 of the Code of the Town of Lexington, Noise Control, to reduce the impact of construction noise, by requiring a noise mitigation plan for construction impacting residentially zoned areas as a condition for obtaining a building permit. This article would require and enforce a noise mitigation plan as follows: 1. A noise mitigation plan will be required for construction projects which entail rock removal via heavy machinery and/or blasting, including ledge removal,rock pounding,rock crushing,rock drilling or rock cutting; 2. Such a plan will only be required for large projects where these activities are expected to be of extended duration; 3. Noise mitigation plans must include effective sound barriers surrounding the perimeter of the construction site; or act in any other manner in relation thereto. (Inserted by the Select Board on behalf of Varda Haimo and 9 or more registered voters) DESCRIPTION: This article proposes revisions to the Noise Bylaw to better protect residents from noise pollution due to residential and other construction projects. ARTICLE 4 DECLARE CLIMATE EMERGENCY (Citizen Petition) To see if the Town will adopt a resolution endorsing the declaration of a climate emergency and requesting regional collaboration for an immediate transition from fossil fuels to clean,renewable energy and further to demonstrate our commitment to making Lexington a more sustainable and resilient town. (Inserted by the Select Board on behalf of Lily Manhua Yan and 9 or more registered voters) DESCRIPTION: This article seeks Town Meeting approval to adopt a resolution endorsing the declaration of a climate emergency and calls for regional collaboration to reverse global warming and to move towards a more sustainable economy. ARTICLE 5 AMEND GENERAL BYLAWS-RUNNING BAMBOO CONTROL (Citizen Petition) To see if the Town will vote to amend the General Bylaw of the Town of Lexington by adding a chapter to control the planting and presence of Running Bamboo plants-any monopodial (running) tropical or semi-tropical bamboo grasses or bamboo species,or act in any other manner in relation thereto. (Inserted by the Select Board on behalf of Michael Reamer and 9 or more registered voters) DESCRIPTION: This purpose and intent of this bylaw is to preserve and protect private and Town owned property and Town owned rights of way from the spread of Running Bamboo and to protect indigenous biodiversity threatened by Running Bamboo. All Running Bamboo owners shall be required to confine Running Bamboo in a manner that will prevent the Running Bamboo from encroachment onto any other private or Town owned right of way. The proposed bylaw specifies requirements, enforcement and penalties. ARTICLE 6 AUTHORIZE SPECIAL LEGISLATION DEVELOPMENT SURCHARGE FOR COMMUNITY HOUSING(Citizen Petition) To see if the Town will vote to establish a surcharge on specific residential development activities for the purpose of funding affordable and community housing construction, renovation, associated land acquisition or easements; and STM-2 Page 2 further to authorize the Select Board to petition the Massachusetts General Court to enact legislation to enable this surcharge in the Town of Lexington, and further to authorize the Select Board to approve amendments to said act before its enactment by the General Court that are within the scope of the general objectives of the petition, or act in any other manner in relation thereto. (Inserted by the Select Board on behalf of Matt Daggett and 9 or more registered voters) DESCRIPTION: The purpose of this article is to address the loss of moderate-income housing by developing a targeted and measured surcharge on specific residential development activities that will fund the creation of community housing that will address identified housing gaps, such as housing attainable by Lexington municipal employees. ARTICLE 7 RESOLUTION FOR ESTABLISHMENT OF A MONUMENT(Citizen Petition) To see if the Town will vote to adopt a resolution requesting the Select Board to erect a new monument in a highly visible and public outdoor location to honor the contributions women have made to improve Lexington;that the Select Board take this request into account when preparing the next year's budget; and that the Select Board help facilitate this effort through coordination of or delegation to the relevant committees so that a recommendation will come to Town Meeting in Spring 2021, with some visible progress made by August 26, 2021, or act in any other manner in relation thereto. (Inserted by Jessie Steigerwald, Betty Gau and 100 or more registered voters) DESCRIPTION: This article seeks Town Meeting approval to request the Select Board to erect a new and intersectional monument in celebration of the 100th anniversary of the 19th amendment to the United States Constitution.This monument would celebrate and pay tribute to the many contributions that women have made across time to Lexington's place in history and to our community. ARTICLE 8 SYSTEMIC RACISM RESOLUTION (Citizen Petition) To see if the Town will vote to pass a non-binding resolution to consider racial and other equity impacts in all its decisions and planning processes, in order to work toward dismantling systemic racism and white privilege, with the goal of making Lexington a truly equitable and just community; or act in any other manner in relation thereto. (Inserted by Deborah Strod and 100 or more registered voters) DESCRIPTION: This article seeks Town Meeting approval to adopt a resolution that seeks to make Lexington a more diverse,inclusive, equitable, and anti-racist community by actively considering racial and other equity impacts in all current and future decisions and planning processes with the goal to end systemic racism. ARTICLE 9 AMEND ZONING BYLAW-DISTANCE FROM BASEMENT, SLAB OR CRAWL SPACE AND GROUNDWATER To see if the Town will vote to amend the Zoning Bylaw to regulate the distance between groundwater elevations and building basements, crawl space floors,or slab elevations; or act in any other manner in relation thereto. (Inserted by the Select Board at the request of the Planning Board) DESCRIPTION: This zoning amendment is in response to residents'requests to address the impacts on their property of displaced groundwater from abutting new construction being built in the water table. This will also help prevent new illegal connections to the Town system from new construction in the water table. STM-2 Page 3 ARTICLE 10 AMEND ZONING BYLAW-SHORT TERM RENTALS To see if the Town will vote to amend the Zoning Bylaw to regulate short term rentals; or act in any other manner in relation thereto. (Inserted by the Select Board at the request of the Planning Board) DESCRIPTION: This article would amend the Zoning Bylaw to regulate short term rentals. ARTICLE 11 AMEND ZONING BYLAW-SITE PLAN REVIEW To see if the Town will vote to amend the Zoning Bylaw of the Town of Lexington to amend applicability of, exceptions to, and notice requirements for site plan review; or act in any other manner in relation thereto. (Inserted by the Select Board at the request of the Planning Board) DESCRIPTION: This article would adjust the existing exceptions to site plan review to require review when parking areas are significantly expanded, limit it for small changes to large buildings, and modernize notice requirements. ARTICLE 12 AMEND ZONING BYLAW-FINANCIAL SERVICES To see if the Town will vote to amend the Zoning Bylaw of the Town of Lexington regarding the regulation of financial,drive-up, and auto-oriented services; or act in any other manner in relation thereto. (Inserted by the Select Board at the request of the Planning Board) DESCRIPTION: This article would adapt a variety of financial services regulations to be consistent with current industry practice and regulate drive-up and auto-oriented service uses consistently. ARTICLE 13 AMEND ZONING BYLAW-SOLAR ENERGY SYSTEMS To see if the Town will vote to amend the Zoning Bylaw to reduce restrictions on solar energy systems; or act in any other manner in relation thereto. (Inserted by the Select Board at the request of the Planning Board) DESCRIPTION: This article would encourage construction of solar energy systems by exempting these systems from certain existing setback,height, site coverage, and roof coverage standards, and permitting them in all districts. ARTICLE 14 AMEND ZONING BYLAW-WIRELESS COMMUNICATION FACILITIES To see if the Town will vote to amend the