bedford, massachusetts - bedfordma.gov

Bedford, Massachusetts

2020 Annual Town Report

Bedford, Massachusetts

2020 Annual Tow

n Report

Town of Bedford | FY2020 Annual Report

1

Location Bedford is located in Middlesex County—about ifteen miles northwest of Boston near the

junction of routes 3 and I95 [128]. The Town may be accessed by car and by public transportation on the MBTA.taxi, shuttle, and Logan Express connect to Boston’s Logan Airport. Surrounding towns are Lexington, Concord, Carlisle, Burlington, Billerica, and Lincoln. The Town map shows a land area of almost fourteen square miles, with 65.54 miles of public roads. There are rivers, ponds, ields, and forests saved as conservation lands. The Town maintains open spaces with walking trails and bikeways as well as athletic ields and parks for recreation. History Incorporated in 1729, the initial community of ifty households survived on farming and

requisite industries. The Town’s history is documented in the Bedford collection at the Bedford Public Library. Visitors are drawn to view historic sites including homes, the Old Burying Ground, The Wilson Mill, the Job Lane House and the original Bedford Flag that was taken to the battle of Lexington and Concord in 1775. With support from Friends of Depot Park, a historic park commemorating railroad activity in Bedford is located near the intersection of Loomis Street and Railroad Avenue. Exploring Bedford, a walking/biking tour guide describing these sites, is available at the Library and the Bedford Chamber. http://www.freedomsway.org/towns/bedford/bedford.html will give you the history of what happened in Bedford the morning of April 19, 1775, and the addresses of the houses and other revolutionary sites that have been preserved in Bedford. The circa 1713 Job Lane House, a beautifully

preserved example of the New England saltbox-style house, was home to one of Bedford's founding families and is open for tours twice a month, May to December (www.bedfordmahistory.org/job_lane_house.htm). The Bedford Historical Society offers an annual lecture series on local history, presents historical displays in various Town buildings, answers research requests from the public, and maintains in its Archives an extensive collection of Bedford artifacts, documents, photographs, and reference materials (www.bedfordmahistory.org). PopulationandHousing Bedford’s 2018 population of 14,123 represents 5,312 households and 10,104 voters. In 2019 per capita income was $62,831. Detailed demographic information is provided by the 2019 American Community Survey (from the US Census). LocalTownGovernment Bedford’s Select Board Open Town Meeting form of government has been operative since 1729. Descriptions of elected and appointed of ices, processes, regulations and codes are contained in detail in the Charter and General Bylaws. Elected of icials, staff and many appointed citizen committees are vital in preparation, planning and delivery of Town government services. The Volunteer Coordinating Committee recruits volunteers for the appointed citizen participation committees. The Annual Town Election is on the second Saturday of March, with Annual Town Meeting traditionally beginning on the fourth Monday of March.

BEDFORD, MASSACHUSETTS


2

TownOrganizationChart 3 TownDirectory 4 OurTown 5 ElectedOfficials 6AppointedCommittees 6 SELECTBOARD 10 FINANCIALSERVICES Finance Department 12

2020 Financial Reports 15PUBLICSAFETY

Fire Department 55 Police Department 58 PERMITTINGANDLANDMANAGEMENT

Code Enforcement 64 Planning Board 67 Zoning Board of Appeals 71 Conservation Commission 72

HUMANSERVICES

Board of Health 74 Council on Aging 80 Recreation Department 89

Youth and Family Services 92 DEPARTMENTOFPUBLICWORKS100FACILITIESDEPARTMENT 106 EDUCATION

Bedford Public Schools 110 Shawsheen Valley Technical School 125

BEDFORDFREEPUBLICLIBRARY 135CULTURALANDHISTORICACTIVITIES

Cultural Council 140 Historic District Commission 143

Historic Preservation Commission 144 Town Historian 147

OTHERCITIZENCOMMITTEES

Arbor Resources 148 Bedford Housing Authority 150

Community Media Committee 152 Community Preservation Committee 154 Depot Park Advisory Committee 156 Energy and Sustainability 157 Land Acquisition Committee 159 Municipal Affordable Housing Trust 160 Patriotic Holiday Committee 161 Town Center/Old Town Hall 163 Transportation Advisory Committee 165

Volunteer Coordinating Committee 167

TOWNCLERKANDELECTIONS

Board of Registrars 169 Town Clerk 170

Elections 172 LEGISLATIVESpecial Town Meeting 11/4/2019 175

Annual Town Caucus- 01/7/2020 193

VOLUNTEERQUESTIONNAIRE 198

Table of contents

Cover designed by Jean Hammond. Photo courtesy of Jan van Steenwijk.

Tow

n of Bedford | FY2020 A

nnual Report

3

Planning Board

Planning Director

Planning Department

Finance Director

~ Accountant

Treasury Collectioos

Town of Bedford Organization Chart

Board of Health

Health& I Human Sen1ces

Director

Health I Department

~ Qfw

Elections Records

Manascrncnt

Youth & Family Sen1ces Department

Youth Counseling

Drug& Alcohol Abuse

Coordin1tion Vct(1'1Dlil'

Services

I

I

Board of Assessors

Assessing Director

Assessing Department

Codr Enforrwrnt llil!:.

Bullrung Conservation

Zoning Board of Appeals

Sealer of Weights& Measures

Councu on Aging Director

Council on Aaiua ~

Se-n•icts, Programs and Activities for

Seniors (60+)

Votersrfown Meeting

SelecJ Board Town Moderator

Library Trustees

Town Manager

PUblic Works Deot Water Sewer

Highwap! Grounds Refuse

Enainecring Mechanical

Town Counsel

Town Manassrs omct Human Resources

Economic Dn·elopment Wonnatlon Systems

Police Department

Animal Control

Bedford Local n-amlt

Library Director

library Departmmt

Fire Chief

Fire Department

Eme-rgcncy CommuniclltionSI

Recreation Director

~ -~r~btrc~ -SurmurA,J,,-crturt> ,...,..,, Spnngs Brodi: Prk

S chool Committee

School Superintendent

School Depart.ment

Facilities Director

Facilitis, Poot Buildings Custodial Services

Maintenance Services

Construction Admi11istr1tio11


4

TOWNDEPARTMENTS&SERVICES

BedfordCommunityAccessTV 16 South Road 781-275-5004

BedfordPublicLibrary 7 Mudge Way 781-275-9440

BedfordPublicSchools 97 McMahon Road 781-918-4444

Superintendent 97 McMahon Road 781-275-7588

AssistantSuperintendent 97 McMahon Road 781-275-2155

BedfordHighSchool 9 Mudge Way 781-275-1700

EleazerDavisElementarySchool 410 Davis Road 781-275-6804

JobLaneElementarySchool 62 Sweetwater Ave. 781-275-7606

JohnGlennMiddleSchool 99 McMahon Road 781-275-3201

FacilitiesDepartment 101 McMahon Road 781-275-5290

FireDepartment‐Non‐Emergency 55 Great Road 781-275-7262

FireDepartment‐Emergency 911

PoliceDepartment‐Non‐Emergency 2 Mudge Way 781-275-1212

PoliceDepartment‐Emergency 911

PublicWorksDepartment 314 Great Road 781-275-7605

BedfordLocalTransit 12 Mudge Way 781-275-2255

CouncilonAging 12 Mudge Way 781-275-6825

HealthDepartment 12 Mudge Way 781-275-6507

RecreationDepartment 12 Mudge Way 781-275-1392

TownCenterCoordinator 12 Mudge Way 781-275-4880

Veterans’Services 10 Mudge Way 781-275-1328

Youth&FamilyServices 12 Mudge Way 781-275-7727

TownHall 10 Mudge Way 781-275-1111

Assessors 10 Mudge Way 781-275-0046

CodeEnforcement 10 Mudge Way 781-275-7446

Collector’sOffice 10 Mudge Way 781-275-1517

ConservationCommission 10 Mudge Way 781-275-6211

FinanceDepartment 10 Mudge Way 781-275-2218

HumanResources 10 Mudge Way 781-275-1111

PlanningBoard 10 Mudge Way 781-275-1548

TownClerk 10 Mudge Way 781-275-0083

TownManager 10 Mudge Way 781-275-1111

Town of Bedford Directory


5

SituationAbout 15 miles northwest of Boston Middlesex CountyPopulation14,123 ElevationHighest- 280 feet above sea level Lowest- 110 feet above sea level AssessedValuationforFY20Total Assessed Value = $4,006,170,069 FY20TaxRatesResidential = $13.18 Commercial/Industrial & Personal Property = $28.95FY20WaterRates Water Base Rate Minimum Bill = $35/yr 0-2000 cubic feet = $1.70/ 100 CF Over 2,000 cubic feet = $8.60/ 100 CF FY20SewerRates Sewer Base Rate Minimum Bill = $45/yr 0-2000 cubic feet = $3.70/ 100 CF Over 2000 cubic feet = $14/ 100 CF

Websitewww.bedfordma.gov TypeofGovernmentSelect Board Open Town Meeting SenatorsinCongressElizabeth Warren, 617-565-3170 Edward Markey, 617-565-8519 RepresentativeinCongressSeth Moulton (6th District), 978-531-1669 StateSenatorMichael Barrett (3rd Middlesex District), 617-722-1572 MemberofGovernor’sCouncilMarilyn Petitto Devaney (3rd Middlesex District), 617-725-4015 ext. 3RepresentativeinGeneralCourtKenneth Gordon (21st Middlesex District), 617-722-2575

QualificationsforRegistrationasVoters To register to vote you must be a Town resident, 18 years old, American-born or fully naturalized. Town Clerk’s Of ice Hours are Monday, 8:00a.m. to 7:00p.m. Tuesday through Thursday, 8a.m. to 4p.m. and Friday, 8:00a.m. to 1:00p.m. Additional information including online voter registration is available on the Secretary of the Commonwealth’s website.

DogLicenses A dog must be licensed within 30 days of arrival in Town. Puppies must be registered by three months old if rabies vaccinations have been administered. Registrations are held June 1 through August 31 with the Town Clerk. License fees: $15/1 year; $18/2 years; $25/3 years. All licenses expire August 31. After August 31, a $5.00 ine is due up to thirty days. After thirty days, a $25.00 ine is due.

TaxBills Tax bills are paid quarterly. The first two quarters are preliminary bills and are based on the previous year’s bill. The first quarter is due on August 1, the second quarter on November 1; third quarter on February 1; and fourth quarter on May 1. If unpaid, interest will be calculated from the due date to date of payment. Motor vehicle excise bills are due 30 days from date of issuance, as well as water bills. Interest and demand charges will be assessed if bills are past due. Online payments are accepted (see above) www.bedfordma.gov BoardofHealth Cases or suspect cases of communicable or infectious diseases shall be reported by household members, physicians, and other health care providers as defined by M.G.L. Ch. 111, Sec. 1, by telephone, in writing, by facsimile, or other electronic means, immediately, but in no case more than 24 hours after diagnosis or identification, to the Board of Health in the community where the case is diagnosed or suspect case is identified. The local Board of Health’s responsibility, upon receipt of such a report, is set forth in Massachusetts Regulations 105 CMR 300.110 and 300. The Board of Health’s telephone number is 781-275-6507.

Our Town


6

Appointed committees - July 1, 2019- June 30, 2020

Elected Officials BedfordHousingAuthority

William S. Moonan Ap-

pointee

Lauren Crews 2024 Ellis Kriesberg 2023 Lewis M. Putney 2021 Jane Puffer 2022

Zoe Pierce (resn. eff. 3/2020 2020 Ronald M. Cordes 2021 Robert B. Murphy 2022 Rebecca Neale (eff. 3/2020)

2023

BoardofHealth

Sarah B. Thompson 2021 Anita Raj 2021 Beatrice A. Brunkhorst 2022 Susan Schwartz 2023 Ann A. Kiessling 2023

BoardofAssessors

ModeratorCatherine B. Cordes 2022

PlanningBoard Jeffrey M. Cohen 2021 Shawn Hanegan 2022 Amy Faith Lloyd 2022 Jacinda Barbenhenn 2023 Steven Hagan 2023

RegionalVoc.SchoolDistrict

Glenn McIntyre 2021 Nancy Asbedian 2022

SchoolCommitteeAnn E. Guay 2020 Sarah A. Scoville 2020 Daniel Brosgol 2021 JoAnn Santiago 2022 Brad Morrison 2022

SelectBoard

Michael Rosenberg (resn. 3/17) 2020

Margot R. Fleischman 2021

Emily Mitchell 2022

William S. Moonan 2022

Bopha Malone (eff. 3/17) 2023

Edward M. Pierce 2023

BedfordLibraryTrustees

Michael Pulizzi 2021

Dennis Ahern 2021

Elizabeth Hacala 2022

Abigail A. Hafer 2022

Alma Hart 2022

Rachel Field 2023

Robin Grace Silbert 2023

Bedford300ExploratoryTaskForce

Michael Rosenberg (eff. 3/2020)

2020

Julie McCay Turner 2020 Cheryl Milroy 2020 Roberta Ennis (eff. 9/19) 2020 Christine Anderson (eff. 9/19) 2020

ArborResources(AdHoc)Deb Edinger 2020 Melinda Chamberlain Die-trich

2020

Ruth Robinson 2020 Kenneth Prescott 2020 James Hudzik 2020 Jacqueline Edwards 2020 Daniel Churella 2020

BedfordHousingPartnershipAlice Sun 2020 Christina Wilgren 2020 Ellis Kriesberg 2021

BedfordHousingPartnership(cont.)

Jean Hammond 2021 Jane Puffer 2022 Shawn Hanegan 2022 3 Vacancies

BicycleAdvisory

Peter Weichman 2020 Craig Jackson 2020 Omar Santiago 2021 Jan van Steenwijk 2021 David Enos 2022 Mark Bailey 2022 1vacancy

Stephen Kerwin 2020 James Shea 2020 Ralph Hammond 2021 Ying MacDonald 2021 1vacancy

CommunityMediaCommittee

CapitalExpenditure

Maryellen Carter 2020

Eric Dahlberg 2020

Antonio Battaglia 2021

John Carbone 2021 Barbara Perry (resn. 8/2020)

2022

Steve Steele (Fin. Comm.)

William S. Moonan (Sel.) 1vacancy

Joann Santiago (Sch. Comm.)

CharterandBylawReview

CommitteeCarol Amick 2020 Betsey Anderson 2020 Maria Borino (resn. 1/2020)

2020

Walter St. Onge (eff. 2/2020)

2020

Cathy Cordes 2020 Bruce Murphy 2020 Jan Shepard 2020


7

Appointed Committees CharterandBylawReviewCom‐

mittee(cont.)Jacinda Barbehenn 2020 Daniel Brosgol 2020 Edward Pierce 2020

adhocCommunityGardensTaskForce

Amy Lloyd 2020 Lori Eggert 2020 Richard Daugherty 2020 Donald Marshall 2020 Frank Richichi 2020 Robert Webber 2020

CommunityPreservationChristina Wilgren 2020 Robin Steele 2020 Lee Vorderer 2021 Lauren Crews 2021 Shawn Hanegan 2021 Steven Hagan 2022 Katherine Blakeslee Shutkin (eff. 7/19)

2022

Margot Fleischman 2022 George Little (resn. 11/19) 1Vacancy

ConservationCommission

Christopher Gittins (eff. 12/19) 2020 John Britton 2020 Steven Hagan 2021 Allan Wirth 2021 Deb Edinger (eff. 12/19) 2021 Arthur Smith 2022 Lori Eggert 2022

Constables Anthony J. Saia 2022 Joseph Topol 2022

CouncilonAging Thomas Kinzer 2020 Gene Kalb 2020 Rosemary M. Dyer 2020 Emily Pruyn 2021 Sandra Hackman 2021 Allan E. Morgan 2021

Roberta Ennis 2022 Richard Rosen 2022 Lewis Putney 2022 William Moonan (Sel) 2022

CouncilonAging(cont.)