Zoning Bylaw to conform to changes in federal law and regulations regarding wireless communication facilities, including streamlining permitting processes and standards, adding design guidelines; or act in any other manner in relation thereto. (Inserted by the Select Board at the request of the Planning Board) DESCRIPTION: This article would update the Zoning Bylaw to reflect changes in federal law and regulations regarding wireless communication facilities. Proposed changes include streamlining permitting of wireless facilities on private property to meet federal `shot clock' deadlines by not requiring special permits and expanding acceptable justifications for adding new facilities. ARTICLE ARTICLE 15 AMEND ZONING BYLAW-TECHNICAL CORRECTIONS To see if the Town will vote amend the Zoning Bylaw to correct internal references,remove unreferenced definitions, and reformat sections of the Bylaw to help clarify the intent of the Bylaw; or act in any other manner in relation thereto. STM-2 Page 4 (Inserted by the Select Board at the request of the Planning Board) DESCRIPTION: These changes are clerical in nature and are not intended to change interpretation of the Zoning bylaw in any substantive way. ARTICLE 16 AMEND ZONING BYLAW AND MAP-HARTWELL AVENUE AREA(Citizen Petition) To see if the Town will vote to amend the Zoning Bylaw and Zoning Map to alter and supplement dimensional and other standards for the CM district to permit additional development; rezone lots not used for residential purposes near Hartwell Avenue and southwest of Bedford Street into the CM or GC districts; or act in any other manner in relation thereto. (Inserted by the Select Board on behalf of Charles Hornig and 9 or more registered voters) DESCRIPTION: The changes proposed under this article would allow additional desirable commercial development along Hartwell Avenue and Bedford Street. ARTICLE 17 AMEND THE ZONING BYLAW AND MAP-BEDFORD STREET NEAR HARTWELL AVENUE(Citizen Petition) To see if the Town will vote to amend the Zoning Map to rezone lots not used for residential purposes northeast of Bedford Street near Hartwell Avenue into the CM and TMO-1 districts,or act in any other manner in relation thereto. (Inserted by the Select Board on behalf of Charles Hornig and 9 or more registered voters) DESCRIPTION: This article would expand the CM (manufacturing) and TMO-1 (transportation management overlay) districts by moving the #475 (Boston Sports Club)Bedford Street property into the existing CM and TMO- 1 districts to allow additional commercial development. ARTICLE 18 AMEND ZONING BYLAW-FRONT YARD,TRANSITION,AND SCREENING AREAS(Citizen Petition) To see if the Town will vote to amend the Zoning Bylaw to regulate front yard,transition, and screening areas along streets consistently within each district,or act in any other manner in relation thereto. (Inserted by the Select Board on behalf of Charles Hornig and 9 or more registered voters) DESCRIPTION: The changes proposed under this article would allow consistent streetscapes within a zoning district by requiring consistent front yard,transition, and screening areas along a street independent of the zoning district of lots across the street. And you are directed to serve this warrant fourteen days at least before the time of said meeting as provided in the Bylaws of the Town. Hereof fail not,and make due return on this warrant,with your doings thereon,to the Town Clerk, on or before the time of said meeting. Given under our hands at Lexington this 14"'day of September 2020. Douglas M. Lucente, Chair Select Board Joseph N.Pato Suzanne E. Barry of Jill I. Hai Mark D. Sandeen Lexington A true copy,Attest: Constable of Lexington STM-2 Page 5 Mpq ij 0 9. Town of Lexington c5/ . MODERATOR DEBORAH BROWN APRIL 1911 £ 1014, G .i SPECIAL TOWN MEETING 2020-2 Appendix A August 20, 2020 Delivered to Select Board via email Dear Select Board Members, In view of the ongoing COVID-19 pandemic and the ongoing federal, state and local advisories to practice social distancing and avoid the congregation of crowds, I request approval to conduct Lexington's upcoming Fall Special Town Meeting, scheduled to commence October 14, 2020, through remote participation. I propose to use a combination of. (1)the Zoom videoconferencing platform, (2)the online VVoter module provided by our electronic voting vendor,Option Technologies OR comparable online voting tool developed by Select Board member Joe Pato, and(3) an online queuing function developed by Select Board member Joe Pato to facilitate the process of debate. I certify that,with the assistance of Select Board Chair Doug Lucente, Select Board member Joe Pato,Town Meeting Members' Association Chair Ben Moroze, and members of Town staff, I have tested all components of the system described above and am satisfied that this system will enable our meetings to be conducted in substantially the same manner as if they had occurred in person at a physical location. I certify that the system (i) allows the moderator, town meeting members, town officials and any other interested members of the public to identify and hear the moderator and each town meeting member who attends and participates in the remote meeting, as well as any other individuals who participate in the meeting; (ii)provides the ability to determine whether a quorum is present; (iii) allows participants to request recognition by the moderator and makes such requests visible to the meeting participants and the public; (iv) allows the moderator to determine when a town meeting member wishes to be recognized to speak, make a motion, or raise a point of order or personal privilege; (v) enables the moderator to recognize a town meeting member, town official or other individual and enable that person to speak; (vi) provides the ability to conduct a roll call or electronically recorded vote; (vii) allows any interested members of the public to access the meeting remotely through LexMedia for purposes of witnessing the deliberations and actions taken at the town meeting; (viii) allows members of the public to participate in debate through the submission of statements for or against a motion; and(ix)provides for the town meeting to be recorded and available for future viewing.I further confirm that I have consulted with Lexington's Commission on Disability regarding system accessibility. Sincerely, Deborah Brown Town Moderator 1625 MASSACHUSETTS AVENUE •LEXINGTON, MASSACHUSETTS 02420 STM-2 Page 6 TOWN OF LEXINGTON WARRANT SPECIAL TOWN MEETING 2020-3 Commonwealth of Massachusetts Middlesex, ss. To either of the Constables or Town Clerk of the Town of Lexington,in said County, Greetings: In the name of the Commonwealth of Massachusetts, you are directed to notify the inhabitants of the Town of Lexington qualified to vote in elections and in Town affairs to meet by means of the audio/video conferencing platform described more particularly below on October 14, 2020 at 7:30pm, at which time and place the following articles are to be acted upon and determined exclusively by the Town Meeting Members in accordance with Chapter 215 of the Acts of 1929,as amended, and subject to the referendum provided for by Section eight of said Chapter, as amended. Pursuant to Chapter 92 of the Acts of 2020,the Town Meeting shall be held remotely by the means requested by the Moderator as follows: Town Meeting members will attend and vote by logging into: (1)the Zoom videoconferencing platform, (2)the online VVoter module provided by our electronic voting vendor, Option Technologies OR comparable online voting tool developed by Select Board member Joe Pato, and(3) an online queuing function developed by Select Board member Joe Pato to facilitate the process of debate. Other Town residents who wish to follow the proceedings may do so via LexMedia at https://www.youtube.com/user/LexMediaMATV. Residents who wish to participate in the Meeting may contact the Town Clerk's Office at clerk(c�r�,lexin t- o�nma oovv and by completing the online form at www.LexingtonMA.gov/Fa112020STM . For more information,please see the Moderator's letter dated September 1, 2020 to the Select Board attached to this warrant as Special Town Meeting 2020-3 Appendix A. ARTICLE 1 REPORTS OF TOWN BOARDS,OFFICERS AND COMMITTEES To receive the reports of any Board or Town Officer or of any Committee of the Town; or act in any other manner in relation thereto. (Inserted by the Select Board) DESCRIPTION: This article remains open throughout Town Meeting and reports may be presented at any Town Meeting session by boards, officers, or committees. ARTICLE 2 APPROPRIATE FOR PRIOR YEARS' UNPAID BILLS To see if the Town will vote to raise and appropriate money to pay any unpaid bills rendered to the Town for prior years; to determine whether the money shall be provided by the tax levy, by transfer from available funds, or by any combination of these methods; or act in any other manner in relation thereto. (Inserted by the Select Board) FUNDS REQUESTED: Unknown at press time DESCRIPTION: This is an annual article to request funds to pay bills after the close of the fiscal year in which the goods were received or the services performed and for which no money was encumbered. ARTICLE 3 ESTABLISH,DISSOLVE AND APPROPRIATE TO AND FROM SPECIFIED STABILIZATION FUNDS To see if the Town will vote to create, amend, dissolve, rename and/or appropriate sums of money to and from Stabilization Funds in accordance with Massachusetts General Laws, Section 5B of Chapter 40 for the purposes of. STM 2020-3 Page 1 (a) Section 135 Zoning By-Law; (b) Traffic Mitigation; (c) Transportation Demand Management/Public Transportation; (d) Special Education; (e) Center Improvement District; (f) Debt Service; (g) Transportation Management Overlay District; (h) Capital; (i) Payment in Lieu of Parking; 0) Visitor Center Capital Stabilization Fund; (k) Affordable Housing Capital Stabilization Fund; (1) Water System Capital Stabilization Fund; and (m) Ambulance Stabilization Fund; determine whether such sums shall be provided by the tax levy, by transfer from available funds, from fees, charges or gifts or by any combination of these methods; or act in any other manner in relation thereto. (Inserted by the Select Board) FUNDS REQUESTED: Unknown at press time DESCRIPTION: This is an annual article to establish,dissolve, and/or fund Stabilization Funds for specific purposes and to appropriate funds therefrom. Money in those funds may be invested and the interest may then become a part of the particular fund. These funds may later be appropriated for the specific designated purpose by a two-thirds vote of an Annual or Special Town Meeting, for any lawful purpose. ARTICLE 4 RESCIND PRIOR BORROWING AUTHORIZATIONS To see if the Town will vote to rescind the unused borrowing authority voted under previous Town Meeting articles; or act in any other manner in relation thereto. (Inserted by the Select Board) DESCRIPTION: State law requires that Town Meeting vote to rescind authorized and unissued debt that is no longer required for its intended purpose. ARTICLE 5 AMEND FY2021 OPERATING,ENTERPRISE AND CPA BUDGETS To see if the Town will vote to make supplementary appropriations, to be used in conjunction with money appropriated under Articles 4, 5, 9 and 10 of the warrant for the 2020 Annual Town Meeting to be used during the current fiscal year, or make any other adjustments to the current fiscal year budgets and appropriations that may be necessary; to determine whether the money shall be provided by tax levy,by transfer from available funds including the Community Preservation Fund or by combination of any of these methods; or act in any other manner in relation thereto. (Inserted by the Select Board) FUNDS REQUESTED: Unknown at press time DESCRIPTION: This is an annual article to permit adjustments to current fiscal year(FY2021) appropriations. ARTICLE 6 AMEND POST EMPLOYMENT INSURANCE LIABILITY FUND To see if the Town will vote to make supplementary appropriations, to the Town of Lexington Post Retirement Insurance Liability Fund, to be used in addition to appropriations made pursuant to Article 17 of the 2020 Annual Town Meeting during the current fiscal year, or make any other adjustments to the current fiscal year budgets and appropriations regarding post-employment benefits that may be necessary; determine whether the money shall be provided by the tax levy,by transfer from available funds, including enterprise funds, or by any combination of these methods; or act in any other manner in relation thereto. (Inserted by the Select Board) FUNDS REQUESTED: Unknown at press time STM 2020-3 Page 2 DESCRIPTION: This article will allow the Town to continue to fund its liability for post-employment benefits for Town of Lexington retirees. Beginning with the FY2007 audit, the Town was required to disclose this liability. Special legislation establishing a trust fund for this purpose was enacted in 2002. ARTICLE 7 LAND ACQUISITION To see if the Town will vote to authorize the Select Board or the Conservation Commission to purchase or otherwise acquire, and authorize the Select Board to take by eminent domain, upon written request of the Conservation Commission, any fee, easement, or conservation restriction, or other interest in all or any part of a particular parcel of land to be identified prior to Town Meeting, for conservation purposes, including passive recreation, municipal purposes,or affordable housing; and appropriate a sum of money therefor and determine whether the money shall be provided by the tax levy, by transfer from available funds, including the Community Preservation Fund, or by borrowing,or by applying for and receiving funding under the Local Acquisitions of Natural Diversity(LAND)Grant Program pursuant to M.G.L. Chapter 132A, Section 1 1 of the Commonwealth of Massachusetts or any other grants to reimburse the Town for a portion of the purchase price of the property described above; to enter into any contracts and agreements related to the application or the award of funds; or any combination of these methods; or act in any other manner in relation thereto. (Inserted by the Board of Selectmen at the Request of the Community Preservation Committee) FUNDS REQUESTED: unknown at press time DESCRIPTION: This article requests funds to purchase land. ARTICLE 8 REDUCE LEGAL EXPENSES (Citizen Petition) This citizen's proposal is to reduce the appropriation in the line item 8120(legal expenses for the town)for fiscal year 2021 from $410,000 to $110,000 and increase the amount appropriated for town in line item 8200 (town manager office and human resources) by $100,000. During FY 14-18 the town (exclusive of the school department) has annually spent on average more than $620,000 in legal expenses. More than 80% of this legal work is of a routine nature that could be done by in-house counsel. (Inserted by the Select Board on behalf of Richard Neumeier and 9 or more registered voters) DESCRIPTION: This article seeks Town Meeting approval to hire in-house counsel for legal services for the Town for fiscal year 2021. This proposal would reduce the appropriation in line item 8120, legal expenses for the Town, from $410,000 to $110,000 and increase the appropriation in line item 8200 of the Town Manager's budget by $100,000. And you are directed to serve this warrant fourteen days at least before the time of said meeting as provided in the Bylaws of the Town. Hereof fail not, and make due return on this warrant,with your doings thereon,to the Town Clerk, on or before the time of said meeting. Given under our hands at Lexington this 14"day of September 2020. Douglas M. Lucente, Chair Select Board Joseph N. Pato Suzanne E. Barry of Jill I. Hai Mark D. Sandeen Lexington A true copy,Attest: Constable of Lexington STM 2020-3 Page 3 \° Town of Lexington MODERATOR DEBORAH BROWN APML W SPECIAL TOWN MEETING 2020-3 Appendix A September 1, 2020 Delivered to Select Board via email Dear Select Board Members, In view of the ongoing COVID-19 pandemic and the ongoing federal, state and local advisories to practice social distancing and avoid the congregation of crowds,I request approval to conduct the proposed 2020-3 Special Town Meeting, scheduled to commence October 14,2020,through remote participation.I propose to use a combination of: (1)the Zoom videoconferencing platform, (2)the online VVoter module provided by our electronic voting vendor, Option Technologies OR comparable online voting tool developed by Select Board member Joe Pato, and (3) an online queuing function developed by Select Board member Joe Pato to facilitate the process of debate. I certify that,with the assistance of Select Board Chair Doug Lucente, Select Board member Joe Pato,Town Meeting Members' Association Chair Ben Moroze, and members of Town staff,I have tested all components of the system described above and am satisfied that this system will enable our meetings to be conducted in substantially the same manner as if they had occurred in person at a physical location.I certify that the system(i) allows the moderator,town meeting members,town officials and any other interested members of the public to identify and hear the moderator and each town meeting member who attends and participates in the remote meeting, as well as any other individuals who participate in the meeting; (ii)provides the ability to determine whether a quorum is present; (iii) allows participants to request recognition by the moderator and makes such requests visible to the meeting participants and the public; (iv) allows the moderator to determine when a town meeting member wishes to be recognized to speak,make a motion, or raise a point of order or personal privilege; (v) enables the moderator to recognize a town meeting member, town official or other individual and enable that person to speak; (vi)provides the ability to conduct a roll call or electronically recorded vote; (vii)allows any interested members of the public to access the meeting remotely through LexMedia for purposes of witnessing the deliberations and actions taken at the town meeting; (viii) allows members of the public to participate in debate through the submission of statements for or against a motion; and(ix)provides for the town meeting to be recorded and available for future viewing. I further confirm that I have consulted with Lexington's Commission on Disability regarding system accessibility. Sincerely, Deborah Brown Town Moderator 1625 MASSACHUSETTS AVENUE •LEXINGTON, MASSACHUSETTS 02420 STM-3 Page 4 AGENDA ITEM SUMMARY LEXINGTON SELECT BOARD MEETING AGENDA ITEM TITLE: Discuss Early Voting Howl for November Elections PRESENTER: ITEM NUMBER: Nadie Rice, Town Clerk I.8 SUMMARY: Nadie Rice, Town Clerk, will review with the Board the proposed plan for early voting for the November 2020 General Election. SUGGESTED MOTION: Move to approve the designation of the Cary Memorial Building as Lexington's early voting location for the November General Election for the following dates and times: Saturday, October 17, 2020 10:00 a.m.- 3:00 p.m. Sunday, October 18, 2020 10:00 a.m.- 3:00 p.m. Monday, October 19, 2020 8:30 a.m. -4:30 p.m. Tuesday, October 20, 2020 8:30 a.m. -7:00 p.m. Wednesday, October 21, 2020 8:30 a.m. -4:30 p.m. Thursday, October 22, 2020 8:30 a.m. -4:30 p.m. Friday, October 23, 2020 8:30 a.m. - 1:00 p.m. Saturday, October 24, 2020 10:00 a.m.- 3:00 p.m. Sunday, October 25, 2020 10:00 a.m.- 3:00 p.m. Monday, October 26, 2020 8:30 a.m. -4:30 p.m. Tuesday, October 27, 2020 8:30 a.m. - 7:00 p.m. Wednesday, October 28, 2020 8:30 a.m. -4:30 p.m. Thursday, October 29, 2020 8:30 a.m. -4:30 p.m. Friday, October 30, 2020 8:30 a.m. - 1:00 p.m. FOLLOW-UP: Clerk's Office DATE AND APPROXIMATE TIME ON AGENDA: 9/21/2020 9:15pm ATTACHMENTS: Description Type D Menu IlIckup material rQ���s ORN1y�� Town of Lexington C g -_ nvaagn Nathalie L. Rice, Town Clerk Phone: 781-698-4558 nricenlexin tog nma.gov fax: 781-861-2754 Memo: Douglas Lucente, Chair, Select Board James Malloy, Town Manager From: Nadie Rice, Town Clerk Date: September 16, 2020 RE: Early Voting Location, dates and times for General Election,Nov. 3, 2020 According to 950 CMR47:04(1), Lexington must designate an Early Voting location in preparation for the General Election on November 3,2020. The location proposed for Early Voting in 2020 is the Cary Memorial Building, located at 1605 Massachusetts Avenue. This location has been used successfully since 2016. The Town Clerk's Office or Town Office meetings rooms camzot accommodate the estimated turnout of residents wishing to vote early, (and it is unknown at this time whether the Town Office building would even be open to the public in November.) The Cary Memorial Building is centrally located and is proximal to the Town Clerk's Office. It is known to voters and has adequate parking. Fully handicapped accessible, it complies with the provisions of 950 CMR 51.00 regarding accessibility. The Early Voting area will be equipped with Automark devices for accessible ballot marking for the fourteen-day period of Early Voting. 1 propose Lexington comply with the hours for Early Voting that are required by the State - Town Office business hours plus four weekend days. Please note that Sunday is being added for the General Election which is due to Covid-19;this is only required for 2020. There are two weeks of Early Voting for the General Election. The dates are: Saturday, October 17 10:00 a.m.—3:00 p.m. Sunday, October 18 10:00 a.m.—3:00 p.m, Monday, October 19 8:30 a.m. —4:30 p.m. Tuesday, October 20 8:30 a.m. —7:00 p.m. Wednesday, October 21 8:30 a.m. --4:30 p.m. Thursday, October 22 8:30 a.m. —4:30 p.m. Friday, October 23 8:30 a.m. -m- 1:00 p.m. Saturday, October 24 10:00 a.m.—3:00 p.m, Sunday, October 25 10:00 a.m.—3:00 p.m. Monday, October 26 8:30 a.m.—4:30 p.m. Tuesday, October 27 8:30 a.m.--7:00 p.m. Wednesday, October 28 8:30 a.m.—4:30 p.m. Thursday, October 29 8:30 a.m.—4:30 p.m. Friday, October 30 8:30 a.m.— 1:00 p.m. 1625 MASSACHUSETTS AVENUE•LEXINGTON,MASSACHUSFT I'S 02420 At this time, I am seeking approval by the Select Board for the designation of the Cary Memorial Building as Lexington's location for Early Voting with the hours described above. This information will be posted on the Town's website and on the Secretary of the Commonwealth's website. It will also be posted on the Town Clerk's board in Town Offices (as required by law) and on the doors to the Cary Memorial Building. The Town's Public Information Officer will be consulted for additional avenues of outreach. Thank you, XZZ4,1, 1/1�a athalie Rice Town Clerk AGENDA ITEM SUMMARY LEXINGTON SELECT BOARD MEETING AGENDA ITEM TITLE: Noise Advisory Committee Proposal to Regulate the Use of Gas-Powered Leaf Blowers PRESENTER: ITEM NUMBER: Dan Koretz, Chair of Noise Advisory Committee 1.9 SUMMARY: Dan Koretz, Noise Advisory Committee Chair, will present the Noise Advisory Committee's proposal of putting forth an article at the 2021 Annual Town Meeting to regulate of the use of gas-powered lawn-care equipment. SUGGESTED MOTION: FOLLOW-UP: DATE AND APPROXIMATE TIME ON AGENDA: 9/21/2020 9:25pm ATTACHMENTS: Description Type flresent°:6o a Backup Mate ia( L � O E E W }' O U O O m o Q) E U IC-1 Cn O O .CL a� rl-4 Q (U o a� C6 Ca 0 0 N •O to m O a O 4-j +- �0 ca O X Q Q) O Q O N O 00 � C� Q) Q O Q ca +, O c �O O O co E a) O •� 4-1N aj +� U ' N Q) "J E O Q � � N — no O v � � •C: o aA Q ra L to 4- z — O O U � �' � o C� co L-j � V un O �, CD o CA � aj U W �O c 4-1 O CL U U — — Q N .� O c6 ca 'can 'can N -0 -0 L w 4A O N N Z3 N sw �� "W E — rn Ca N c 0 ul .E C6 (� m V E 4-j O Q f 0 a--j C 0 0 O � V � O �, L Ln DC Ln E C: ca 0 •L„ O In }, Vi N cn N L o 0 N j Ln > z 0 o w C6 C6 O a--+ 4-; _0 O ate-+ LP) .E O4-1 4-1 cn _0 N 00 =3 E � (� ,� O VI O cr a--j Lr) a� O O " � o C� +-' co O Lf)O — u X co �,; �' Q ." .Ocu �,; ca O E O O f0 N O 0- 0 Q 4-J m C +- O � Q) � � J ) t�0 3 (D � �_ :3 N E L �C 0 � ca �,) '0 O �, m z � � Z) � . z . rl N M rW r 'O ate-+ E O V O — u u O N o a--) ° a +, N : —j 'L/, M c6 O c a,° o � O •— S Ln Lo �� o �' o O U aA N O E +J O cu o N O Q) +� . a� o >_ Cn cn ro 0 O N O Q O 1n o z L •�' s _0 0) E � o W V) Q i'1 2 a--+ a--j aj — =3 a� >� O O Ln > _0 � o Ul E � O J 4-j " -C Ln +� c� p ° a) M � w c " V) � V, 4— 'u, m m O u Q ° 0 ° Q) E ter`, ° N _ a� (/') N cant Q O c .— O m O U a) CL -0O � U +-J U LO > +J Q .