DogParkTaskForce(AdHoc)

Stacey Katz 2020 Lynn Orav 2020 Ed Pierce 2020 Laurie Walsh 2020 6vacancies

Christine Rabinowitz 2020 Emily Prince 2021 Robert Dorer (eff. 3/2020) 2021 Margot Fleischman 2021 Daniel Bostwick 2022 Suzy Enos 2022 1Vacancy

EnergyandSustainabilityCommittee

Margot Fleischman 2020 Allan Wirth 2020 Michael Barbehenn 2020

FawnLake(adhoc)

Robert "Schorr" Berman 2020 Elizabeth Cowles 2020

Linda Oustinow 2020 Bill Simons 2020 John Zupkus 2020

FawnLake(adhoc)

Vacancy

Stephen D. Steele 2020 Erica Liu 2020 Paul Mortenson 2020 David Powell 2021 Karen Dunn 2021 Stephen C. Carluccio 2021 Elizabeth McClung 2022 Thomas Busa 2022 Benjamin Thomas 2022

FinanceCommittee

FiscalPlanning

Robert B. Murphy (Assessors) Anita Raj (BOH) Antonio Battaglia (CEC) Elizabeth McClung (Fin. Com.) Ben Thomas (Fin. Com.) Elizabeth Hacala (Lib. JoAnn Santiago (Sch. Comm.) Daniel Brosgol (Sch. Comm.) Edward Pierce (Sel.) Emily Mitchell (Sel.) Jonathan Sills (Sch. Supt.) Julie Kirrane (Sch. Bus. Off.) Sarah Stanton (Town Manager)

HartwellRoadCommitteeWilliam Moonan 2020 Jennifer Boles 2020 Meeta Mathur 2020 Elizabeth Kennedy 2020 Karl Winkler 2020

Victor Garofalo (Fin. Director)

HistoricDistrictCommission

FullMembers William Moonan, Chair 2020 Karen Kalil-Brown 2021 Alan Long 2022 Salvatore Canciello 2022 Karl Winkler (eff. 9/19) 2021

AlternateMembers 2vacancies


8

Appointed Committees

Ann Seamans 2020 John Linz 2020 Richard LeSchack 2020 David Goldbaum (eff. 10/19)

2021

Jessie McAleer 2021 Katherine Blakeslee Shutkin 2022 Donald Corey 2022

HistoricPreservation

William G. Speciale 2020 Donald Cullis 2020 Daniel Puffer 2020 Michael Barbehenn 2020 Emily Mitchell 2020

Arthur Smith (eff. 11/19) 2020 Vacancy

MunicipalAffordableHousingTrust

Alice Sun 2020 Christina Wilgren 2020 Edward Pierce 2021 Sarah Stanton 2021 Irma Carter (resn. 1/2020) 2020 2Vacancies

PatrioticHoliday(adhoc)

Barbara Purchia (eff. 10/19)

2020

John Monahan 2020

Joseph R. Piantedosi 2020

John Cooper 2020

Paul A. Purchia 2020

James Burton 2020

Vincent A. Fay, Jr. 2020

Roberta M. Ennis 2020

Jon O'Connor 2020

PetitionersAdvisory Lora Goldenberg 2020

Walter St. Onge 2020

Robert Dorer 2020

LandAcquisition(AdHoc)

RecreationCommissionJulie Halloran 2020 Virendar Kaushik 2020 Michael O'Donnell 2021 Ronald Richter 2022 Robin Steele 2022

RegistrarsofVoters

Anita Feld 2021 James W. Martin 2021 Diane Cameron (resn.) 2022 William Speciale (eff. 3/2020) 2022

Interim Town Clerk Rosemary Harvell

TrailsCommittee(AdHoc)

Michael Barbehenn 2020 Paul Marcus 2020 Joseph Mazzeo 2020 Mark Levine 2020 Harold R. Ward 2020 Daniel Hurwitz 2020 Clem Larson 2020

TransportationAdvisoryScot Shaw 2020 Peter Bernhardt 2020 Dawn Lafrance-Linden 2021 Jacinda Barbenhenn 2021 Margot Fleischman 2021 Sandra Hackman 2022 1Vacancy

VolunteerCoordinating Jennifer Kelley 2020 Joseph Piantedosi 2021 Angelo Colao 2021 Patricia Carluccio 2022 1Vacancy

YouthandFamilyServices Marcia Morgan 2020 Peter Ricci 2020 Ann Guay 2020 Marge Heckman 2021 Dori Pulizzi 2021

Mary Seymour 2022 Emily Mitchell 2022 Amy Hamilton 2022

ZoningBoardofAppeals FullMembers

Robert Kalantari (FM 10/19)

2020

R. Jeffrey Dearing 2020 Todd A. Crowley 2021 Angelo Colasante 2022 Carol Amick 2022

AssociateMembers John D. Hadden 2022 Kay Hamilton 2022 1Vacancy

ElectionOf icers

Patricia Crew Michele Ferland Peter Donahue John M. Stella Janet Schimelfenyg G. Kenneth Clayton Marion Connarton Nancy Daugherty Jean M. Harrison Patricia M. Dahlgren Rosemary M. Dyer Robert A. McClatchey Joan B. Larsen John G. Clark Vincent Therrien Linda Hocker Fatima Lomot Michele Ferland Kelly J. Craven Roberta F. Vernon Anita Raffa Shaena Grossman Emily M. Pruyn Annemarie Blanchard A. Richard LeSchack Patricia Crew Sandra Alexander Patricia Reeves Anderson Iris M. Brough Deborah H. Caban Alice Churella Paul J. Ciaccia Wendy J. Ciaccia John Cooper Sarah Craven Cynthia M. Donahue


9

Appointed Committees

ElectionOf icers(cont.)Nancy Forrest Jane Gallagher-Reid Laurie K. Gleason Clive Adrian Grainger Kathleen A. Grey Kay A. Hamilton Kathryn E. Jarvis Ajay Kashyap Stephanie Keep Michael S. Kucher Deborah L. Larsen Richard Leary Rebecca Joyce Mantz Kathleen T. Masci Michelle H. Matteo Joseph P. Mendousa Mary Quinn Mendousa Tabor Ansin Mohns Ken Pruyn Anita Raj Alice Rouse Elizabeth A. Salzer Rita A. Sullivan Ellen J. Tate Mary Ellen Turner Lee E. Vorderer

HanscomFieldAdvisoryCommitteeEdward Pierce 2020

Emily Mitchell 2022

HATS Michael Rosenberg (resn. 3/2020) 2020 Emily Mitchell 2020

MetropolitanAreaPlanningCouncil Sandra Hackman 2022 Margot Fleischman (Sel) 2022

MBTADistrictRepresentative Margot Fleischman 2020

TownManager

Sarah Stanton

AssistantTownManager Colleen Doyle

Amy Fidalgo

TownCounsel

George Hall 2020

TownHistorian

Sharon McDonald 2020

TreeWarden

Dennis Freeman

Veteran'sGrave'sOf icer Paul Purchia 2020

Veteran'sOf icer William Linnehan

SuAsCoRiverStewardshipCouncil

Joseph Piantedosi Ralph Hammond


10

Select Board

PURPOSE:The Select Board, formerly known as the Select Board but changed to Select Board this year as a result of a Charter change approved at a Special Town Meeting and by a vote as part of the Town’s Annual Elections, is the executive branch of Bedford's Town government and oversee all municipal departments and of ices that serve under the leadership of the Town Manager Sarah Stanton. These include: Fire, Police, Public Works, Facilities (shared management with the School Department), Code Enforcement Finance, Recreation Bedford, Local Transit, Council on Aging, Town Clerk, and Youth & Family Services. FY20HIGHLIGHTS PandemicThe Covid-19 pandemic dominated the news and our lives in 2020. Through the efforts of the Town Manager and the Covid-19 Task Force the Town, after an initial shutdown, was able to remain open on an appointment only basis. Select Board and committees of the Select Board meetings were conducted over Zoom, as we were allowed under the Governor’s emergency order to conduct meetings remotely. Annual Town Meeting usually held in the High School at the end of March was postponed until July and held outdoors on the football ield. In response to the needs as a result of the pandemic the Town established a town-run community food bank; adopted friendly changes to outdoor dining regulations and waived certain fees to help local business; set up an emergency rent relief fund to help Bedford residents most in need; provided youth and community mental health counseling forums; established a free Fire Department/Pro EMS/Broad Institute COVID-19 testing program for employees and residents. TownOf icersLong time Select Board member Mike Rosenberg decided not to run for re-election

and in March 2020, the Board welcomed Bopha Malone as the newly elected member to succeed him. ReviewofFeesA review of the fees the Town charges for permits and services was conducted and resulted in changes to bring them up in line with neighboring communities. The aggregate increase is expected to be on the order of just under a half million dollars. DredgingofFawnLakeThe contract to dredge a portion of Fawn lake and rebuild the dam was awarded in the fall of 2019 and work after some delay because of the pandemic commenced in the summer of 2020. The work will restore the depth of the lake to eight feet in most places and shore up the dam. DavisBoardwalkThe long sought project of building a boardwalk along Davis Road in the White Cedar Swamp area became a reality with the awarding of the contract in the fall of 2019. TransportationInitiativesDesign work continued on the North Road and Chelmsford Road intersection in fY2020. The design includes geometric modi ications, a new traf ic signal, pedestrian and bicycle accommodations, and a channelized lane for the North Road northbound approach. The expanded scope of the project now includes extending the sidewalk network from Isabella Lane to Sweetwater Ave. EconomicDevelopmentThe Economic Development Director along with the Town Manager and others were able to attract an exciting new business, Ultragenyx a biopharmaceutical company involved in the Research and Development novel products for treatment of rare and ultra-rare genetic diseases, to build it’s R&D and manufacturing facility on an under utilized commercial parcel


11

Select Board

on Middlesex Turnpike. When complete we anticipate an increase in annual tax revenues of $300,000 along with 100 new jobs at salaries expected to average a $100,000. The Economic Development Director also moved forward, with an af irmative vote of the Select Board on an application to the State to create a designated cultural district stretching from Depot Park up through the Historic District on the Great Road. TransparencyandEngagementThe Select Board strongly encourage all residents to learn more about the activities of Town government by visiting the Town of Bedford webpage, www.BedfordMa.Gov Agendas and minutes for all town boards and committees are available to view or download. E-alerts also allow anyone to receive agendas and minutes via email by subscribing to the boards or committees of their choosing at www.bedfordma.gov/ subscribe. With the exception of Executive Sessions, all meetings of town boards and committees are open, and the public is welcome to attend. In 2020 the Select Board prepared and approved a Handbook to be used as guide to provide a foundation for consistent, transparent, and effective Board administration. Primary budgetary and inancial documents as well as the link to the Virtual Budget may be found on the Budget and Financial webpage, https://www.bedfordma.gov/ inance/pages/budget-and- inancial-information

The Town also maintains a social media presence. To ind the Town on Facebook, go to www.Facebook.com and enter "Town of Bedford, MA". Follow the Town of Bedford on Twitter @ TownofBedfordMA The Select Board welcome input on any issue of concern. New this year, the Select Board as part of its regularly scheduled meetings has an item on it’s Agenda for Comments from the Public. Questions and comments can also be emailed directly from the Select Board's webpage, www.bedfordma.gov/Select Board. While on that page, to send an email to an individual Select Board, simply click their name; to contact all the Select Board, click on "Board of Select Board" at the bottom of the page. Letters may also be mailed to the Select Board care of the Town Manger's of ice in Town Hall, 10 Mudge Way, Bedford MA 01730.


12

Financial Services

FinanceDepartment

PURPOSE The Finance/Administrative Services Department has organizational responsibilities for the following functions: Accounts payable for all departments Preparation of all Town and School payrolls Cash low and investment management for

all funds Debt budgeting, management, preparation,

and coordination of municipal bond sales; make presentations to bond rating agencies

Preparation and dispersal of all inancial statements to federal and state agencies

Ensure compliance with all Town, state, and federal inancial regulations

Coordination and assistance to independent auditors

Bene its and worker’s compensation management in conjunction with Human Resources

General insurance and worker’s compensation budgeting and management

Financial management and forecasting Real estate and personal property tax

billings and collections Motor vehicle billings and collections Water and sewer revenue collections and

receiving other departmental revenue turnovers

Coordination, planning, and maintenance of information system technologies and initiatives for Town departments

Tracking and reporting of capital assets to ensure compliance with accounting standards

Tracking and reporting of all Community Preservation Fund activity

General of ice supply purchasing for all Town departments

Processing and monitoring Town department mail and mailing expenses

Provide technical assistance to various Town boards and committees

EMPLOYEESTATISTICS Full-Time: 7 Part-Time: 2 FY20HIGHLIGHTS For the sixteenth consecutive year, the Finance Department is pleased to report that the Certi icate of Achievement for Excellence in Financial Reporting (CAFR) was awarded to the Town by the Governmental Finance Of icers Association of the United States and Canada (GFOA) for the Town Comprehensive Annual Financial Report for the iscal year ending June 30, 2019. Standard & Poor’s af irmed our AAA rating, received in 2006. This rating is the absolute highest available and is an indication of the caliber of our credit. This ensures that we will receive the lowest possible interest rate whenever the Town has a bond sale. The Finance Department has also in the past been able to re inance some of it bonds, saving the Town over $3.6 million dollars over seven years. On an ongoing basis, throughout iscal year 2020, the Finance/Administrative Services Department continued to implement, enhance, and expand operational ef iciencies and services, both internally and throughout all Town departments. Some of these activities and accomplishments included: Continued re inement of all Governmental Accounting Standard Board (GASB) and Department of Revenue (DOR) inancial reporting requirements, as well as the automation of many processes. Re inement of all the inancial forecasting and modeling tools. • Update Online Visual Budget, and Financial/Budget Web Page. • Continue to re ine the Town internal report

II II


13

FinanceDepartment

Financial Services

for Departments, Boards and Committees. • We have one of the best commitment-to-

collection rations of real estate and personal property taxes of any community in Massachusetts by continuing to follow its internal collection procedures. Collections are at 99.9%.

• FY20 Town Audit found the Town Financials in full compliance.

• Closed books on a timely basis, as well as the Town audit and free cash being certi ied on a timely basis.

Conducting Bond sale in November 2019. FY20TechnologyProjects• Installed Ansible for network switches

con iguration management.

• Upgraded Police servers to Microsoft Server 2016.

• Implemented new Permitting software. • Added two-factor authentication for remote

access. • Compared network-monitoring options – in-

house vs contracted. • Took advantage of state cybersecurity

initiatives. • Installed security cameras at water towers. • Created cyberattack response procedure

and policy. • Organized the server rooms in Police, Town

Center and Town Hall.

ll II


14

Financial Services

FinanceDepartment

Government Finance Officers Association

Certificate of Achievement

for Excellence in Financial Reporting

Presented to

Town of Bedford Massachusetts

For its Comprehensive Annual Financial Report

For the Fiscal Year Ended

June 30, 2019

Executive Director/CEO


15

Financial Services B

udge

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Revenues

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$108,329,722

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$

42,5

04,3

65

42.4

7%

Sele

ct B

oard

Bud

gets

18

,568

,267

19

.29%

19

,429

,914

19.4

2%

Insu

ranc

e &

Ben

eit

s 12

,187

,666

12

.66%

12

,927

,381

12.9

2%

Prin

cipa

l & In

tere

st (

Incl

udes

CPA

Bon

ds)

8,25

5,28

7 8.

58%

9,

352,

462

9.

35%

W

ater

& S

ewer

(M

WR

A)

5,60

5,18

0 5.

82%

5,

700,

000

5.

70%

U

tilit

ies

1,75

0,00

0 1.

82%

1,

775,

000

1.

77%

In

depe

nden

t Boa

rds

& F

inan

cial

Com

mit

tees

2,

795,

305

2.90

%

2,91

3,49

1

2.91

%

Sub-Total(OperatingBudget)

$90,090,421

$94,602,613

Capi

tal A

rtic

le (

Excl

udes

bon

ding

pro

ject

s)

2,

519,

181

2.62

%

2,

326,

334

2.32

%

Oth

er A

rtic

les

1,59

5,09

7 1.

66%

1,

472,

885

1.

47%

A

bate

men

ts, A

sses

smen

ts, S

now

De

icit

& O

ther

1,

003,

155

1.04

%

986,

965

0.

99%

Co

mm

unit

y Pr

eser

vati

on

1,04

6,52

8 1.

09%

68

6,02

2

0.69

%

TotalAppropriations(Expenses)

$96,254,382

$100,074,819

UnusedLevyCapacity

$8,333,574

$8,254,903

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FY2020 Budgeted Revenues

Property Taxes~

69.71% ~

Pension & Debt/ Stabilization Fund

0.11%

Other Prior Article Balances

0.26% Community Preservation

1.57% Free Cash

5.47%

9.48%

Federal & State 8.42%

Sewer Revenue 4.98%

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FY2020 Budgeted Expenses

Schools (including Vocational Education)

42.47%

Community Preservation ~

(CPA) 0.69%

Abatements, Assessments, Snow

Deficit & Other 0.99%

/ 7 Other Article~apital Article

(Stabilization, OPEB, 2.32% Independent Boards Misc) 2.91% 1.47%

Select Board Budgets

/ 19.42% Insurance & Benefits

12.92%

ttftilll\!tlltt

Principal & Interest (Includes CPA Bonds)

9.35%

Water & Sewer (MWRA) 5.70%


18

Financial Services

Uncollected6/30/2019

Commitments Collectable

Uncollected6/30/2020

FY2021

FY19 FY18 (448)

FY2021

(182)

129

FY19 (233) FY18 (377) FY17 420 420 (420)

(233)

FY2021

FY19 FY18 FY17

599 (599)

(307) 216 165

(307)

Water/Sewer

Collections and Unpaid Balances June 30, 2020

I Abatements & Adjusted Transfer to Tax Adiustments Title/Deferral Collections Refunds

Real & Personal Property

Real Estate 0 63,514,543 (154,417) 63,360,126 0 (62,930,554) 39,933 469,505

315,352 0 315,352 (13,731) (280,814) 20,808 4,582 (4,134) (3,636) (3,188) 0 3,636 0

Total Real Estate 319,934 63,510,409 (158,053) 63,672,290 (14,178) (63,211,368) 43,569 490,313

Personal Property 0 3,743,137 3,742,955 0 (3,726,924) 16,161

19,915 0 19,682 0 (18,580) 0 1,102 2,183 0 0 2,183 0 0 1,806

0 0 0 0 0

Total Personal Property 22,518 0 22,285 0 (19,376) 0 2,908

Motor Vehicle

Motor Vehicle 0 2,213,840 (75,617) 2,138,223 0 (2,031,440) 10,623 117,406

123,108 264,541 (45,722) 341,927 0 (329,587) 29,378 41,718 33,117 0 (4,743) 28,374 0 (15,674) 4,184 16,884 16,756 0 (1,222) 15,534 0 (2,322) 1,001 14,213

Prior Years Motor Vehicle 28,485 (27,886) 0 0 0

Total Motor Vehicle 201,466 2,478,381 (155,190) 2,524,657 0 (2,379,622) 45,185 190,220

Water/Sewer Liens

FY2021 Water Lien Added to Tax 0 79,750 0 79,750 0 (75,421) 1,978 6,307 Sewer Lien Added to Tax 0 93,996 0 93,996 0 (89,443) 0 4,553

FY19 Water Lien Added to Tax 3,392 0 0 3,392 (2,869) 0 Sewer Lien Added to Tax 3,796 0 0 3,796 0 (3,631) 0

Total Water/Sewer Liens 7,188 173,746 0 180,934 (171,364) 1,978 11,241

Water/Sewer Bills Liens

Water 331,883 4,011,470 (4,562) 4,338,791 (55,548) (3,914,637) 16,674 385,280 Sewer 556,655 5,263,988 (11,120) 5,809,524 (85,160) (5,154,277) 1,682 571,769

Total Water/Sewer Bills 888,538 9,275,458 (15,682) 10,148,314 (140,707) (9,068,914) 18,357 957,049

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Special Revenue Enterprise Fund

25,735,403 17,732,401 6,068,915 247,414 23,515,400

1,285 1,285

504,997 504,997 190,221 190,221

396,273 638,230 1,034,503 60,124 60,124

69,829 69,829 (270,222) (270,222)

(951,221) (951,221) (638,230) (638,230)

62,508,112 25,736,688 17,732,401 6,068,915 247,414 23,515,400 62,508,112

(31,907) 32,137 230 1,993,282 1,993,282

271,463 441,004 712,467

62,508,112 76,600 76,600

TotalLiabilities 2,309,438 32,137 441,004 62,508,112

1,285 1,285 5,209,525 471 5,209,996

112,378 112,378

18,216,440 17,700,263 6,068,915 246,943 22,962,018 23,427,250 17,700,263 6,068,915 247,414 23,074,396

25,736,688 17,732,401 6,068,915 247,414 23,515,400 62,508,112

~

Cash/Investments Petty Cash Receivables:

Real State & Personal Property Taxes Excise User Charges & Liens Tax Liens Departmental

Reserve for Uncollected Funds Reserve for Abatements & Exemptions Deferred Revenue Bonds Payable

Total Assets

Liabilities

Warrants Pavable Payroll Withholdings Agency Notes Payable (BANs)

Bonds Payable

Tailings

Fnnd B,.J,.nrP I R~..,inPd E"rnin<>~

Reserve for Petty Cash Reserve for Expenditures Reserve for Tax Foreclose

Reserve for Encumbrances Reserve for Appropriation Deficit Reserve for Unexpendable Trust

Reserve for Open Space Reserve for Community Housing Reserve for Historic Resources

Reserve for Recreation Land

Undesignated/Unrestricted

Total Fund Balance/ Retained Earnings

Total Liabilities / Fund Balance

Town of Bedford Combined Balance Sheet June 30, 2020

Ambulance Trust & Agency General Fund Capital Projects Funds

- -

- -

Long-Term Debt Total

73,299,532

62,508,112 135,808,929

-62,508,112

65,290,691

--

-

----

65,194,579

- 70,518,238

135,808,929


20

Financial Services

TownofBedfordGeneralFundBalanceSheetJune30,2020

Liabilities Cash WarrantsPayable

(31,907)

PettyCash Receivables

PayrollWithhold‐ings

1,993,282

Taxes: Real Estate Tax - 2020 Agency

271,463

Real Estate Tax - 2021 Real Estate Tax - Prior Years Supplemental Taxes Tailings 76,600 Personal Property Tax - 2020 Personal Property Tax - Prior Years

TotalTaxes: TotalLiabilities 2,309,438

Excise:

Motor Vehicle Excise - 2020 FundBalance Motor Vehicle Excise - Prior Years

TotalExcise: ReserveforPettyCash

1,285

UserCharges&Liens:

Water Rates ReserveforExpenditures Water Liens Water Cross Connection Fee Water Sprinkler Fee ReserveforEncumbrances

5,209,525

TotalUserCharges&Liens:

TaxLiens: Tax Title

ReserveforAppropriationDe icit

Tax Title CL41A TotalTaxLiens: Undesignated/Unrestricted

18,216,440

Departmental:

Tower Rental 68,579 TotalFundBalance 23,427,250

Non-Compliance Penalty CH59, 53D 1,250 TotalDepartmental: 69,829

TotalLiabilities&FundBalance 25,736,688

ReserveforUncollectedFunds Property Tax

444,974

Motor Vehicle Excise Tax (190,221) User Fees/Liens (Water) (396,273) Tax Title/Possessions (60,124) Departmental (68,579)

Assets

25,735.403

1.285

469,505

(4,384) 20,807

16,161 2908

504,997

117,406 72 815

190.221

385,280 6,523 3,020 1450

396.273

60,124

60.124

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Cash/Investments

137,714 2,303,783 1,672,908

3,719

(3,719)

298,122 8,040,075

619,808

(619,808)

4,749,884

14,704

(14,704)

638,230

(638,230)

137,714 2,303,783 1,672,908 298,122 8,040,075 4,749,884 17,732,401

32,137 32,137

32,137 32,137

137,714 2,271,646 1,672,908 298,122 8,040,075 4,749,884 17,700,263

137,714 2,271,646 1,672,908 298,122 8,040,075 4,749,884 17,700,263

137,714 2,303,783 1,672,908 298,122 8,040,075 4,749,884 17,732,401

~

Petty Cash Receivables:

User Charges & Liens Special Assessments Payment of Notes Reserve for Uncollected Receivables Deferred Revenue

Total Assets

Liabilities

Notes Payable - BANs Warrants Payable Deferred Revenue

Total Liabilities

E1md Balaui;e l Retained Eacu-in&S

Reserve for Petty Cash Reserve for Expenditures Reserve for Encumbrances Reserve for Open Space Reserve for Community Housing Reserve for Historic Resources Reserve for Recreation Land Undesignated/Unrestricted

Total Fund Balance/ Retained Earn-ings

-- Total Liabilities/ Fund Balance

Town of Bedford Special Revenues Balance Sheet June 30, 2020

School Lunch Federal &

Gifts Revolving Cable TV State

Grants

529,915

529,915

- - - -

529,915

529,915

Sewer

-

-- -- -- -- --529,915

Community Total

Preserva-tion

17,732,401

--

---

-

--

-------

-- ---


22

Financial Services

TownofBedfordCapitalProjectsBalanceSheetJune30,2020

Cash & Investments

Warrants Payable

Notes Payable (BANs) Loans Authorized Accounts Payable Loans Authorized & Unissued TotalLiabilities TotalAssets


Reserve for Expenditures

Reserve for Encumbrances

TotalFundBalance TotalLiabilities&FundBalance

TownofBedfordAmbulanceEnterpriseFundBalanceSheetJune30,2020

Cash & Investments

Warrants Payable

Accounts Payable

TotalLiabilities

TotalAssets 247,414


Reserve for Expenditures

Reserve for Encumbrances TotalFundBalance

TotalLiabilities&FundBalance

Assets I I Liabilities

6,068,915 --

2,298,010 -(2,298,010) .

6,068,915 I Fund Balance 6,068,915

-

-

6,068,915

I 6,068,915


247,414

.

I I Fund Balance

246,943

471 247,414

I 247,414


23

Financial Services

TownofBedfordTrust&AgencyBalanceSheetJune30,2020

Cash - Town Non-Major Trusts

Performance Bonds

Cash - Library Non-Major Trusts TotalLiabilities Cash - Major Trust Funds

Cash - Agency/Performance Bonds

TotalAssets

Reserve for Unexpendable Trust:

Town Non-Major Trusts Library Non-Major Trusts

Undesignated/Unrestricted:

Town Non-Major Trusts Library Non-Major Trusts General Stabilization Bond Premium Stabilization 300th Anniversary Stabilization Other Post Employment Bene its Pension Trust Compensated Absences

TotalFundBalance TotalLiabilities&FundBalance

TownofBedfordLongTermDebtBalanceSheetJune30,2020

InsideDebtLimit OutsideDebtLimit

Sewer bonds 5,063,258 Water Bonds 6,638,507 Other General Bonds 50,806,347 TotalInsideDebtLimit 55,869,605 TotalOutsideDebtLimit

NetFundedorFixedDebt


5,019,707 441,004 799,745 441,004

17,254,943

441,004

23,515,400 1 I Fund Balance

54,040 58,338

4,965,667 741,407

5,831,282 287,521

10,102 9,807,975 1,010,170

307,894 23,074,396

I 23,515,400


24

Financial Services

TownofBedfordAnalysisofCashReceipts‐GeneralFund&SewerFund

June30,2020

Taxes

Real Estate

63,171,933 Personal Property

3,722,057

TotalTaxes 66,893,990

TaxTitle

25,624

MotorVehicleExcise

Previous Years

313,693 FY202120

2,020,817

TotalMotorVehicleExcise 2,334,511

OtherExcise

Hotel/Motel

625,709 Meals Tax

319,618

Jet Fuel

263,161 TotalOtherExcise 1,208,488

DepartmentalRevenue

Select Board 20,092 Finance Department 172,023 Code Enforcement 35,261 Assessors 615 Town Clerk 32,857 Planning Department 835 Police Department 58,569 Fire Department 27,881 Department of Public Works 48,570 Department of Public Works - Tower Rental 168,095 Cemetery 33,560 Library 15,995 School Department 118,596

TotalDepartmentalRevenue 732,949

CourtFines 38,035

PaymentinLieuofTaxes 1,733,909


25

Financial Services

TownofBedfordAnalysisofCashReceipts‐GeneralFund&SewerFund

June30,2020Licenses&Permits

Select Board

63,305

Town Clerk 11,280 Police Department 3,350 Fire Department 35,718 Code Enforcement 1,056,006 Board of Health 30,389 Department of Public Works 3,909

TotalLicenses&Permits 1,203,957

EarningsonInvestment/BondPremiums 909,580

Water Rates

3,891,399

Liens 76,312 Miscellaneous 58,572

TotalWater 4,026,282

Miscellaneous 177,327

Intergovernmental Medicaid/Special Needs

32,559

State Owned Land 1,022,863 Chapter 70 5,595,167 Local Aid 1,218,953 MSBA School Funding 537,251 Charter Reimbursement 2,626 Fish & Wildlife 10,661 Exemptions for Veterans, Blind, Surviving Spouse & Elderly 45,085 Veterans Bene its 194,437

TotalIntergovernmental 8,659,602

TotalAnalysisofCashReceipts‐GeneralFund 87,944,253 SewerFund Rates

5,150,387

Liens 93,532 Hanscom 556,285 Miscellaneous 164,226

TotalAnalysisofCashReceipts‐SewerFund 5,964,430

TotalAnalysisofCashReceiptAllFunds 93,908,683

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Court Fines

38,035

ANALYSIS OF CASH RECEIPTS - GENERAL FUND & SEWER FUND FISCAL YEAR ENDING JUNE 30, 2020

Earnings on Investments/ Penalties & Interest

909,580 0.97%

Departmental Revenue 732,949 0.78%

Licenses & Permits 1,203,957

Other Excise 1,208,488

1.29%

PILOT 1,733,909

1.85%

1.28%

Motor Vehicle Excise 2,334,511

2.49%

Water 4,026,282

4.29%

Miscellaneous 177,327 0.19%

Sewer 5,964,430

6.35%

Intergovernmental 8,659,602

9.22%

,,/,,

:w:x 1·.n'"/,r1. rtlr% rr«•~'•

,r:M@i;~ /?1@:m:.1.~❖; ~~i{~/~»»:~9¼~: rt1,•r rr~\;''rtn l~:{~~t.;i.-~:~t¼; ii;x~1f~~~~ \1.❖.:~~z;:Y.❖i* \~@;;~~~~:{;