— — Q w U ca U z O Q -P a� E O ' z E +� 0 N V dl E N 0 V � � EN --I p O c0 O 2 m f� Qj L O Q txo C6 ate-+ =3 Ca O � � U O O � O CL caco qA . m V CL N O cn N O �-+ c � E cn U O o E 20 O U a- Z a- N 4-J C +6 +- V) Q E Q o z z oQ s C)7 s . .:S O C •CA O U n d cz4-0 O U 3-� u U cz CO3 N N N � U O 00 ct coo 7d V v) tn a � ct N ct cz � O Oct d cd U �cz 0 — N U m 3� ct ° ° ° o 0 un � � ci AGENDA ITEM SUMMARY LEXINGTON SELECT BOARD MEETING AGENDA ITEM TITLE: Town Manager Committee Reappointment PRESENTER: ITEM NUMBER: Jim Malloy, Town Manager I.10 SUMMARY: A vote is requested for this agenda item. The Town Manager is requesting that the Board approve Ms. Karen Duperey of the Youth Commission. Ms. Duperey has been a member since 2009. The new term starts immediately and will expire April 2023. Ms. Duperey's ethics are up-to-date. SUGGESTED MOTION: Move to approve the Town Manager's re-appointment of Ms. Karen Duperey to the Youth Commission. FOLLOW-UP: Town Manager's Office. DATE AND APPROXIMATE TIME ON AGENDA: 9/21/2020 9:45pm ATTACHMENTS: Description Type TOWN OF LEXINGTON APPLICATION FOR REAPPOINTMENT FOR BOARD/COMMITTEE MEMBERSHIP Board/Committee of Interest: Lexington Youth Commission Full Name: Karen Duperey Preferred Title (please circle):Mr./Ms./Mrs./Other Ms. Home Address: Length of Residence in Lexington: 50 years Current Occupation: Retired Work Address: none Phone Number(s): Fax Number(s): none Email Address: Comments: Home: Work: Members of Town boards and committees, as defined by the Conflict of Interest Law, M.G.L. c. 268A, must abide by the standards of conduct as set forth by the Massachusetts State Ethics Commission. Within 30 days of appointment, and annually thereafter, committee members must acknowledge receipt of the Summary of the Conflicts of Interest Statute from the Town Clerk, and thereafter must provide documentation of biennial completion of the on-line training required by the Conflict of Interest Statute.The law places responsibility for acknowledging receipt of the summaries, and for completing the online training on the individual.You will be provided additional information by the Town Clerk pertaining to this law and recently enacted education and training requirements. Signature: Karev�,M pLpere� Date aug 17, 2020: G:A02:B&C's Applicati AGENDA ITEM SUMMARY LEXINGTON SELECT BOARD MEETING AGENDA ITEM TITLE: Review and Approve Visitors Center Bronze Plaque PRESENTER: ITEM NUMBER: Dawn McKenna, Chair of Tourism Committee 1.11 SUMMARY: Attached please find a letter from Dawn McKenna regarding the plaque at the Visitors Center as well as a photo of the original plaque. Please note the original plaque had a misspelling of Trisha Kennealy's name as "Tricia" and is being recast to correct this error. Ms. McKenna is requesting additional changes to the plaque. SUGGESTED MOTION: FOLLOW-UP: DATE AND APPROXIMATE TIME ON AGENDA: 9/21/2020 9:50pm ATTACHMENTS: Description Type D Mla;Kcnno L utter Cover itNeny) D Other]lluzbbu,IB udchag,llla yu c€ u n Loxu lj..ton Backup MMtu iait MON i/WF1 i/ i 1 r / r 1 J 1 , 1 MEMORANDUM TO: Select Board FROM: Dawn E. McKenna, Chair, Lexington Tourism Committee: DATE: September 15, 2020 RE: Visitors Center Building Plaque CC: Jim Malloy, Town Manager The bronze plaque for the Visitors Center is being recast to correct an error. This gives the Town the opportunity to consider other corrections prior to reordering. Towards this end, those represented on the plaque were contacted and asked how they would prefer their name listed on this permanent plaque. Attached is the original plaque for context. Below are all of the names, along with the changes. In reviewing the plaque, there were also the following issues for the Select Board to consider: 1. Does the Select Board want the names in their category below the Chair and Vice Chair alphabetized as with the other committees? 2. Peter Kelley was the Selectmen liaison during the years when the first drawings and design funding were appropriated. Would the Board consider adding him? (Note this would be a duplicate as he is also under Permanent Building Committee. However, Jon Himmel is also listed twice both under the Permanent Building Committee and as a member of the Tourism Committee so it would be consistent to include both roles.) 3. Should"(FORMER)"be removed next to the names as noted below? 4. Since the criteria for the plaque appears to include people that were part of the project once funded, should Pat Goddard be added under the Public Facilities Department? He retired in April 2017 and design funding had already been appropriated. 5. Exhibit design services have been part of the project team from the original conception of the Visitors Center project 10 years ago. Michelle Jarvis, a Lexington resident who has completed important exhibit designs throughout the country,provided key guidance during the pre-funding stages through construction. It is appropriate for and requested that the category of Exhibit Design Project Manager be added with Michelle Jarvis and her firm named as noted below. Building Permanent Plaque Verifications and Changes Above Photo LEXINGTON VISITORS CENTER - as written on original plaque COMPLETED 2020 — change (was "Opened April 2 20"") Under Select Board DOUGLAS M. LUCENTE, CHAIR —name to be confirmed JILL I. HAI, VICE CHAIR —name to be confirmed JOSEPH N. PATO — name to be confirmed SUZANNE E. BARRY—name to be confirmed MARK D. SANDEEN - name to be confirmed MICHELLE L. CICCOLO (FORMER) - as written on original plaque—delete (Former)? PETER C. J. KELLEY (FORMER) new addition - delete (Former)? Under Permanent Building Committee JONATHAN A. HIMMEL, CO-CHAIR change RICHARD F. PERRY, CO-CHAIR change JOEL G. BERMAN — as written on original plaque CELIS BRISBIN —as written on original plaque PHI LIP J. COLEMAN - as written on original plaque CHARLES N. FAVAZZO, JR. —as written on original plaque PETER D. JOHNSON —as written on original plaque PETER C. J. KELLEY — as written on original plaque CARL C. OLDENBURG — as written on original plaque Under General Contractor L.D. RUSSO - as written on original plaque Under Town Manager JAM ES J. MALLOY— name to be confirmed CARL F. VALENTE (FORMER) - as written on original plaque delete (Former)? Under Public Facilities Department MICHAEL D. CRONIN, DIRECTOR - name to be confirmed SERGIO DeMANGO, PROJECT MANAGER - as written on original plaque PAT GODDARD (FORMER) new addition - delete (Former)?Name to be confirmed UnderTourism Committee DAWN E. McKENNA, CHAIRMAN change MARGARET E. COPPE, VICE CHAIR change MARSHA E. BAKER —as listed on original plaque, new alphabetized order KERRY BRANDIN — as listed on original plaque, new alphabetized order BEBE H. FALLICK—as listed on original plaque, new alphabetized order JONATHAN A. HIMMEL—as listed on original plaque, new alphabetized order TRISHA PEREZ KENNEALY change, new alphabetized order(include accent as written) ERICA McAVOY—as listed on original plaque, new alphabetized order WIM NIJENBERG change, new alphabetized order Under Architect MILLS WHITAKER ARCHITECT, LLC—as listed on original plaque Add new category and name: EXHIBIT DESIGN PROJECT MANAGER MICHELLE JARVIS, PROUD DESIGN Mu 9 aw All 0ma �ywa (5 g to I ff ui uj uj . ��r 0 � CAA "� 1 � 4i-'z"�"�,, A zA AIM X Ow Ms Oc Hem TO ax do ., mt �11JiJ�G r i I r�J „ 7 `t r > � u r I) r I f i r i r r r /i i a e� 0 w !jt �, mk � I u" *I a � lug, pro,ii lull i v i7io/%!�/; AGENDA ITEM SUMMARY LEXINGTON SELECT BOARD MEETING AGENDA ITEM TITLE: Discuss Other Post-Employment Benefits (OPEB) & Capital Stabilization Fund (C SF) Policy Working Group PRESENTER: ITEM NUMBER: Jim Malloy, Town Manager L12 SUMMARY: I had previously discussed with the Board that I would be requesting to establishing a working group to work on the update of the 2014 OPEB Policy. At the same time, as the Board is aware, last year I had recommended a guideline to begin to set aside revenues into the Capital Stabilization Fund that would become sustainable and provide a buffer for when the debt service begins on the new high school. While this was generally thought to be a good guideline, due to the funding needs in FY21 when the budget was compiled, we had to put that concept off. I've developed a different guideline that ties economic growth to the Capital Stabilization Fund that I've shared with our Finance staff. In order to have abroader discussion on both of these issues, I believe it would be more efficient to have one working group work on both issues. This is more timely for this year than at other times, given the decision earlier this year to hold off funding of both items in the FY21 budget to deal with revenue shortfalls due to COVID-19 as well as other issues directly related to the proposed guideline for the Capital Stabilization Fund. I believe we can undertake this review concurrently with the FY22 Budget development so that we can build the guidelines. As I explained last year, I prefer to have budget guidelines and not hard and fast policies since budgets tend to be fluid and at times additional flexibility is needed to both balance the budget and/or meet community expectations. SUGGESTED MOTION: Move to approve the creation of a Finance Guideline Working Group to be appointed by the Town Manager with one designee from the Select Board, one designee from the Appropriation Committee, one designation from the Capital Expenditures Committee, the Assistant Town Manager for Finance, Budget Officer and Town Manager. FOLLOW-UP: DATE AND APPROXIMATE TIME ON AGENDA: 9/21/2020 10:OOpm AGENDA ITEM SUMMARY LEXINGTON SELECT BOARD MEETING AGENDA ITEM TITLE: Filing of Disclosure of Appearance of Conflict of Interest: Jeanne Krieger & Norman Cohen- Board of Appeals PRESENTER: ITEM NUMBER: Board Discussion L13 SUMMARY: Ms. Jeanne Krieger and Mr. Norman Cohen have filed with the Select Board a Disclosure of Appearance of Conflict of interest for their participation at the Board of Appeals 9/24/20 Hearing, regarding the petition from Bank of America, 1761 Massachusetts Avenue, for 2 new signs. For the record, included in the packet is a copy of their filing with Select Board, the appointing authority of the Board of Appeals. SUGGESTED MOTION: No motion required. FOLLOW-UP: Retain Disclosure of Appearance of Conflict of Interest submissions on file. DATE AND APPROXIMATE TIME ON AGENDA: 9/21/2020 10:05pm ATTACHMENTS: Description Type M.