Taxes 66,893,990

71.23%

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TownofBedfordAppropriationStatusReport‐GeneralFund

June30,2020

Prior Year Original

Appropria-tion

Supple-mental Appropria-tion

Expenditures Transfers /

Closures Purchase Order En-cumbrance

Appropria‐tion CarryFor‐wardtoFY202121

Unspent Appropria‐tionBal‐ance

GeneralGovernment

SelectBoard/TownManager Salaries

Of ice 602,797.00 27,348.00 589,480.15 40,664.85 Chairman 2,400.00 2,400.00 Clerk 2,000.00 1,600.00 400.00 Other 4,800.00 4,800.00

Expenditures 218,266.00 (105,273.00) 53,458.43 1,266.51 22,000.00 36,268.06 Prior Year Expenditures 40,000.00 588.97 5,000.00 34,411.03

FinanceDepartment Salaries 708,852.00 24,923.00 672,371.67 5,366.40 56,036.93 Expenditures 317,873.00 264,408.83 15,080.76 5,396.38 32,987.03 Prior Year Salaries 20,155.20 19,207.20 Prior Year Expenditures 58,196.00 24,061.27 27,751.69

FinanceCommittee Expenditures 1,614.00 210.00 Reserve Fund 1,005,423.00 (423,684.00)

Assessors Salaries

Of ice 241,961.00 4,603.00 227,812.01 5,000.00 13,751.99 Stipend 4,800.00 4,400.00 400.00

Expenditures 60,018.00 28,568.14 11,000.00 20,449.86 Prior Year Expenditures 55,500.00 29,000.00 26,500.00

TownCounsel Legal Services 183,700.00 188,241.69 30,000.00 25,344.00 Expenditures 300.00 112.00 Prior Year Expenditures 37,000.00 21,094.75 15,905.25

TownClerk Salaries 212,689.00 4,527.00 230,773.11 13,250.00 Stipends 310.00 Expenditures 25,656.00 14,512.07 11,143.93

Elections/Registrations Personnel Costs 25,245.00 20,330.93 Stipends 1,350.00 600.00 Expenditures 13,522.00 28,745.66 16,290.00 800.00

Encumbrance

---

948.00 6,383.04

1,404.00

581,739.00

114.31 188.00

(307.11) 310.00

4,914.07 750.00

266.34

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June30,2020

Prior Year

Original Appropria-tion




Appropriation CarryForwardtoFY202121

Unspent Appropria‐tionBalance

PlanningBoardSalaries

Expenditures

216,121.00

7,500.00

7,721.00

221,451.23

4,313.14

500.00

2,390.77 2,686.86

Insurance/Bene its Insurance / Bene its Prior Year Insurance / Bene its

114,400.00

13,327,381.00

(400,000.00)

12,079,920.48

18,161.18

(4,400.00)

175,000.00

672,460.52 91,838.82

CapitalArticles FY18 Salary Plan Additional Funding Bedford Woods Conservation Restriction Acquisition

FY18 Audit & Related Services FY19 Land Acquisition Fund FY19 Audit & Related Services FY2021 Salary Plan Additional Funding Historical Museum Feasibility Study Land/Easement Acquis-Middlesex Tpk/Great Rd/Mudge Way Town IT Equip & Systems Ann. Replc/Renew Town Photocopier Replacement Finance Department Postage Machine Town Photocopier Replacement Town IT Equipment & Systems Annual Replacement and Renewal Town Photocopier Replacement Town IT Equipment & Systems Annual Replacement and Renewal Town Clerk Election Equipment Zoning Bylaw Diagnostic & Reorganization Consulting Services

131,951.00

4,918.50 68,126.74 87,660.00

20,000.00 12,092.55

929.16 5,000.00

12,500.00 12,000.00 40,660.58

70,000.00 228,779.00

15,595.00 144,192.00

35,100.00 40,000.00

67,626.74

10,086.60

5,000.00

929.10 5,000.00

11,909.12 12,000.00 16,329.91

7,327.14 72,037.23 35,100.00

(18,713.00)

(500.00)

(228,779.00)

(0.06)

(590.88)

18,016.87

23,560.75

113,238.00

4,918.50

87,660.00 59,913.40

15,000.00 12,092.55

6,313.80 8,267.86

48,594.02

40,000.00

TotalGeneralGovernment 17,718,244.00 14,993,968.75 91,476.58 1,654,205.55 PublicSafety

PoliceDepartment Salaries 3,853,384.00 18,774.00 3,872,078.96 Expenditures 172,061.00 149,713.79 5,055.56 17,291.65 Prior Year Expendi-tures

8,678.10 2,652.27

Capital Outlay / Equipment 14,473.00 10,215.00 4,258.00 FireDepartment

Salaries 2,277,453.00 83,332.00 2,436,370.84 75,600.00 Expenditures 158,162.00 550.00 152,331.37 385.00 2,331.19 Prior Year Expendi-tures

813.16 813.16

Capital Outlay / Equipment 23,723.00 21,942.44

Encum-brance

721,089.73 (436,151.00) (617,126.94) 646,404.91

79.04

6,025.83

14.16

3,664.44

1,780.56

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June30,2020

Prior Year

Original Appropria-tion




Appropriation CarryForwardtoFY202121

Unspent Appropria‐tionBal‐ance

CodeEnforcement

Salaries Expenditures Prior Year Expenditures

3,177.20

493,865.00

47,028.00

18,529.00

467,737.00

27,684.13 3,072.23

4,476.00

44,657.00 14,867.87

CapitalArticles Public Safety Dispatch Logging Recorder Replacement Ballistic Vests Fire - Channel One Fire Department Channel Infrastructure Replacement Zoll Cardiac Heart Monitor Forestry Service Vehicle Off Road Utility Vehicle for Emergency Purposes Hostile Event Equipment

3,007.00

1,994.33

146,000.00

6,198.00

38,132.00 150,000.00

30,000.00 18,000.00

1,590.00 1,994.33

142,146.06 38,132.00

29,999.99

(3,007.00)

(0.01)

143,710.00

12,174.00

4,608.00

3,853.94

6,290.00

5,826.00

TotalPublicSafety 72,592.99 32,440.69 92,743.52

PublicWorks

DepartmentofPublicWorks Salaries 2,999,737.00 89,406.50 2,956,526.68 Overtime - Snow Removal 136,800.00 126,642.62 10,157.38 Snow Removal Expenses 205,653.00 181,008.77 28,568.41 (3,924.18) Prior Year Expenditures - Snow Removal 30,108.21 23,732.62 Equipment / Materials 1,015,482.00 1,063.50 817,987.33 151,781.05 22,924.48 23,852.64 Prior Year Expenditures - Equipment / Materials 171,025.15 130,455.16 18,371.85 22,198.14 Utilities / Energy 571,102.00 460,278.30 10,875.00 52,000.00 47,948.70 Prior Year Utilities / Energy 42,397.85 21,111.45 21,286.40 Refuse / Recycling Disposal 1,318,200.00 1,291,628.87 25,299.15 Prior Year Refuse / Recycling Disposal 21,810.13 21,810.13 Water Purchase 1,998,000.00 47,000.00 2,041,543.93 288,544.00 292,000.00 0.07 Prior Year Water Purchase 337,126.28 330,002.56 Capital Outlay / Equipment 7,331.00 3,897.26 3,000.00 Road Resurfacing 1,114,000.00 1,064,852.33 18,260.00 30,887.67 Prior Year Expenditures - Road Resurfacing 137,485.62 133,935.62

CapitalArticles

FY15 Sewer Pump Station Program 60,331.42 60,331.42 Town & Schools Grounds Hardscape Improvements 290,431.99 75,995.79 214,436.20 Stormwater Template Permit Requirements 56,534.21 45,897.00 10,637.21

Encumbrance

104.97

163,669.79 7,282,479.00 121,185.00 7,358,473.57 156,269.00

132,616.82

6,375.59

1,271.98

7,123.72

433.74

3,550.00


30

Financial Services TownofBedfordAppropriationStatusReport‐GeneralFund

June30,2020

Pr

ior

Year

O

rigi

nal

App

ropr

iati

on

Supp

le-

men

tal

App

ropr

ia-

tion

Ex

pend

itur

es

Tra

nsfe

rs /

Cl

osur

es

Purc

hase

O

rder

En-

cum

bran

ce

Appropria‐

tion

CarryFor‐

wardto

FY202121

Unspent

Appropria‐

tionBal‐

ance

Und

ergr

ound

Fue

l Tan

k R

ehab

& R

einf

orce

men

t

GIS

Aer

ial P

hoto

grap

hy (

Plan

imet

rics

) A

thle

tic

Fiel

d Fe

ncin

g FY

19 V

ehic

les

and

Equi

pmen

t Rep

lace

men

t

Tow

n/Sc

hool

Rec

reat

iona

l Gro

unds

Reh

abili

tati

on

Pum

p St

atio

n Co

mm

unic

atio

ns

Stor

mw

ater

Tem

plat

e Pe

rmit

Req

uire

men

ts

Veh

icle

s &

Equ

ipm

ent R

epla

cem

ent

Fuel

Dis

pens

er R

epla

cem

ent

New

Sid

ewal

k Co

nstr

ucti

on

Bus

Sto

p Sh

elte

rs

Wat

er T

ank

Reh

abili

tati

on D

edic

ated

Cap

ital

Pla

n

Stor

mw

ater

Tem

plat

e Pe

rmit

Req

uire

men

ts

46,4

71.0

0 17

2,77

8.02

76

,500

.00

47,7

05.1

6 50

,331

.47

150,

000.

00

72,5

91.8

0

28

5,00

0.00

12

,396

.00

224,

870.

00

34,7

25.0

0 92

,727

.00

41,9

83.0

0

15

,650

.00

73,2

97.4

4 21

,145

.00

47,7

05.1

6

3,41

8.00

30

,383

.52

253,

570.

29

12,3

96.0

0 10

3,36

6.82

21

,769

.00

14

3.97

3,48

0.0

0

14,9

65.7

9 2,48

6.6

8

92,7

27.0

0

30,8

21.0

0 96

,000

.58

55,3

55.0

0

50,3

31.4

7 14

6,58

2.00

27

,242

.49

28,9

43.0

3

121,

503.

18 12

,956

.00

41

,839

.03

TotalPublicWorks

10,058,006.00

10,370,483.04

Facilities

Facilities

Sa

lari

es

54

5,23

5.00

2,

923.

00

505,

826.

96

42,331.04

Expe

ndit

ures

2,06

1,46

3.00

1,

418,

037.

83

450,

702.

26

Pr

ior

Year

Exp

endi

ture

s 32

6,70

8.41

145,

232.

59

(2,6

89.8

4)

Capi

tal O

utla

y /

Equi

pmen

t

2,55

1.00

2,

000.

00

Pr

ior

Year

Cap

ital

Out

lay

/ Eq

uipm

ent

2,55

1.00

2,54

5.04

5.96

CapitalArticles

Scho

ol-I

nter

com

Sys

tem

Ren

ewal

-Joh

n G

lenn

MS

31,4

31.8

7

31

,431

.87

Ener

gy E

fic

ienc

y Pr

ojec

ts

172.

79

(172

.79)

La

ne a

nd D

avis

Sch

ools

- Se

curi

ty M

easu

res

1,73

1.45

1,73

1.45

Polic

e an

d Fi

re S

tati

ons

- Spa

ce U

tiliz

atio

n St

udy

3,13

5.03

3,

135.

03

John

Gle

nn M

iddl

e Sc

hool

- A

udit

oriu

m/S

tage

Equ

ipm

ent

23,4

52.6

1

18

,934

.00

(4,5

18.6

1)

Fire

Sta

tion

- A

ttic

HV

AC

78.8

7

(78.

87)

John

Gle

nn M

.S. E

mer

genc

y St

andb

y Po

wer

Exp

ansi

on

8,59

2.99

8,59

2.99

Lane

Sch

ool E

xter

ior

Pain

ting

67

6.71

(6

76.7

1)

Tow

n Ce

nter

/Nor

th W

ing

Exte

rior

Pai

ntin

g 3,

220.

08

(0.0

8)

3,22

0.00

Salt

& S

and

Shed

Fea

sibi

lity

Stud

y 50

,000

.00

50

,000

.00

Se

curi

ty S

yste

m V

ideo

Sur

veill

ance

-Sch

ools

/Fac

iliti

es

1,21

4.58

1,21

4.58

Hig

h Sc

hool

Exh

aust

Fan

Cap

acit

y - P

hase

2

68,0

10.4

8

18

,953

.81

17

,536

.00

31,5

20.6

7

Fire

Sta

tion

Veh

icle

Exh

aust

Sys

tem

43

.13

(4

3.13

)

Po

lice

Stat

ion

Roo

f Rep

lace

men

t 37

,713

.00

4,84

0.00

32

,873

.00

B

edfo

rd P

ublic

Lib

rary

Ext

erio

r W

indo

w R

epla

cem

ent

9,42

2.75

7,94

7.81

(4

74.9

4)

1,00

0.00

Hig

h Sc

hool

Clo

ck &

Bel

l Sys

tem

Rep

lace

men

t 12

,040

.26

12,0

40.0

0 (0

.26)

M

iddl

e Sc

hool

Inte

rior

Aud

itor

ium

Lig

ht R

epla

cem

ent

60,0

00.0

0

42

,772

.00

6,

898.

00

10,3

30.0

0

Libr

ary

HV

AC

Stud

y an

d D

esig

n 50

,671

.06

43,1

92.7

5

7,

478.

31

Cl ... = Cl Cl "' "' Cl ... ,..; .,; ... "' N = "' = .... .... "' "' (".r,,s .... "' .... N ... ...

"' 'OI: = "' .... ,; "' "'

= .... .,; ... "' ,,; "' "' Cl Cl

1 "' = = N

Cl Cl ci .... ~ "' ...

... "'

~ o:i N

" "' ~ ,.; .c "' Ei .... a .... " "'

I


31


June30,2020

PriorYear

Original

Appropria‐

tion

Supplemental

Appropria‐

tion

Expenditures

Trans‐

fers/

ClosuresP

urchase

Order

Encum‐

brance

Appropria‐

tion

CarryFor‐

wardto

FY20212

1

Unspent

Appropria‐

tionBalance

Faci

litie

s Si

dew

alks

Sno

w R

emov

al T

ract

or

9,74

3.96

9,10

2.87

(6

41.0

9)

Spri

ngs

Bro

ok P

ark

Asp

halt

Shi

ngle

d R

oof R

enew

15

,292

.00

(15,

292.

00)

D

avis

& L

ane

Scho

ol G

ym A

cous

tic/

PA S

ys In

stl

11,8

45.1

9

4,61

2.97

(5

,987

.22)

1,

245.

00

Fire

Sta

tion

Ext

erio

r D

oors

Rep

lace

men

t 11

,052

.10

1,

971.

91

9,

080.

19

Libr

ary

Entr

ance

Hea

ters

Rep

lace

men

t 20

,910

.00

20,9

10.0

0 Fi

re S

tati

on C

oppe

r G

utte

rs &

Dow

nspo

uts

Rep

air

16,9

27.0

0

3,16

0.00

13,7

67.0

0 B

edfo

rd E

nerg

y A

sses

smen

t and

Act

ion

Plan

26

,250

.00

16

,250

.00

10,0

00.0

0 Jo

hn G

lenn

Mid

dle

Scho

ol &

Bed

ford

Hig

h Sc

hool

Add

itio

n Fe

asib

ility

Stu

dy

10,5

00.0

0

10,5

00.0

0

Old

Tow

n H

all E

xter

ior

Pain

ting

Ren

ewal

30

,925

.00

30

,925

.00

Jo

hn G

lenn

Mid

dle

Scho

ol E

xter

ior

Entr

ance

Flo

orin

g R

ehab

ilita

tion

43

,055

.00

43

,055

.00

Scho

ols

Floo

ring

- Ca

rpet

ing

and

Bas

e M

oldi

ng R

epla

cem

ent

13,6

50.8

4

13,6

50.8

4

Tow

n Ce

nter

Em

erge

ncy

Stan

dby

Gen

erat

or

78,7

60.0

0

6,62

5.00

72,1

35.0

0 Sc

hool

s In

teri

or P

aint

ing

26,3

10.1

8

26,3

10.1

8

Lane

Sch

ool F

loor

Scr

ubbe

r R

enew

al

446.

40

446.

40

Snac

k Sh

ack

Roo

f Rep

lace

men

t Pro

ject

at S

abou

rin

Fiel

d 8,

857.

31

8,

857.

31

Tow

n Ce

nter

Flo

or S

crub

ber

Ren

ewal

3,

764.

70

(3

,088

.80)

67

5.90

D

avis

Sch

ool H

ards

cape

Impr

ovem

ents

36

6,45

5.00

22

8,75

5.58

137,

699.

42

John

Gle

nn M

iddl

e Sc

hool

New

Sto

rage

Are

a 56

,804

.00

56

,804

.00

Bed

ford

Fre

e Pu

blic

Lib

rary

Dra

in

19,6

14.0

0

19

,614

.00

Hot

Wat

er H

eate

r R

epla

cem

ent a

t JG

MS

10

0,00

0.00

8,

500.

00

91

,500

.00

Mod

ular

Cla

ssro

om R

emov

al a

t Dav

is S

choo

l

26,7

03.0

0 26

,703

.00

Sc

hool

s Fl

oori

ng -

Carp

et &

Bas

e M

oldi

ng P

roje

ct

53

,406

.00

1,11

9.33

16

6.92

52

,119

.75

Scho

ols

Inte

rior

Pai

ntin

g

53,4

06.0

0 27

,012

.62

26,3

93.3

8 Sc

hool

s Pr

ogra

m S

pace

Mod

iica

tion

s

41,3

20.0

0 23

,940

.41

42

0.00

16

,959

.59

Gym

Flo

or R

ein

ishi

ng a

t BH

S an

d JG

MS

53

,673

.00

31,5

26.2

0

22

,146

.80

Aco

usti

c an

d Pu

blic

Add

ress

Sys

tem

Ren

ewal

for

JGM

S an

d B

HS

12

8,17

5.00

128,

175.

00

Carp

et R

epla

cem

ent a

t the

Bed

ford

Fre

e Pu

blic

Lib

rary

64,6

21.0

0

64,6

21.0

0 In

teri

or L

ight

ing

Rep

lace

men

t at t

he B

HS

Cafe

teri

a

96,0

26.0

0 1,

072.

00

94

,954

.00

Lane

Sch

ool P

roje

ct A

dven

ture

Equ

ipm

ent

27

,070

.00

27,0

69.9

6 (0

.04)

Mid

dle

Scho

ol F

loor

Scr

ubbe

r R

enew

al

15

,495

.00

12,2

66.7

2 (3

,228

.28)

Scho

ol A

thle

tic

Scor

eboa

rd R

epla

cem

ent

12

,771

.00

12,7

71.0

0

TotalFacilities

Health

2,

906.

17

2,

519.

35

26

7,03

1.00

45

,508

.00

24

,872

.00

40

,817

.00

23

,118

.00

15,7

55.0

0 26

6,41

3.66

39

,336

.23

2,90

6.17

12

,601

.39

2,5

19

.35

40,8

17.0

0

50

.00

154.

44

23,735.3

4 21,722.3

3

12,270.6

1

TotalHealth

38,873.00

57,728.28

BoardofHealth

Sal

arie

s

Expe

ndit

ures

Pr

ior

Year

Exp

endi

ture

s H

azar

dous

Was

te

Prio

r Ye

ar H

azar

dous

Was

te

Serv

ices

- A

nim

al &

Pes

t Con

trol

"' "' ... "' M .. ... "" .,, : "" ,.; .., .,, N ... .. N

"' .,, Cl M Cl ... d ""

.,, ~ N ..,

~ .., ,-; "' "' ,,; e

Cl Cl

~ "' ,.; .., "' "' .,,

= 1 .,, .... M ,-;

Cl Cl ,.; N

"' ,-;

Cl Cl Cl Cl ,.,; co ... N

~ N = "' .... N M ,.;

.. "

.,, N C .... .,, "' ,.; ,.,; ..

.r::, N N

E "!. l "

N

" ..,

C s "'

I


32


June30,2020

PriorYear

Original

Appropriation

Supplemental

Appropriation

Expenditures

Transfers/

Closures

PurchaseOrder

Encumbrance

Appropriation

Carry

Forwardto

FY202121

Unspent

Appropriation

Balance

HumanServices

RecreationCom

mission

Sala

ries

Ex

pend

itur

es

Prio

r Ye

ar E

xpen

ditu

res

33

.49

27

3,70

4.00

10

,000

.00

6,

418.

00

273,

701.

93

2,18

6.30

33

.49

40.0

0

6,420.07

7,773.70

CouncilOnAging

Sala

ries

Ex

pend

itur

es

Min

utem

an S

enio

r Se

rvic

es

220,

952.

00

8,94

0.00

4,

000.

00

1,09

3.00

7,

270.

00

228,

207.

58

8,86

3.91

4,

000.

00

907.

77

14.42

76.09

185.23

Youth&Fam

ilyServices

Sala

ries

Ex

pend

itur

es

Vet

eran

s Pr

ior

Year

Exp

endi

ture

s - V

eter

ans

2,

000.

00

245,

563.

00

44,4

70.0

0 31

0,01

2.00

(9

,075

.00)

23

6,48

8.00

22

,546

.66

222,

017.

07

1,96

6.22

18,5

00.0

0

8.

54

144.

60

87,850.33

BedfordLocalTransit

Sala

ries

Ex

pend

itur

es

Prio

r Ye

ar E

xpen

ditu

res

4,

460.

49

64,4

77.0

0 79

3.00

58,3

19.0

7 60

1.39

4,

460.

49

50

.00

CapitalArticles

Expa

nded

Loc

al T

rans

it P

ilot P

rogr

am -

BLT

10,2

10.5

6

5,35

8.58

(4

,851

.98)

TotalHumanServices

16,704.54

(4,851.98)

18,590.00

School

School

Sala

ries

& E

xpen

ditu

res

41

,844

,365

.00

41

,164

,908

.41

Prio

r Ye

ar S

alar

ies

& E

xpen

ditu

res

1,04

2,44

4.83

609,

649.

18

CapitalArticles

Scho

ols

IT R

epla

cem

ent P

lan

88.2

0

(8

8.20

) (1

76.4

0)

FY18

Sch

ools

IT S

yste

ms

Ann

ual R

epla

cem

ent &

Ren

ewal

42

,187

.38

42,1

87.3

8

FY18

Sch

ool P

hoto

copi

er R

epla

cem

ents

32

,130

.00

32,1

30.0

0

B

edfo

rd H

igh

Scho

ol T

heat

er E

quip

men

t 78

,036

.00

52,1

18.3

3

25

,917

.67

FY

19 S

choo

l Pho

toco

pier

Rep

lace

men

ts

11,5

68.6

0

5,

709.

90

5,

858.

70

FY19

Sch

ools

IT S

yste

ms

Ann

ual R

epla

cem

ent &

Ren

ewal

14

8,73

1.12

148,

731.

12

FY20

21 S

choo

ls IT

Sys

tem

s A

nnua

l Rep

lace

men

t & R

enew

-al

524,

750.

00

202,

616.

39

141,

252.

86

180,

880.

75

VocationalEducation

625,

000.

00

35,0

00.0

0 61

0,55

9.02

49,440.98

TotalSchool

42,994,115.00

35,000.00

42,868,521.53

= cc M ... "' "'

.,, N cc .... "' "' "' .,,

"' N st' ,.; ..: ... ..: ,,i .,; ,.; ... M .,, ... "'

.,, "' "' l ... ... = ~ .... "' .,; "' "' ... -... .... M "' ... "' ... ...

...-

... N ... ... ,.; ..: "' "' ... "' N• ...

N

"' cc ,-; "' N ... -... ...

s : .... =-

"' ... co .,, "' a, "' = ...

= = ,.; ... "' .;

= = st' = t ... ...

" M ... ... ,,i = .. cc .. ... .., .,; e "' = M ... ...-= "'

I

Tow


nnual Report

33

Fin

an

cia

l S

er

vic

es


June30,2020

PriorYear

Original

AppropriationSupplementalAppropriation

Expenditures Transfers/

ClosuresPurchase

OrderEncum‐brance

AppropriationCarryFor‐wardtoFY202121

UnspentAppropriationBalance

Library

Library Salaries 1,015,369.00 25,579.00 1,038,963.11 1,984.89 Expenditures 277,752.00 261,536.30 9,707.07 6,508.63 Prior Year Expenditures 5,878.78 5,878.78 Capital Outlay / Equipment 5,000.00 4,998.21 1.79

TotalLibrary 25,579.00 Other

HistoricPreservation Expenditures 1,333.00 40.00

TownCenter Salaries 48,633.00 46,233.10 2,399.90 Expenditures 57,694.00 49,128.02 7,733.00 Prior Year Expenditures 5,970.86 5,616.98

TotalOther MaturingDebt&Interest

MaturingDebt&InterestMaturing Debt Interest Community Preservation Act - Maturing Debt Community Preservation Act - Interest

6,091,416.00 2,245,043.00

805,000.00 211,003.00

(180,000.00) 180,000.00

5,894,662.90 2,067,589.76

805,000.00 211,002.49

16,753.10 357,453.24

0.51

TotalMaturingDebt&Interest Intergovernmental

Intergovernmental MWRA State Assessments

3,801,387.00 402,100.00

(146,387.00)

3,624,850.24

402,100.00

30,149.76

TotalIntergovernmental 30,149.76

AppropriationStatusReportGrandTotal 97,858,721.00 94,194,166.44 (297,910.99)

Encumbrance

---

5,878.78 1,298,121.00 1,311,376.40 9,707.07 6,508.63 1,986.68

--

1,293.00

832.98

353.88

5,970.86 107,660.00 101,018.10 - 7,733.00 4,879.76

- 9,352,462.00 8,978,255.15 - - 374,206.85

- 4,203,487.00 (146,387.00) 4,026,950.24 - -

5,499,583.41 (216,895.00) 1,682,035.64 2,790,346.87 4,176,949.47

Tow


nnual Report

34

Fin

an

cia

l S

er

vic

es

General Government 15.92%

Intergovernmental _____ ~, 4.28%

Maturing Debt & 9.53%

EXPENDITURES GENERAL FUND FISCAL YEAR ENDING JUNE 30, 2020

Public Safety -----

7 .81 % ------

Public Works 11.01%

Facilities 2.92%

/ Health and Human

Services 1.52%

School 45.51%


35

Financial Services

15,556.76

223,665.53 0.00

0.00 0.00

137,714.17

6,522.45 6,522.45

-7,906.82 31,627.26 23,720.44 0.00 0.00 8,939.96 8,939.96 0.00

-971.30 795.00 -176.30 0.00 4,475.00 -4,475.00

0.00 856.24 1,834.80 -978.56 ‐2,355.67 42,218.46 38,970.20 0.00 892.59

784.89 0.00 0.00 784.89

0.00 0.00 3,500.00 -3,500.00 784.89 0.00 3,500.00 0.00 ‐2,715.11

1,146,282.42 528,112.46 1,224,394.88

123,257.02 123,257.02 -59,858.36 155,307.00 95,448.64 0.00

-4,289.63 20,405.00 16,115.37 0.00 -5,841.00 5,841.00 0.00

479.00 4,313.00 4,792.00 0.00 1,244.50 8,008.00 9,252.50 0.00

0.00 55,059.00 55,158.80 -99.80 0.00 23,569.00 24,134.20 -565.20

0.00 7,283.00 6,762.51 520.49 0.00 9,900.00 10,000.00 -100.00

0.00 455,197.00 520,653.05 -65,456.05 0.00 18,285.00 19,992.00 -1,707.00

1,201,273.95 1,291,279.46 762,309.07 1,280,244.34

1,360.89 1,360.89 0.00

0.00 1,235.76 1,190.20 45.56 1,360.89 1,235.76 2,551.09 0.00 45.56

376.96 376.96

376.96 0.00 0.00 0.00 376.96

1,201,441.02 1,334,733.68 807,330.36 1,278,844.34

Town of Bedford Special Revenue & Expenses

School Lunch Revolving- Period Ending 6/30/2020

Fund 022 - School Lunch Revolving Balance Revenue Expenditures 07/01/2019

IFYlB School Lunch Program FYl 9 School Lunch Program FY2021 School Lunch Program

School Lunch Revolving Total:

11,522.66 36,080.72 511,488.00 588,438.06

239,222.29 523,010.66 624,518.78


Federal Grants - Period Ending 6/30/2020

Transfers

-15,556.76 -199,107.47 214,664.23

0.00

Fund 023 - Federal Grants Balance Revenue Expenditures Transfers 07/01/2019

Police Department

Comm-Defined Solutions-Violence Against Women-16.588 FFY18 VAWA Stop Grant-CFDA #16.588 FYl 9 VAWA Stop Grant-CFDA #16.588 FY18 Bullet Proof Vest Partnership (DVP) Grant FYl 9 Bullet Proof Vest Partnership (DVP) Grant FFY2021 EOPSS Traffic Enforcement Grant

Police Department Total: Fire Department

FEMA-Flooding-Fire

Misc Other Charges Assistance Firefighters - CFDA 97-044 Fire Department Total:

School Department

lmpactAid -450,000.00 N.D.A.A. 19 Fed SPED IDEA Entitlement94-142 (240) - CFDA 84.027 19 Fed Title IA (305) - CFDA 8.4.010 19 Fed Title IIA (140) - CFDA 84.367 -TCHR 19 Fed Title IVA ESSA (309) 19 Fed Title III (180) 20 Fed Title IA (305) - CFDA 84.027 20 Fed Title IIA (140) - CFDA 84.367 -THCR 20 Fed Title III (180) 20 Fed Title IVA (309) 20 Fed SPED IDEA Entitlement 94-142 (240) - CFDA 84.027

20 Early Childhood SPED (262) CFDA 84.173 School Department Total: -450,000.00

Board of Health

FYl 9 Public Health Emergency Preparedness - CFDA 93.074

FY2021 Public Health Emergency Preparedness - CFDA 93.075 Board of Health Total:

Bedford Local Transit

Sec 5310: Enhanced Mobility SEN/IND Disabilities Bedford Local Transit Total:

-450,000.00 Federal Grants Total:

Balance 06/30/2020

137,714.17

Balance 06/30/2020


36

Financial Services

Fund024‐StateGrants 07/01/2019 Expenditures

06/30/2020

21,587.52 21,000.00 587.52

319.23 319.23 4,819.88 5,719.95 4,750.49 5,789.34

5,406.40 6,734.30 3,000.00 9,140.70 0.00 494,435.00 353,543.55 140,891.45

32,133.03 506,889.25 382,294.04 0.00 156,728.24

37,700.00 18,093.62 19,606.38

-5,235.00 5,235.00 0.00 32,465.00 5,235.00 18,093.62 0.00 19,606.38

11,683.56 1,683.00 9,639.27 3,727.29 11,683.56 1,683.00 9,639.27 0.00 3,727.29

0.00 20,000.00 20,000.00 0.00

-4,918.49 4,918.31 0.18 0.00 0.00 34,450.53 47,955.19 -13,504.66

2,115.39 -2,115.39 0.00 -1,486.14 2,394.14 908.00

11,219.17 11,219.17 0.00 0.00 11,219.17 11,219.17 0.00

0.00 22,530.99 22,530.99 0.00 64,775.62 106,080.48 187,720.90 -16,864.80

3,414.02 61,140.19 78,044.87 -13,490.66 75,119.57 262,733.81 378,690.29 ‐2,115.21 ‐42,952.12

4,265.67 11,147.50 4,359.94 11,053.23 279.02 19,187.31 -18,908.29

0.00 1,622.56 -1,622.56 4,544.69 11,147.50 25,169.81 0.00 ‐9,477.62

2,360.81 8,085.00 6,493.50 3,952.31 2,360.81 8,085.00 6,493.50 0.00 3,952.31

471,501.49 515,601.00 416,000.00 571,102.49 3,375.00 3,375.00

620.17 38,982.96 21,397.14 18,205.99 160,000.00 1,825,270.00 1,360,000.00 625,270.00

2,300.00 2,300.00 -92,842.01 123,742.00 29,399.99 1,500.00 0.00 535,233.00 663,546.63 -128,313.63

1,564.96 1,564.96

546,519.61 3,038,828.96 2,490,343.76 0.00 1,095,004.81


Balance Revenue Transfers

Balance I

Select Board / Town Manager

HED-Reg Best Practice-Reg Transport Plan/Middllesex 3 MA Historic Preservation Comm.

Cultural Council - Arts Lottery Commonwealth Transportation Infrastructure Fund

COVID-19 CARES CvRF

Select Board / Town Manager Total: I Finance Department

Community Compact Grant MIIA Risk Management Grant

Finance Department Total: I Town Clerk

Primaries and Elections

Town Clerk Total: I Police Department

School Resource Officer FYl 9 State 911 Support/Incentive Grant-Police FY2021 State 911 Support/Incentive Grant-Police FY18 State 911 DPT Training/Regulat/Compliance-Police FYl 9 State 911 DPT Training/Regulat/Compliance-Police FY16 DMH Jail Diversion Program-Police FYl 9 DMH Jail Diversion Program-Police FY2021 DMH Jail Diversion Program-Police MCC Campus Safety Officer-Police

Animal Control Officer (with Lexington)

Police Department Total: I Fire Department

S.A.F.E. Grant - Fire Middlesex Turnpike Phase 3 - Utility Force Account- Relocation of Facilities

Middlesex TPK Grant Fire Alarm

Fire Department Total: I Code Enforcement

MassPort Summer Jobs Program/Conservation/Code

Code Enforcement Total: I School Department

Supplemental Hanscom Impact Aid-State Substitute Teacher Reimburse BBEA/Bedford Education Foundation School Circuit Breaker Cooperative Svcs Plan (115) Innov !PAD Grant 19 METCO (317) 20 METCO (317)

Emergency Impact Aid - Katrina/Rita

School Department Total: I


37

Financial Services

StateGrants‐PeriodEnding6/30/2020

Fund024‐StateGrants 07/01/2019

06/30/2020

0.59 0.00

FacilitiesDepartmentTotal:

0.00

0.00 0.00 0.00

0.00

0.00

0.00

657,776.85 5,166,357.31 4,803,127.22 ‐28,205.48 992,801.46


Balance Revenue Expenditures Transfers Balance

Facilities Department

Green Communities Competitive Grant 0.59 Green Communities Competitive Grant 45,582.50 158,132.06 -112,549.56

- 0.59 45,582.50 158,132.06 0 .00 -112,548.97 -

Department of Public Works

Chapter 90 - Mass DOT -157,726.62 1,077,009.81 1,081,720.42 -162,437.23 Mass DEP-DPW Mun Assist Host 6,136.90 100,681.56 97,402.84 9,415.62 MA DEP-RDP Grant-DPW-Recycling 7,379.98 5,400.00 10,471.00 2,308.98 Site lmprov - Crosby Wireless Carrier Relocation 7,327.98 2,240.00 5,087.98

MEMA Emergency Management - March 2018 Storm 26,090.27 -26,090.27 0.00 Municipal Vulnerability Preparedness Grant 22,000.00 22,000.00 0.00 MWRA Interest 724.16 724.16

Recycling Cart Grant 46,333.33 -46,333.33

Department of Public Works Total: -110,791.49 1,205,815.53 1,260,167.59 -26,090.27 -191,233.82

Board of Health

Smoking Cessation 3,710.47 1,597.14 2,113.33 MA Assoc Health Boards Grant 360.84 360.84 Hoarding Case Management-CHNAlS 1,030.00 1,030.00

MHOA COVID-19 Response Funding 13,501.00 10,378.81 3,122.19

Board of Health Total: 5,101.31 13,501.00 11,975.95 0.00 6,626.36 Council on Aging

COA-Formula Grant 39,516.00 39,516.00 0.00 COA-Progress Grant 177.29 32.87 144.42 CHNA15 - Falls Prevention 908.16 908.16 0.00

COA-Corporate Grants 500.00 500.00

Council on Aging Total: 1,585.45 39,516.00 40,457.03 0 .00 644.42 Youth & Family Services

YFS-Friday's Free 1,668.83 1,668.83 YFS-Peer Mentor Grant 3,504.54 3,504.54

YFS-FY15/16-CHNA15-Mental Health First Aid-Schol/Training 300.00 300.00

CHNA15-Jan Hanson Award - Healthy Comm Initiatives 1,000.00 1,000.00

Lahey Hospital & Medical Center Community Benefits Grant 5,147.00 2,830.00 2,317.00

Youth & Family Services Total: 6,473.37 5,147.00 2,830.00 0.00 8,790.37 Bedford Public Library

Incentive/Equalization 37,542.89 14,010.91 6,054.97 45,498.83 Non-Resident Circulation 12,628.53 8,181.85 12,375.40 8,434.98

LSTA: Mind in the Making Grant 409.93 409.93 0.00

Bedford Public Library Total: 50,581.35 22,192.76 18,840.30 0.00 53,933.81

State Grants Total:


38

Financial Services

Gifts‐PeriodEnding6/30/2020

Balance07/01/2019 Revenue Expenditures Transfers Balance

06/30/2020 SelectBoard/TownManager

Veterans Memorial Park Improvements-Friends of Vets Mem Pk 1,377.75 1,377.75

Cultural Council Gift 1,154.00 1,154.00 Bedford Community Playground-DPW 1,523.92 1,523.92 Sidewalk Construction-DPW 5,750.00 5,750.00 Traf ic Mitigation Fee-50 Middlesex Tpk/Prev Parking Permit Fd 8,700.00 8,700.00 Telecom/Technical Assistance 6,833.88 6,833.88 Heritage Middlesex Turnpike 10,815.00 10,815.00 Criterion Municipal Svcs Study 10,000.00 10,000.00 Land Acquisition-W.Bedford/Concord Rd 2,553.33 2,553.33 Oktoberfest 0.00 2,000.00 2,097.99 -97.99 Bedford Emergency Relief Fund 0.00 104,679.79 27,857.51 76,822.28 Public Ceremonies 26,661.04 6,275.00 32,936.04

SelectBoard/TownManagerTotal: 75,368.92 112,954.79 29,955.50 0.00 158,368.21 ConservationCommission

Conservation-Jordan Gardens 1,524.36 850.00 464.00 1,910.36 ConservationCommissionTotal: 1,524.36 850.00 464.00 0.00 1,910.36

PlanningBoard

Planning-Criterion 73,050.95 73,050.95 Planning-Criterion-Economic Development 5,000.00 5,000.00

PlanningBoardTotal: 78,050.95 0.00 0.00 0.00 78,050.95 PoliceDepartment

Contrib & Donation Gun Buyback Program 300.00 300.00

Police Contribution 2,543.10 11,000.00 1,081.38 12,461.72 PoliceDepartmentTotal: 2,843.10 11,000.00 1,081.38 0.00 12,761.72

FireDepartment

Gift-Police/Fire 277.73 277.73

Gift-Fire Dept 1,555.00 10,000.00 11,555.00 CPR Course 564.37 933.00 941.58 555.79

FireDepartmentTotal: 2,397.10 10,933.00 941.58 0.00 12,388.52 SchoolDepartment

SEPAC Gift - Special Education Parents' Assoc 450.00 450.00

SPED "Kate's Voice" Music Gift Account 57.36 57.36 METCO Transportation-MBTA Bus Pass-Parents' Part 19,798.00 1,016.00 3,476.00 17,338.00 Bedford Hockey 111.93 111.93 Schools General Gift 1,900.00 75.00 1,975.00 High School General Gift 4,573.02 2,119.96 1,608.75 5,084.23 Middle School General Gift 9,284.35 2,465.00 2,693.61 9,055.74 Job Lane School General Gift 3,843.78 2,936.03 332.67 6,447.14 Davis School General Gift 2,405.97 3,500.00 3,424.11 2,481.86 METCO General Gift 1,356.00 5,116.50 800.00 5,672.50 Educational Scholarships 15,000.00 15,000.00 Thomas Nolan Make My Day Gift 1,447.06 1,447.06 FBHS Fallen Soldiers Gift 9,171.86 9,171.86 POMS Gift-Patrons of Music Students 851.30 851.30

SchoolDepartmentTotal:

70,250.63 17,228.49 12,335.14 0.00 75,143.98


Fund 025 - Gifts


39

Financial Services


Balance07/01/2019 Revenue Expenditures Transfers Balance

06/30/2020 FacilitiesDepartment

Gift - General 0.00 0.00 FacilitiesDepartmentTotal: 0.00 0.00 0.00 0.00 0.00

DepartmentofPublicWorks Gift/General 5,551.14

5,551.14 C. Midgett Memorial 755.00 755.00 Ball Field Improvement 732.51 732.51 Town Common 1,538.47 1,538.47 Babe Ruth Athletics 262.00 262.00 DPW Curbing Restoration Fund 7,379.49 7,379.49 54 Middlesex Tpk Entrance Consult Services 14,620.00 14,620.00 Entegris Sewer Flow Impact 28,515.06 8,259.93 20,255.13 Ralph Hammond Gift 1,000.00 1,000.00 Great Road Traf ic Signalization 25,000.00 25,000.00 DPW Trail Guides Gift Account 1,297.31 515.00 1,812.31 Farmers Market Memorial Bench 1,300.00 1,300.00 Paul King Memorial 200.00 200.00 Frank Thompson Lodge - Depot Park Bench 0.00 1,720.00 1,720.00 0.00

DepartmentofPublicWorksTotal: 88,150.98 2,235.00 9,979.93 0.00 80,406.05 BoardofHealth

Recombinant DNA 10,000.00 10,000.00 General 2,007.25 2,007.25

BoardofHealthTotal: 12,007.25 0.00 0.00 0.00 12,007.25 CouncilonAging

COA-Community Gardening Project 1,255.61 133.16 1,122.45

COA-Jacob Wren Throckmorton Memorial Gift 872.48 454.00 1,050.00 276.48 COA-Senior Programs Financial Aid Fund 1,266.00 400.00 1,666.00 COA-Gift General 4,148.83 1,690.00 990.94 4,847.89 COA-Gift Transportation 17,005.00 21,000.00 13,090.00 24,915.00 COA-Emergency Fund 7,772.51 1,000.00 1,365.84 7,406.67 COA-CWV Safe at Home Gift-Carleton Willard V 669.00 669.00

CouncilonAgingTotal: 32,989.43 24,544.00 16,629.94 0.00 40,903.49 Youth&Family

YFS-Housing Task Force-Homeless-Gift 949.50 949.50

YFS-Violence Prevention Coalition 515.18 515.18 YFS-Progress Gift (Child / Needy) 19,145.32 50.00 2,400.00 16,795.32

Youth&FamilyTotal: 20,610.00 50.00 2,400.00 0.00 18,260.00 BedfordPublicLibrary

General 9,160.50 4,859.22 7,956.81 6,062.91 Prabha Sridharan Ramaswamy Memorial Fund 4,036.99 100.00 1,730.23 2,406.76 Daniel Nickerson 7,978.97 2,000.00 1,135.84 8,843.13 Andy Zuckerman Memorial Collection 9,564.10 2,574.45 6,989.65 Pat Watson Gift Fund 2,058.57 2,058.57 Boston Foundation - Large Print Materials 10,347.18 10,005.71 8,743.26 11,609.63

BedfordPublicLibraryTotal:

43,146.31 16,964.93 22,140.59 0.00 37,970.65


Fund 025 - Gifts


40

Financial Services


Balance07/01/2019

Revenue Expendi‐tures

Transfers Balance06/30/2020

LibraryCorporation

McDonald's Publication

LibraryCorpo‐rationTotal:

Recreation

Recreation-Barbara Davis Campership

RecreationTotal:

GiftsTotal:

618.37

40.00

658.37

618.37 40.00 0.00 0.00 658.37

1,085.00

1,085.00

1,085.00 0.00 0.00 0.00 1,085.00

429,042.40 196,800.21 95,928.06 0.00 529,914.55


Fund 025-Gifts


41

Financial Services

Revolving&Reserved‐PeriodEnding6/30/2020

Fund027‐Revolving&Reserved Balance07/01/2019 Revenue Expenditures Transfers Balance

06/30/2020

SelectBoard/TownManager

Depot Park Revolving-Ch44 53E 1/2 54,538.23 38,598.86 24,124.13 69,012.96 Cable Television Revolving-Comcast Cable-related Equip/Facilities-Ch44 53E 1/2 1,380.00 1,380.00 0.00

SelectBoard/TownManagerTotal: 55,918.23 38,598.86 25,504.13 0.00 69,012.96 FinanceDepartment

Penalties/Fines Restitutions 10,741.86 1,649.24 9,092.62

Ins/Rest Revolving - $150K & Under - CH 44/53(2) 150.00 105.00 255.00 FinanceDepartmentTotal: 10,891.86 105.00 1,649.24 0.00 9,347.62

ConservationCommission Conservation By-Law Consulting 3,726.03

3,726.03 Conservation/WPA Consulting 5,157.56 5,427.35 4,745.00 5,839.91 Conservation/Wetlands 57,777.39 4,525.00 5,427.52 56,874.87

ConservationCommissionTotal: 66,660.98 9,952.35 10,172.52 0.00 66,440.81 PoliceDepartment