-blien Backup Matexial JI KHeger RAuip NlweiikO histructious, fipr Uiting Appearance ofConflid oChitercst Buckuip Material DISCLOSURE OF APPEARANCE OF CONFLICT OF INTEREST AS REQUIRED BY G. L. c. 268A, § 23(b)(3) PUBLIC EMPLOYEE INFORMATION Name of public 1? employee: '�Iorkr?qiq ) Title or Position: M ewltei,- Zo',i-j socklt-J e"� A Agency/Department: Agency address: Office Phone: Office E-mail: In my capacity as a state,county or municipal employee, I am expected to take certain actions in the performance of my official duties. Under the circumstances,a reasonable person could conclude that a person or organization could unduly enjoy my favor or improperly influence me when I perform my official duties,or that I am likely to act or fail to act as a result of kinship, rank,position or undue influence of a party or person. I am filing this disclosure to disclose the facts about this relationship or affiliation and to dispel the appearance of a conflict of interest. APPEARANCE OF FAVORITISM OR INFLUENCE Describe the issue that is coming before vn e r c 0(ol bus you for action or , oti b,,i k,,&,dJ be decision. by V1 9htC- What responsibility do you have for c�evm�eY5 OP rke Z819 Vow taking action or the flet'7C(00. making a decision? Explain your T Ct Sq k7� C'P relationship or C'CCVV_Wt affiliation to the person or organization. How do your official actions or decision or de, e- t matter to the person or organization? ki't,V e- ki 0 07,(Fe c!c- Optional: Additional facts—e.g., why there is a low risk of undue favoritism or improper influence. WRITE AN X TO CONFIRM THE STATEMENT BELOW. If you cannot confirm this statement, Taking into account the facts that I have disclosed above, I feel that I can perform my you should official duties objectively and fairly. recuse yourself. Employee signature: Date, Attach additional pages if necessary. Not elected to your public position—file with your appointing authority. Elected state or county employees—file with the State Ethics Commission. Members of the General Court—file with the House or Senate clerk or the State Ethics Commission. Elected municipal employee—file with the City Clerk or Town Clerk. Elected regional school committee member—file with the clerk or secretary of the committee. Form revised July, 2012 DISCLOSURE OF APPEARANCE OF CONFLICT OF INTEREST AS REQUIRED BY G. L. c. 268A, § 23(b)(3) PUBLIC EMPLOYEE INFORMATION Name of public employee: Title or Position: Agency/Department: Agency address: Office Phone: Office E-mail: In my capacity as a state,county or municipal employee, I am expected to take certain actions in the performance of my official duties. Under the circumstances, a reasonable person could conclude that a person or organization could unduly enjoy my favor or improperly influence me when I perform my official duties,or that I am likely to act or fail to act as a result of kinship, rank,position or undue influence of a party or person. am filing this disclosure to disclose the facts about this relationship or affiliation and to dispel the appearance of a conflict of interest. APPEARANCE OF FAVORITISM OR INFLUENCE Describe the issue that is coming before you for action or t . 1� et- decision. 4 - , a What responsibility do you have for - L [ Wtiliad 'b c taking action or OJ making a decision? f �k Explain your relationship or affiliation to the -� person or organization. How do your official actions or decision matter to the person or organization? i Optional: Additional there is a low risk of JA'4�' undue favoritism or improper influence. WRITE AN X TO CONFIRM THE STATEMENT BELOW. If you cannot confirm this statement, into account the facts that I have disclosed above, I feel that I can perform my you should official duties objectively and fairly. recuse yourself. Employee signature� Attach additional pages if necessary. Not elected to your public pomition-filewith your appointing authority. Elected state or county employees-file with the State Ethics Commission. Members of the General Court-file with the House or Senate clerk or the State Ethics Commission. Elected municipal employee-file with the City Clerk or Town Clerk. Elected regional school committee member-file with the clerk or secretary of the committee. Form revised July, 2O12 INSTRUCTIONS FOR DISCLOSURE BY STATE, COUNTY OR MUNICIPAL EMPLOYEE AS REQUIRED BY G. L. c. 268A, § 23(b)(3) APPEARANCE OF FAVORITISM OR INFLUENCE WHEN TO USE THIS DISCLOSURE FORM You are expected to perform official duties as a state, county or municipal employee. A reasonable person could conclude that someone can unduly enjoy your favor or improperly influence you when you perform your official duties, or that you are likely to act or fail to act as a result of kinship or the rank, position or undue influence of some party or person. For example, you have a relationship or affiliation with a person or organization that is a party, or represents a party, or may be affected by your official actions, or takes a public stance about those actions or the outcome. Taking this affiliation or relationship into account, you have concluded that you can be fair and objective when you perform your official duties. Before you perform your official duties, you must file a§23(b)(3) disclosure. For example, you should file a § 23(b)(3) disclosure under the following circumstances: - You will perform official duties in a situation that involves or affects non-immediate family members (e.g., a grandparent, aunt, uncle, cousin, niece or nephew), close friends, former or present colleagues or customers, or professionals with whom you have a business relationship. - You are a member or leader of a trade association or a civic organization, and the association or organization has an interest in the public work you will do. - You are an officer, director, trustee, partner or employee of a non-profit organization which is not a business organization, and the non-profit has an interest that will be affected when you perform your official duties. It may be helpful to include the following Information in your disclosure: - The nature of the official duties you are supposed to perform; - The nature of the issue that is coming before you for action or decision; - Your relationship or affiliation with a person or organization involved; - Facts that would indicate that you would not show undue favor toward the person or be improperly influenced by the person or organization, or that you would not be likely to act or fail to act as a result of kinship or the rank, position or undue influence of a party or person. In the disclosure, you must state that you feel you can be fair and objective when you perform your official duties, taking into account the involvement of the person or organization you identified. If you feel that you cannot perform your duties fairly and objectively because of an affiliation or relationship you have with someone involved, you should voluntarily recuse yourself. FILING THE DISCLOSURE Complete the disclosure below. If you are a non-elected public employee, file the disclosure with your appointing authority. After you file the disclosure, you do not need authorization from your appointing authority before you perform your official duties. If you are an elected public employee, file the disclosure in a public manner as instructed at the bottom of the disclosure below. OTHER 4 23(b)(3) DISCLOSURES Pursuant to regulations, there are other specific disclosure forms to report the following