Gun Permits-Commonwealth's Fee 2,462.50 8,550.00 7,662.50 3,350.00 Special Injury Leave Indemnity Fund 0.00 52,999.99 52,999.99 0.00 Ins/Rest Revolving - $150K & Under - CH44/53(2) 122.65 216.80 339.45 IRS Revolving-Police Detail -226,823.05 1,006,245.46 883,304.31 -103,881.90 Police O.T. Reimbursement 2,262.16 20,543.60 19,028.40 3,777.36 Liquor IDs 1,319.36 155.00 737.00 737.36

PoliceDepartmentTotal: ‐220,656.38 1,088,710.85 963,732.20 0.00 ‐95,677.73 FireDepartment

Special Injury Leave Indemnity Fund 0.00 79,714.27 79,714.27 0.00 Insurance/Restitution Revolving - $150K and Under-11/7/16 3,968.99 3,968.99 IRS Revolving-Fire Detail 15,657.74 43,307.50 41,290.00 17,675.24 IRS Revolving-Detail Revolving Haz Mat Events 8,763.70 19,376.59 14,664.79 13,475.50

FireDepartmentTotal: 28,390.43 142,398.36 135,669.06 0.00 35,119.73 SchoolDepartment

BPS-Summer School Online 0.00 2,700.00 2,700.00 0.00 Athletic Revolving 36,029.81 24,202.50 28,429.83 31,802.48 Lost Books CH 88 14,169.15 445.20 14,614.35 School Rental-Adult/Continuing Ed (MGL 71/71E) 90,361.65 66,765.54 115,198.58 41,928.61 Vandalism 309.49 309.49 Meals Tax -10.30 200.65 205.22 -14.87 Insurance/Restitution Revolving - $150K and Under-11/7/16 -20,693.59 24,799.71 3,911.12 195.00 Insurance/Restitution Revolving - iPad Repair Student Portion 0.00 2,056.91 3,194.80 -1,137.89 E-Rate Reimb. 4,653.46 4,653.46 0.00 Recycling Product Refunds 957.31 957.31 High School Nursery Program 108,665.04 62,034.00 74,036.88 96,662.16

SchoolDepartmentTotal: 234,442.02 183,204.51 232,329.89 0.00 185,316.64 FacilitiesDepartment

Energy Revolving Fd/Utility Incentives-Ch44 53E 1/2 38,504.15 18,311.63 32,607.19 24,208.59 Old Town Hall/Town Center Facil Revolving Fund-Ch44 53E 1/2 84,043.51 116,251.26 131,581.64 68,713.13 Insurance/Restitution Revolving - $150K and Under 0.00 0.00 823.96 -823.96

FacilitiesDepartmentTotal:

122,547.66 134,562.89 165,012.79 0.00 92,097.76



42

Financial Services

Revolving&Reserved‐PeriodEnding6/30/2020

Fund027‐Revolving&Reserved Bal‐ance07/01/2019

Revenue Expendi‐tures

Transfers Bal‐ance06/30/2020

DepartmentofPublicWorks

Refuse & Recycling 81,224.19

52,555.49

55,469.28

78,310.40

Insurance/Restitution Revolving - $150K and Under-11/7/16 52,543.71

39,602.99

15,158.63

76,988.07

DepartmentofPublicWorksTotal: 133,767.90

92,158.48

70,627.91

0.00 155,298.47

BoardofHealth

Public Health Prgrms-Vac/Scr/Tst, etc-Ch44 53E 1/2 49,413.74

32,484.13

29,787.66

52,110.21

BoardofHealthTotal: 49,413.74

32,484.13

29,787.66

0.00 52,110.21

BedfordPublicLibrary

IRS Revolving 1,529.90

500.00

400.00

1,629.90

Library Revolving-Ch44 53E 1/2 15,156.86

2,844.93

12,311.93

BedfordPublicLibraryTotal: 16,686.76

500.00

3,244.93

0.00 13,941.83

RecreationDepartment

Recreation Revolving 754,043.39

441,785.97

662,501.36

533,328.00

Recreation Revolving Day Camp 162,520.03

269,021.52

362,227.69

69,313.86

Recreation Revolving Teen Center/After School program 5,893.79

5,893.79

Recreation Revolving Day Care 707,331.15

1,117,909.75 1,041,337.64 783,903.26

Recreation Revolving Springs Brook -480,000.17

109,898.68

79,502.83

-449,604.32

Recreation Revolving COA 7,221.50

41,898.56

45,299.75

3,820.31

Athletic Fields Revolving 138,082.50

33,835.00

4,672.50

-24,000.00 143,245.00

RecreationDepartmentTotal: 1,295,092.19 2,014,349.48

2,195,541.77

‐24,000.00 1,089,899.90

Revolving&ReservedTo‐tal:

1,793,155.39 3,737,024

.91 3,833,272.10

‐24,000.00

1,672,908.20



43

Financial Services

TownofBedfordCapitalProjectsDetail

June30,2020

(10,364.89)

360,000.00

202,184.60

147,450.51

290,000.00 (30.30) 289,969.70

95,921.80 44,473.13 51,448.67 8,527.30 8,527.30

114,976.21 91,316.93 23,659.28 132,524.59 128,078.80 4,445.79

(231.64) 255,000.00 133,448.70 121,319.66 35,124.15 26,000.00 9,124.15

3,649,298.66 2,679,474.27 969,824.39 (326,058.04) 426,265.00 74,689.43 25,517.53

(96,379.75) 126,000.00 24,773.30 4,846.95 4,719,735.00 3,030,621.53 1,689,113.47

1,563,000.00 1,046,932.12 516,067.88 6,028.08 6,028.08 (0.00) (6,215.16) (6,215.16)

(14,713.66) 187,000.00 172,286.34 4,440.83 4,958.65 9,399.48 0.00 84,460.00 82,390.42 2,069.58

772.11 772.11 0.00 222.93 222.93 0.00

(3,498.17) 108,162.24 (111,660.41) (28,807.02) 52,963.00 225.16 23,930.82

180,412.40 140,500.40 39,912.00 417,469.13 417,469.13

818,407.00 530,589.47 287,817.53 (232,925.26) 751,000.00 408,295.10 109,779.64

(105,924.77) 272,107.00 143,462.31 22,719.92

(17,149.50) 250,339.00 50,553.00 182,636.50 157,702.98 68,823.13 88,879.85

(4,291.17) 850,000.00 615,140.19 230,568.64 422,991.50 449,072.00 749,675.77 122,387.73

400,000.00 230,935.91 169,064.09

535,210.00 328,488.23 206,721.77 750,000.00 127,521.43 622,478.57

125,590.00 (4,245.07) 121,344.93 135,920.00 135,920.00

440,058.00 353,336.92 86,721.08 2,195.00 (2,195.00)

13,317,608.00 (1,511.72) 12,156,036.06

Fund Balance Bond Revenue Transfers & Other Expenditures Fund Balance 7/1/20 Revenue 6/30/20

Police Channels Infrastructure Project -

Ambulance Replacement Mini-Pumper/Rescue Squad Replacement -Town Hall Bldg Systems Repair -T.Hall/T.Ctr /OTH Site Lighting Upgrade -Job Lane School Addition -Town & Schools Communications System -Police Station Schematic Design Svcs -Davis School Design and Construction -Davis School Addition -JGMS Design & Construction Documents -BHS Design & Construction Documents -John Glenn Middle School Addition -Bedford High School Addition -Sewer lnfiltr /lnflow-lmprov /Studies -Middlesex Turnpike Water Main Repl -Crosby Drive Water Standpipe Paint -Sewer Infiltr /Inflow Work (MWRA) Sewer Pump Station Rehabilitation -Water Treatment Enhancement -Bedford Street Sewer Main lmprov -Sewer Inflow & Infiltration -Street Lighting Upgrade to LED -Sewer System Force Main Replacement -Middlesex Turnpike Water Main Repl -Water Tank Refurbishment -Water Meter Replacement Program -lnflitration/lnflow -Sewer Force Main Replacement -Sewer Pump Station Program - Parker -Water Main Improvement Project -Bike/Ped Great Rd Master Plan Trans Improv -Davis Road Boardwalk -Water Main Improvement Project -Water Quality Improvement & SCADA -Hardscape Improvements -Transporation Improvements -Large Equipment Replacement - Turf Large Mower Large Equipment Replacement - Loader -Large Equipment Replacement - Sweeper -

lfflWXVdA¥[\1¥l~iRty -

Total Capital Projects Detail 4,906,566.64 6,066,626.86


44

Financial Services

TownofBedfordTrust&AgencyFundDetail

PeriodEndingJune30,2020

Non‐ExpendableTrustFunds

Non-Expendable Balance Balance

Prlnlcpal Bal-07/01/2019

Revenue Expenditures Transfers 06/30/2020

ance

Select Board/ Town Manager

Founders & Patriots 500.00 7,765.76 215.32 7,981.08 Hartwell House 35,117.00 92,298.32 2,559.15 94,857.47

Select Board/ Town Manager Total: 35,617.00 100,064.08 2,774.47 0.00 0.00 102,838.55

School Department

Harriet M. Mudge 14,639.00 211,836.95 5,874.58 6,000.00 211,711.53

School Department Total: 14,639.00 211,836.95 5,874.58 6,000.00 0 .00 211,711.53


George & Clara Blinn-Cemetery 200.00 287.30 7.98 295.28 Lillian Dutton Memorial-Cemetery 85.00 134.63 3.74 138.37

Emma J. Phelps-Cemetery 1,000.00 13,241.38 367.14 13,608.52

Department of Public Works Total: 1,285.00 13,663.31 378.86 0.00 0.00 14,042.17

Bedford Public Library

George & Clara Blinn 2,000.00 11,351.15 314.71 11,665.86 Edwin Brooks 4,251.00 34,626.98 960.08 35,587.06

Sarah Hartwell Bryant 25.00 1,532.09 42.47 1,574.56

Kirsten Carr 700.00 7,020.97 194.67 7,215.64

Lawrence Braverman 585.00 1,674.80 46.41 1,721.21

Fannie S. Cutler 700.00 75,106.63 2,060.62 1,376.98 75,790.27

Samuel Davis 500.00 3,447.49 95.61 3,543.10

Jeremiah Fitch 3,000.00 23,682.09 656.63 24,338.72

Wallace Gleason Webber 1,000.00 6,222.55 172.54 6,395.09

Franklin S. Lane 500.00 3,893.49 105.90 3,999.39

Lawrence 100.00 1,664.38 48.24 1,712.62

E.G. Loomis 1,000.00 2,647.95 73.43 2,721.38

William ).Niles 5,000.00 163,564.35 4,535.09 168,099.44

Fannie Wood Prescott 23,827.00 330,123.70 8,989.28 9,882.60 329,230.38

James Salloway 150.00 1,426.68 39.58 1,466.26

Mansur Estate 15,000.00 26,129.00 724.45 26,853.45

Bedford Public Library Total: 58,338.00 694,114.30 19,059.71 11,259.58 0 .00 701,914.43

Recreation Department

Goodwin Charity (Recr Camperships) 2,499.00 76,323.65 2,116.21 78,439.86

Recreation Department Total: 2,499.00 76,323.65 2,116.21 0.00 0.00 78,439.86

Non-Expendable Trust Funds Total: 112,378.00 1,096,002.29 30,203.83 17,259.58 0.00 1,108,946.54


45

Financial Services



ExpendableTrustFunds

Non-Balance Balance

Expendable Revenue Expenditures Transfers Prinicpal

07/01/201 06/30/202 9 0

Balance

Select Board/ Town Manager

Hanscom Area Traffic 1,699.39 47.12 204.00 1,542.51 Bedford Munic Afford Housing Trust 232,988.41 6,035.70 5,827.00 233,197.11

BMAHT-Condo Buydown 128,760.90 128,760.90

BMAHT-Village/8edford Woods Foreclosure 175,446.00 175,446.00

BMAHT - Rental Assistance Program - Metrowest Home 0.00 2,043.00 2,043.00 0.00

Select Board/ Town Manager Total: 0.00 538,894.70 8,125.82 8,074.00 0.00 538,946.52

Finance Department

Dental Cla ims Trust Fund 233,904.31 414,973.76 367,879.39 280,998.68 Seniors At Home Fund 2,478.99 68.71 2,547.70

Stabilization Fund 5,423,818.87 157,463.34 250,000.00 5,831,282.21

Bond Premium Stabilization Fund 336,743.16 7,764.02 -56,986.00 287,521.18

OPEB Post Empl Benefits Liab Trust 8,749,587.54 218,591.19 839,796.00 9,807,974.73

Pension Fund 1,028,269.86 47,900.12 -66,000.00 1,010,169.98

Sick Leave Buy Back Compensation 361,794.81 78,901.16 25,000.00 307,893.65

300th Anniversary Stabilization Fund 0.00 101.72 10,000.00 10,101.72

Finance Department Total: 0.00 16,136,597.54 846,862.86 446,780.55 1,001,810.00 17,538,489.85

Police Deparbnent

Law Enforcement Trust-State 701.96 701.96 Law Enforcement-DEA 2,781,761.97 102,166.49 230,583.69 2,653,344.77

Treasury-Law Enforcement Trust 38,513.95 1,035.43 2,400.60 37,148.78

Police Department Total: 0.00 2,820,977.88 103,201.92 232,984.29 0 .00 2,691,195.51

Conservation Commission

Conservation Fund 55,935.89 1,550.92 57,486.81

Conservation Commission Total: 0.00 55,935.89 1,550.92 0.00 0.00 57,486.81


Shawsheen Cemetery Chapel 22,828.31 632.98 23,461.29 Sale of Lots 808,048.50 43,401.87 79,145.35 772,305.02

Cemetery Improvement 170,260.76 19,519.89 189,780.65

Industrial Area Sewer 13,908.85 385.65 14,294.50

Department of Public Works Total: 0.00 1,015,046.42 63,940.39 79,145.35 0.00 999,841.46

School Department

Ellen A. Boynton 28,963.19 803.03 29,766.22 High School Scholarships 106.37 1,002.93 1,000.00 109.30

Marion E. Hunt Scholarship 11,464.89 317.90 11,782.79

School Department Total: 0.00 40,534.45 2,123.86 1,000.00 0.00 41,658.31

Bedford Public Library

William C. Britton 5,190.35 143.89 5,334.24 General Fund 3,515.96 1,735.12 365.00 4,886.08

A.E. Brown-Reprint 1,610.23 44.64 1,654.87

Nell Seften Stegmaier 1,823.88 50.57 1,874.45

Tirzah J. Sweet 1,686.31 46.79 1,733.10

Charles S. Hume Fund 27,794.74 770.67 28,565.41

Stickney Trust 52,331.83 1,450.96 53,782.79

Bedford Public Library Total: 0.00 93,953.30 4,242.64 365.00 0 .00 97,830.94

Expendable Trust Funds Total: 0.00 20,701,940.18 1,030,048.41 768,349.1 1,001,810.00 21,965,449.40 9


46

Financial Services



AgencyPerformanceBonds

Non-Expendable Balance Balance Prlnlcpal Bal-

07/01/2019 Revenue Expenditures Transfers

06/30/2020 ance

Conservation Commission

8 Minuteman Drive-Richard Broglino 6,700.00 6,700.00 56 Evergreen Ave-Melanson Dev. Group 1,800.00 1,800.00

150A, 158-162 South Rd-Masskey Dev. Corp 2,600.00 2,600.00

175 South Rd-Peter T. Salem 2,000.00 2,000.00

13 Bonnievale Dr-CBC Realty Invest C.B. Cronin 3,000.00 3,000.00

7 Alaska Ave-Springs Rd Dev, David Bernstein 4,000.00 4,000.00

Bedford Montessori School - 8 Alfred Circle 1,000.00 1,000.00

WTE Corporation - 7 Alfred Circle 1,000.00 1,000.00

15 McMahon Road· Greg Gardner· Gardner Contracting. LLC 1,700.00 1,700.00

Pine Hill Rd, Michelson Ln, & Lewis Rd - Francis Decoste - Pine Hil Corssing, LLC 9,500.00 9,500.00