types of gifts in accordance with § 23(b)(3): - Gifts unrelated to your official action, position or duties—930 CMR 5.06; - Travel expenses—930 CMR 5.08(2)(d)4; - In-state travel for educational purposes—930 CMR 5.08(2)(e); - Honorary degrees—930 CMR 5.08(5); - Awards for meritorious public service or lifetime achievement—930 CMR 5.08(6). If you receive gifts of these types, these regulations require you to file a disclosure if a particular matter regarding a giver came before you within six months before you accepted the gift and/or within six months after you accepted the gift. Please review the instructions for the disclosure you need. If you need advice about completing the disclosure, please call the Attorney of the Day at(617) 371-9500 or e-mail the State Ethics Commission at requestadvice(dmassmail.state.ma.us. Form revised August 2015 DISCLOSURE OF APPEARANCE OF CONFLICT OF INTEREST AS REQUIRED BY G. L. c. 268A, § 23(b)(3) PUBLIC EMPLOYEE INFORMATION Name of public employee: Title or Position: Agency/Department: Agency address: Office Phone: Office E-mail: In my capacity as a state, county or municipal employee, I am expected to take certain actions in the performance of my official duties. Under the circumstances,a reasonable person could conclude that a person or organization could unduly enjoy my favor or improperly influence me when I perform my official duties,or that I am likely to act or fail to act as a result of kinship, rank, position or undue influence of a party or person. I am filing this disclosure to disclose the facts about this relationship or affiliation and to dispel the appearance of a conflict of interest. APPEARANCE OF FAVORITISM OR INFLUENCE Describe the issue that is coming before you for action or decision. What responsibility do you have for taking action or making a decision? Explain your relationship or affiliation to the person or organization. How do your official actions or decision matter to the person or organization? Optional: Additional facts—e.g., why there is a low risk of undue favoritism or improper influence. WRITE AN X TO CONFIRM THE STATEMENT BELOW. If you cannot confirm this statement, _Taking into account the facts that I have disclosed above, I feel that I can perform my you should official duties objectively and fairly. recuse yourself. Employee signature: Date: Attach additional pages if necessary. Not elected to your public position—file with your appointing authority. Elected state or county employees—file with the State Ethics Commission. Members of the General Court—file with the House or Senate clerk or the State Ethics Commission. Elected municipal employee—file with the City Clerk or Town Clerk. Elected regional school committee member—file with the clerk or secretary of the committee. Form revised July, 2012 AGENDA ITEM SUMMARY LEXINGTON SELECT BOARD MEETING AGENDA ITEM TITLE: Discuss Select Board Report for Fiscal Year 2020 Annual Town Report PRESENTER: ITEM NUMBER: Board Discussion I.14 SUMMARY: Discuss Select Board submission for inclusion in the FY20 (July 1 2019- June 30, 2020)Annual Town Report. For reference the following subjects were included in the FY19 Select Board submission: • Board of Selectmen(brief overview) • Year of Transition • Fiscal Strength • Board of Selectmen Goals • Housing Options • Street Improvements • Hartwell Avenue Zoning Initiative • Affordability for the Residents • Municipal and School Buildings • Community Engagement • Mental Health • Civil S ervic e • Sustainability Initiatives SUGGESTED MOTION: FOLLOW-UP: DATE AND APPROXIMATE TIME ON AGENDA: 9/21/2020 10:1 Opm AGENDA ITEM SUMMARY LEXINGTON SELECT BOARD MEETING AGENDA ITEM TITLE: Select Board Committee Appointments, Reappointments & Resignation PRESENTER: ITEM NUMBER: Doug Lucente, Select Board Chair I.15 SUMMARY: Resignation Lexington Council for the Arts • The Board is being asked to accept the resignation of Shubhra Chandra from the Lexington Council for the Arts effective immediately. Annual September Reappointments In August, emails were sent to the Chairs of Boards and Committees requesting that they let the Select Board Office know which members were to be reappointed, as well as those who were not to be reappointed. The request was for members with a term expiration date of September 30, 2020 only. Below is a list of Boards and Committees that are ready for reappointment(please see the attached list for more details). The attached list also includes those who were not to be reappointed and those who could not be reappointed due to term limits. The Select Board extends its thanks and appreciation for their time and effort in serving the Lexington Community. 2020 Vision Committee Lexington Bicycle Advisory Committee Board of Appeals Board of Appeals Associates Lexington Center Committee Communications Advisory Committee Condominium Conversion Board Lexington Council for the Arts Design Advisory Committee Design Advisory Committee Associates Economic Development Advisory Committee Fence Viewers Greenways Corridor Committee Housing Partnership Board Lexington Human Rights Committee Human Services Committee Lexington Scholarship and Education Fund Board LexMedia Board of Directors Noise Advisory Committee Sustainable Lexington Committee Tax Deferral and Exemption Study Committee Tourism Committee Town Report Committee Transportation Advisory Committee Tree Committee Trustees of the Public Trusts Water and Sewer Abatement Board Appointments to Vacancies Design Advisory Committee . The Board is being asked to appoint Chris Johns to the Design Advisory Committee as a full member for a term to expire on September 30, 2021. Lexington Scholarship and Education Fund Board . The Board is being asked to appoint Kimberly McCormick to the Lexington Scholarship and Education Fund Board for a term to expire on September 30, 2021. SUGGESTED MOTION: Move to accept the resignation of Shubhra Chandra from the Lexington Council for the Arts. Move to reappoint the Board and Committee Members as indicated on the attached list contingent on being up to date with the annual Ethics Conflict of Interest Law Training. Move to appoint Chris Johns to the Design Advisory Committee as a full member with a term set to expire on September 30, 2021. Move to appoint Kimberly McCormick to the Lexington Scholarship and Education Fund Board with a term set to expire on September 30, 2021. FOLLOW-UP: Select Board Office DATE AND APPROXIMATE TIME ON AGENDA: 9/21/2020 10:20pm ATTACHMENTS: Description Type D era Jgnation Lofter I.Chandra Backup Maleiial D Fk+ard/(Awmit Lee Ma l)ers 2020 Seplembu Backup maferiaN Reappoints D CJohns Backup Matoia( D 2020 LaNingtou Schokirslup a aWucatuon Fiund IExmrd Appficalion K- Backup Mateiial CV eCon-ric,k From: Shubhra Chandra To: Stacey Prizio Subject: Resignation from the Lexington Council for the Arts Sept 2020 Date: Saturday,September 12,2020 12:50:55 PM Dear Select Board and Stacey, I enjoyed serving as a volunteer on the Lexington Council for the Arts from Sept 2019 to 2020.Due to work and other commitments I will no longer be able to work on this board.Please accept my resignation effectively immediately,as of 9/14/2020. Thank you. 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Design Advisory 2 3. 4. Would you consider another Committee: Yes For how long should we keep your application on file? Indefinitely Full Name: Christopher Aaron Johns Nickname: Chris Preferred Title (please circle)Mr./Ms./Mrs./Other: M r. Home Address: 6 Field Road Zip: 02421 Length of Residence in Lexington: 1 .5 months Occupation: Architect, Founding Partner of ThoughtCraft Architects Work Address: currently working remotely Phone: Home Work Fax same as work Cell E-mail: Primary: Secondary: If you currently serve on a Board or Committee, please identify: Special Training, Interests,Qualifications: over 20 years of experience in the field of Architecture& Design Have you been asked by a Committee to become a member? Yes How did you hear about the Committee? from a DCA member and colleague Please attach a current resume, if possible. Add any comments below or on a separate page. Signature: 9�� Date: 9/9/2020 r I 10 U G II,,,,I T F,,,I,,. Ih irlii Joh irm , A11A Founding Partner, IVA Architect L..ic r�f952.356 Chris contributes a balanc.eci approach based on fus breadt1h of experience of over t' o 10 years of award winning design and Brands-on construe Lion. He thrives as the firm � cr uui conductor with significant historic rehabilitation and irrfill housing experience. When � faced With a complex situation involving marry factor's, Chris enjoys managing all of the � variables, aligning and realigning there until things are arranged in the most prodi..active configuration possible I le simply figures out the hest array to get things done. o PROJEC F RCJI....I. Partner In Charge, Design and Fechnical ead, Firrrn Conductor E.'Dt..JCAI 10N Il ss chuu e-tts Ilins-tii- U,u-te of Uech inollogy. , Master of Architecture 11 1assachurusetts Ilinstiftu -t of"U-echirnoll gy, urban Design Certificate U.Diniiveirsiit of If'll chid , Studies in Sustainable Design & Construction UUirniiveirsiit of II'lloiriid , Bachelor of Design St., Pe-teirs1buirg College, Associate of Arts in Architecture E.'XPERII NCI "rhou II -tGr ft irdhiiteds, Partner, Boston, MA, 2005 present I layden Building, National I....andmark rehabilitation mixed use, Boston, MA 1943 Dot Ave Mixed use Development, 64 units irrfill (rousing, Boston, MA Sawmill Housing, 114 affordable artist: units over narking, Chapel Hill, NC :30 Alleghany Multifamily Development, 18 units infill housing, Boston, MA, Soldier's Field Road, housing study for 80 r modular units, Boston, VIA tlpham's Corner, historic reuse and new irrfill housing, Boston, MIA Firry Horne Community, affordable irnic:.rohousing, Raleigh, NC North Washington Street, 5 unit mixed use irrfill, Boston, MA Summerfield Fown Meeting Hall, historic: rehabilitation, Surnme;Frfield, NC University of North Carolina, collaborative erR.acation suite, Chapel Hill, NC Malcolm X House, city landmark preservation planning, Boston, MIA IFl irnirna Galbiriiell Wells, Project A4arnager San Diego, CA 2004 2009 Ji..anior Sailing Center, San Diego Yacht Club, Sari Diego, CA Carty Family Roaming Pavilion, Sari Diego, CA Mission Beach Residence, San Diego, CA Media pact Healthcare Corporate Headquarters, Sera Diego, CA 11311ll lilla SIhaffeir,Associate Architec 1, E13oston, MA, 2002 2004 I...oft 23 at t.Jniver.sity Park MII F loft .style apartments, Cambridge, MIA Westfield State College, 400 bed dormitory, Westfield, IMA Portside Development, mixed use development, I:::ast Boston, MA GHOST V, De.sr;grner u.Builder, Nova Scotia, 2003 Performance pavilion i..apon ruins of a 400 year old coastal village INFE:RE:FS I....and.scape photography, golf, basketball, and racquet sports 9 �Ey r; ✓ Il�� �j 'J( ��, ri '�(3'rr�✓'�'" 1 rr erg ow r y � �,,-.. rr I r'r' i?"✓✓Fr Nl r r // r4P/IIi��V'li , � � ��� � �� Y e& Xj i�r 7 �,r err �� r�'r f/f t yr �I f/ ✓ 1 h��t/r� //�� /1 � �`✓ r rrr r" ;di r�%� � li� ' I ,f l r �i �rF f /` r yr i fir ��a ✓/� / r�, u r i�j/r r/✓fear �t✓� �r� r,� y��r�r i f r ,� ✓(r rl i(I% / ✓i r i r r nnF� Ml �/'� o /Nr✓✓ � v r�. �/ �� r r r,`N', ,�;rbl i�� /f ✓ .. ) r u/�P I ;�+�e�� 7�� ����f �f (yi � l��� r ' y r i1' 1// t'r✓r f i k d, ;� ��rl� l� � �p8 4 ivu✓ rid F rr ✓r riJr t, � /<JI¢�j� ip�r/f f r � 1�,, ( � r&&'- ✓ �ar� �� V , Ifs/%r ✓/ j7 �Yr� ��r r Hrn ��(ir✓r✓� �raw � (�i�i d Fr` r, ,,„ i��r rj i �fir� L...� r<�f;r;' �k�t, ?i!��1�% �t r�� „. r�i/J/1�/r;rr/✓��r ✓f✓( r r fr r f /r r ✓ fi6�h � �� � �a u, rr r,r/ �" %e�Y'�I�ir�w i f r f✓ ��b (Y +��r�ft f�J. i �"i//� r/9�r 11 irl4 �(J"�' ry' r�'/�rl�aP4�� q� rr>y i�';tijl rrr f�� �ar� s};�;>if hrr �/, � /� rl irP„ �r 51✓. 9 � �, (�4,, ��r1 / rl 6 1✓ ✓ 1 kasf rrr rrH 4' ,�'� d �/i 't!✓ a '�pyrp����/"✓Ir /i(, l�✓�✓r i�r,(r� y/��k r ii J'/(,� / Ff�����/fir e. +MKK�4'y�UtAE;�r��l✓�,Ir(r i" � �� `�'ft`�'rurr ��)i 7n ! r,y �>"l�� �- }��l�if/r✓�rFJv3r�!. �°dot✓ p�'Ir�� Glry ���% % ( (f a�fi ✓�� urrflC'lrJr"rsrrr�� � ✓f � r � arr' 2 � ra r✓ ^ m ��f' �^,�f ���✓, o� f ✓d 'it�� f� �r f �d r >fr,34 f� �'r6u�1, �gIl�1r ✓ r µ �r �, r !Y r t r/✓, f�SFf✓i k ��dfid li Pj) �: � � ,r,PlJr� � � �.,l� t � t e�� '.� � � �� s z i'v� 9r�,'/f fUr, � / !'rr,��✓� r�d✓"!� �i ,, �"li�AAh��4'��I u�� Y,✓7 ✓ � i�r ✓ r f �ri, a ri'�'( f)a r/i F,(� J�f�%�`�✓ ��.,, f Tr✓l°rr✓r r it!��/f✓vGti f✓f rtxre�r rrr/r �,�✓yr � /i F(� i�.,,iu" /i rr ✓Ipa/� i ;��1/� f flg� r f ✓r r x�/r Fer s 1��p � �f/Ifl�,i i. /6 flip r,r'✓o✓'ir" r �!/✓ t or/�/� / a v rr (�l� r/rrrl � v r ri �l l f' fr rf ( I �r rli H�11/✓f / ig �/Ifr i"I� lai 2 f r yn �r hfarr A r� rrr / � 1 rr ! ri efAr J" � f �/�w'�w� �+ for✓{r l�n'•rr/r' ran r✓ y IFle✓/ � f l�/� l f�rlrti � it ye/ i 'i rr h r ,. f Irv'r✓., I/ � �( rftrprtrr�✓ ( ra+r rrr b'r cif ��a ;a //s 7 / r✓ / f ✓1 I✓ l� T 5"rrr hXi fr/W� Pre rJi !I f 1 r / a l // % l�+✓1 rf cycle f ( ' � ���✓ � �a✓ �'`ri r/r✓j%ir��il�afl` f l(J�� r ✓', rv; i r!' „,�, I ��l II 1✓0/F r rm J � f. r r 1'°d ,,,f fell s fk�i^th � �����ytih� rn i xF✓ � �"�f����/ rT�f>�r�"i��F� ��'`�r�,l, ,(' �. ��y't} 1Et p i a*'t.Y � 7u 7 fr/ ✓r� � s�J �II X rI�1�i�7' � ���r r � � r / lf!r f>v ,�f r✓r r a � f'-'r"1�? 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Add any comments below or on a se iffy ,,fi�ee Mrww.r Date; r r � � / r , � r r rr�l rrr � dr r rf f/ i✓r+��rn'1/ prrW jr i r r f f rrs /sr r /'�rr rf I ry✓r/Irp��4 i I ,„aM�''� ����ur'��irl'�j�✓h�✓�r'��r�lfj�l/r7r/�ii��( f�?r� !rd�r('F�'� /�i�ji�r,r+r rrr ��M G "r I /irfr��, //%mv% r lrr"'t(�pv f r r,„�r s a;( ��3v r r rr�l it�r �lk/'iij., t�I � i�c;.,Y' !r l%��/✓°1�i� � ' vJ)� ryr?7 � J ./.rq ,r Yl,lr t.//'r,',;;� .., I x: f/i,ra!✓, ,✓, f .y,.;% lrrr r,.✓ r,rE�i��7.la l� �rr'i(✓r1rF 1('l tr� f�+ fi�j(�.,✓l ✓r(r//ry Fd✓"rr�P �! r�(er ff.rC ili�l.;l � �F ,�; rfI91i✓.i7 fray/f. � p r ✓� I�rJ r�;. i r ile�;N/�� ` rrl//�r✓/,�yrr✓tii�Yrr �{lS��y rr�l,r✓f��d �,�' ,if vy( ff,fi� rj'r rj�.f o / rrr r ��; r� � �'�✓ ��i�,�r I �r�� 1 r a,,:j Prlli�t�i f. ,,, .,, , ' '.� „,� ,�,F„F...v,,,,c,+}„ebrl�c„,1,,, „e r�„r �„.�rf,,.;/0„ l✓ �' ✓"( 1� ��f�a��, „, ,,, tea,: ,;,, rr.11 -,� r�,,,,c,r, �,��av1�4�i�.ar,,al�.r✓�r�a ii ^ �i, f�m�b2r(�e t KIMBERLY AFCORMICK PROFILE A Carnegie Mellon University College of Fine Arts alumni with extensive experience in the art of nonprofit organizational strategy and collaborations.An expert at working with nonprofit boards to achieve mission impact through organizational design.Strong communication and brand marketing skills with focus on equity and inclusion. EXPERIENCE PRESIDENT, MCCORMICK GROUP — 2013-PRESENT Facilitate and guide nonprofit organizations through consideration and full process of formal collaborations and structural and strategic development. McCormick Group is a nonprofit consulting firm formed in 1982.Clients include United Way Worldwide, Boys and Girls Clubs of America,Voqal, Lutheran Social Services,Coptic Orphans and more. Co- authored update of ebook The Power of Successful Partnerships. PRESIDENT, LEXINGTON EDUCATION FOUNDATION — 2018-PRESENT Elected to guide team of 19 volunteers and 1 staff to raise$350k/year, award $250k/year in grants and build connections between parents and schools. Led bylaw revisions. Guided structural adjustments,diversity goals,technology updates,and brand strategy. Held role of Marketing VP- initiated social media strategy and improved brand image. FITNESS INSTRUCTOR — 1991-PRESENT Currently lead group fitness classes in a variety of formats including cycling, high intensity interval training, running,and strength training. Managed and trained group fitness teams. HEALTH AND PHYSICAL EDUCATION ADVISORY COMMITTEE (HPEA) — 2014-2016 Appointed to Arlington,VA Public Schools' HPEA committee to work with district supervisor on recommendations and assessments that encourage,support and promote healthy habits and physical wellness programs in classrooms for the school board. MARKETING MANAGER, THE THOREAU CLUB — 2008-2013 Increased club memberships through targeted campaigns. Led website re-design that increased online registrations and strengthened member service. Managed group fitness staff and $400k budget,shifted culture to reduce complaints. PRESIDENT, ELEMENTARY PARENT TEACHER ORGANIZATION — 2007-2013 Led teams of volunteers, raised $901</year. Increased involvement through interactive events. Implemented strategic plan to improve communications. Updated bylaws. MANAGER, CONCORD COMMUNICATIONS — 1999-2003 Increased revenue from telecom and banking verticals. Fostered world-wide business relationships. Broadened brand awareness. Managed team and $400k budget. MARKETING SPECIALIST, ARTHUR D. LITTLE — 1997-1999 COMMUNICATIONS MANAGER, GRANGER CONSTRUCTION — 1993-1996 EDUCATION CARNEGIE MELLON UNIVERSITY — BACHELOR OF FINE ARTS, 1993 HOBBIES sailing,golf,traveling, ikebana, painting, physical fitness Lexington,MA I -