Village at Bedford Woods - Albion Rd 0.00 8,018.05 8,018.05

15 Deangelo Drive 0.00 3,006.77 3,006.77 -Conservation Commission Total: 0.00 33,300.00 11,024.82 0.00 0.00 44,324.82 -

Planning Board

Selfridge Road Extension 13,319.42 13,319.42 Freedom Estates LLC 63,600.00 63,600.00

Page Hill Lot Rel-Shandel Investments 283,000.00 283,000.00

Springs Road Development Bond 73,918.89 363.38 55,800.00 18,482.27

Springs Road Development Bond for 30-40 Buehler Rd 61,013.37 263.90 43,000.00 18,277.27 -

Planning Board Total: 0.00 494,851.68 627.28 98,800.00 0.00 396,678.96 -

Agency Performance Bonds Total: 0.00 528,151.68 11,652.10 98,800.00 0.00 441,003.78

Tow


nnual Report

47

Fin

an

cia

l S

er

vic

es

Stabilization Fund

Balance

$7,000,000

$6,000,000

$5,000,000

$4,000,000

$3,000,000

$2,000,000

$1,000,000

$0

Stabilization Fund Balance as a % of the Operating Budget FY2011 - FY2020 %of

Operating Budget

~---------------------------------------------~ 7.0%

1------------------------------------------------+ 6.0%

5.0%

4.0%

3.0%

2.0%

1.0%

0.0%

FYll FY12 FY13 FY14 FYlS FY16 FY17 FY18 FY19 FY20

Per the Fiscal Policies, the desirable funding /eve/ of the Stabilization Fund balance is between (2% - 6%) of the annual Operating Budget

Tow


nnual Report

48

Fin

an

cia

l S

er

vic

es

$10,000,000

$9,000,000

$8,000,000

$7,000,000

$6,000,000

$5,000,000

$4,000,000

$3,000,000

$2,000,000

$1,000,000

$0

Total Current Authorized Principal/Interest (Debt) FV2020 - FV2046

~~~~~~~~~~~~~~~~~~~~~~~~~~~ ####################~~,,~,~

Exempt Debt iii Non Exempt Debt ~ Community Preservation ru Water/ Sewer

Tow


nnual Report

49

Fin

an

cia

l S

er

vic

es

Unused Levy Capacity FV2011 - FV2020

$9,000,000

$8,000,000

$7,000,000

$6,000,000

$5,000,000

$4,000,000

$3,000,000

$2,000,000

$1,000,000

$0

FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20

~ Unused Levy Capacity -&-MITRE MITRE makes a payment in lieu of taxes, and It is the position of the Finance Committee to leave the unused levy capacity equivalent to that payment.

Tow


nnual Report

50

Fin

an

cia

l S

er

vic

es

Community Preservation Receipts (3%) and State Match

$2,000,000 100%

90% $1,750,000

80%

$1,500,000

70%

$1,250,000 60%

$1,000,000 50%

40% $750,000

30%

$500,000

20%

$250,000 10%

$0 00/4

FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20

CJ Local Tax 3% liiiilState Match($) ---state Match(%)

Tow


nnual Report

51

Fin

an

cia

l S

er

vic

es

Open Space 37.82%

Admin Cost 0.25%

Community Preservation Appropriations FV02 - FV20 - $37,712,746

Historic Preservation Fund

3.03%

Recreation 19.77%

Historic Preservation

/20.00%

Affordable Housing 19.14%

Tow


nnual Report

52

Fin

an

cia

l S

er

vic

es

$75,000,000

$70,000,000

$65,000,000

$60,000,000

$55,000,000

$50,000,000

$45,000,000

$40,000,000

$35,000,000

$30,000,000

$25,000,000

$20,000,000

$15,000,000

$10,000,000

$5,000,000

$0

FYll

OPEB Balance compared to OPEB Net Liability

FV2011 - FV2020

FY12 FY13 FY14 FYlS FY16 FY17 FY18 FY19

11 OPEB Balance liiiiil OPEB Liability

OPEB (Other Post-Emplo)ITllent Benefits), this fund is used to offset health and li fe insurance cost for current and future retirees .

FY20

Tow


nnual Report

53

Fin

an

cia

l S

er

vic

es

$75,000,000

$70,000,000

$65,000,000

$60,000,000

$55,000,000

$50,000,000

$45,000,000

$40,000,000

$35,000,000

$30,000,000

$25,000,000

$20,000,000

$15,000,000

$10,000,000

$5,000,000

$0

FYll

OPEB Balance compared to OPEB Net Liability

FV2011 - FV2020

FY12 FY13 FY14 FYlS FY16 FY17 FY18 FY19

11 OPEB Balance liiiiil OPEB Liability

OPEB (Other Post-Emplo)ITllent Benefits), this fund is used to offset health and li fe insurance cost for current and future retirees .

FY20

54

Financial Services

00 ... ► ...

0 N 0 ... N ...

► > ... LL

'1"'-1 .., ... '1"'-1 ► ... 0 N > LL ~

► .c ... ..., 3: 0 ::!. I,,,, ►

t!> ...

3: QJ I'll ... z ► ...

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0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 o' o' o' 0 0 0 0 0 Ill 0 Ill 0 Ill ,-; ,-; ... - ... -


55

FIREDEPARTMENT

MissionStatementThe Bedford Fire Department is a professional and dedicated organization that is constantly evolving to meet the ever-changing demands of the community. Our organization is guided by moral and ethical principals in providing the highest level of quality of services, training/ professional development, iscal responsibility and direct community interaction and involvement. We are forever committed to successfully responding to and mitigating the challenges of ire, rescue, medical emergencies, hazardous materials, disaster preparedness and national security by promoting ire prevention, public education and community risk reduction. FireDepartmentPerformanceGuaranteeAs an organization and as individual members of the Bedford Fire Department, we care about the people we serve. We will do the things we say we will; try to do them to the best of our ability every time; and protect the lives and property of the people who reside, work, and pass through Bedford.

Public Safety

DavidGrunes,FireChief PURPOSEThe Bedford Fire Department was established over 190 years ago. The “Bedford Fire Establishment” was created by the Town Select Board in March of 1828. The Fire Establishment purchased the irst ire “engine” for the Town, which was a hand-drawn ire pump nicknamed the “Eagle.” The department was established to provide ire protection to the citizens of Bedford, but the mission of the department has grown over the years to include emergency medical services, hazardous material incidents, and rescues becoming integral components of our core mission. In the early 1900s, the department responded to an average of 10 ires a year; 50 years later, in the late ifties, the department was averaging 225 calls a year. The department now responds to approximately 3,400 incidents annually, protecting the residents of Bedford as well as the thousands of people who enter the Town each day to work in the many commercial and industrial irms located here. We strive to meet the needs of all in this diverse community.

FY20 FY19 FY18 FY17 FY16 FY15 FY14

Fires and/or Explosions 32 38 32 39 27 39 50

Rescue & Emergency Medical Service 1519 1592 1526 1556 1443 1428 1445

Hazardous Conditions (No Fire)* 181 171 288 176 250 204 150

Service Calls 224 231 251 226 222 251 206

Good Intent Calls 104 112 113 102 101 96 102

False Alarms and False Calls 356 423 430 429 415 436 407

Other Types of Incidents** 473 859 674 747 713 668 758

* A single-year spike in Hazardous Conditions and Service Calls is typically weather-related and includes an extraordinary amount of power wires down from the pole, looding issues and similar- type inci-dents. ** Other type of incidents includes inspections, citizen complaints, school ire drills and public education – These are not included in emergency response totals.

SixYearFireDepartmentResponseSummary


56

FIREDEPARTMENT

FY20HIGHLIGHTSThe Fire Department commissioned a study of the organizational structure and staf ing model of Department. The results of this study were presented publicly to the Board of Select Board in January of 2020. The study provided ive recommendations with a suggested three-year implementation schedule. The Select Board along with the Finance Committee voted to support the irst phase in FY20 This phase includes the addition of a ire ighter/paramedic position and the promotion of several existing ire ighters to enhance the ability to respond to simultaneous emergencies, manage the span of control for the supervisors, and reduce the need for mutual aid from surrounding towns (which has increased to over 225 calls annually just for emergency medical services as opposed to providing reciprocating mutual aid less than 110 times). The Department took delivery of a new ambulance in early 2020 that was custom designed with input from our paramedics to support the delivery of advanced life support. The Department also took delivery of a Polaris UTV (Utility Terrain Vehicle) which provides off-road ire ighting and EMS capabilities. The versatility of this vehicle was highlighted this past summer when we had an increase in brush ires due to the dry weather, it responded to several hard-to-reach locations in the Hartwell Woods and trail network off of the reformatory trail. In addition, the new vehicle responded to a medical emergency along one of the Town’s trails and provided medical support on Sabourin Football ield for Annual Town Meeting and High School graduation. The pandemic challenged the Department and each member rose to the challenge. During the

peak in the spring of 2020, due to the acuity of patients, the Department staffed two advanced life support ambulances. Captain Daniels transitioned into a role within the Town’s Emergency Management program during the emergency to help coordinate the Town’s emergency food distribution program. The department coordinated distribution of personal protective equipment (PPE) and worked with Town’s Citizen Emergency Response Team (CERT) and other volunteers to assist with services. The pandemic highlighted the value of our citizen volunteer team. The Community Emergency Response Team (CERT) was founded in 2006. The volunteer team has assisted in the past during weather emergencies by staf ing shelters, illing sandbags, delivering emergency supplies, and serving other emergency functions. This spring, the group came together and provided volunteers every week to stock and distribute food at the emergency foodbank as well as providing support for other emergency management functions. Collectively, each member of the Department came together to maintain a healthy workplace and continued to meet our mission during this unprecedented challenge. Total emergency responses dropped by approximately 6% during FY20. This needs to be taken in context. For the irst eight months of FY20 the Department was approximately 4% ahead of the same time frame of FY19. For the eight-week period from mid-March through mid-May the Department experienced a dramatic decrease in emergency responses during the stay at home advisory.

Public Safety

I I


57

FIREDEPARTMENT

The Department responded to 2418 emergencies and 2889 total incidents during FY20. FY21PROJECTIONSThe Fire Department is looking forward to the irst phase of the Department’s reorganization

that includes the addition of a ire ighter/paramedic position. This will provide a depth in paramedics enabling 24/7 coverage for advanced life support on the ambulance. The second component of the irst phase will be the promotion of several existing personnel to new supervisory positions. The promotions provide the department the ability to have a supervisor respond to simultaneous incidents and on larger incidents will create a safer span of control throughout the chain of command. The Fire Department urges residents to keep smoke detectors and carbon monoxide detectors clean and working properly, test them once a month, never leave candles

unattended, maintain gas grills, store lammables in proper spaces and containers,

and change smoke detector batteries when we change the clocks. When the end comes for the COVD-19 pandemic, we as a department will take what we have learned from this time in our history, not just about the treatment of those infected, but also for the ire service in how we reacted and responded during a major global pandemic. After every emergency we respond to, large or small, we learn something new and re-assess our preplans, policies, and methods. We have adjusted and staged our EMS PPE on all our apparatus. Today, we carry gloves, exposure protective suits, N-95 masks, and other equipment in all apparatus in easy-to access locations. Continued learning is an important part of our commitment to meet the needs and expectations of the community.

Public Safety

II II


58

Public Safety

PoliceDepartment

RobertBongiorno,PoliceChiefDepartmentOverviewThroughout FY20, the Police Department continued to take on more challenges in an effort to meet the demands of the citizens of Bedford. The biggest challenge in FY2021 was adapting to the COVID-19 Pandemic. Throughout FY20, we evolved daily with changes to our police operations. The Department will continue to evolve in FY21 to meet the existing challenges and to the changing needs of our community. We continue to improve and enhance community partnerships; intelligence led policing initiatives, and re ining training to maximize the effectiveness of our organization, all the while continuing our commitment to ensure the safety of all members of our community. The department operates under a community policing philosophy that encourages citizen participation in solving problems of crime, fear of crime and quality of life issues. Organizationally, the department is divided into operational and detective functions. A command staff of two lieutenants assists Chief Robert Bongiorno in strategic planning, budgeting, and operations. The lieutenants administer the Operations Division and the Detective Division. NUMBEROFEMPLOYEESFull Time Of icer 29.0 Administrative 1.5 Emergency Communications Of icers 8.0 School Crossing Guard 0.5 Animal Control Of icer 1.0 Traf ic Supervisors 13.0 FY20HIGHLIGHTSFY2021 was a very busy year for the women and men of the Bedford Police Department. The Bedford Police Department’s Community

Services Unit has continued to be a huge success. The Unit is committed to identifying causes of crime, disorder and quality of life issues in the Town of Bedford. It is responsible for traf ic initiatives, crime prevention, public relations, and the support of community problem solving activities by the Police Department Patrol Division. During FY2021, the Unit scaled back some of its services but will still support and sponsor such popular programs as Open House Series, Bedford Day, RAD, Bicycle Safety, Safe Driving, Alcohol Awareness, Safe Routes to School, Child Safety Seat Installations, Council on Aging Programs, Community CPR, and National Night Out, when it is safe to do so. The Unit has temporarily suspended tours of the station, but can coordinate for remote public speaking with citizens, religious organizations and business groups. The Department continues to improve on the use of social media; on our website the Department continues to post the monthly call logs, video, news, photos and much more. Recently, in an effort to maintain transparency with the community, the department continues to post our most vital police policies. We invite the community to visit our new and ever improving website. The Department continues to use a number of social media initiatives to communicate with and keep the public informed. The Department uses Twitter, Facebook, YouTube and Instagram to post press releases, photos, scam information as well as video Public Service Announcements. Also, the Department has updated its Smartphone App that the public can download, called MYPD, it can be downloaded from an Apple or Android App stores. Through this App, you can get directions to the station, email a member of the Department, follow our latest tweets, or link to our mobile website. The Department will continue to utilize 21st century technology to stay connected with our


59

and expansion of their initiatives. The police partnership, developed through the Concord District Court and the Regional Jail Diversion Program, is managed by departments in Bedford, Lincoln, Stow, Concord, Lexington, Acton, Carlisle, Maynard and Hanscom Air Force Base. They are committed to assisting people with mental health dif iculties and diverting them from the criminal justice system. The Massachusetts Executive Of ice of Health and Human Services' Department of Mental Health awarded the coalition the grant, which will be broken up over the next three iscal years. The coalition received $45,000 in iscal 2016, 2017 and 2018. The Department of

Mental Health renewed for FY19 with the possibility through iscal year 2023. As part of the coalition's innovative model, police departments will work with a Clinical Coordinator, who will manage the Jail Diversion Program across all communities. The primary role of the Clinical Coordinator will be to train of icers in Mental Health First Aid (MHFA) and to serve on the Crisis Intervention Team (CIT). The coordinator will also work with each department to create a diversion strategy that is appropriate for any individual who comes in contact with police. The coalition partnered with Eliot Community Human Services, which will provide MHFA and CIT training on an annual basis. The department continued to partner with other Town departments in our efforts toward anti-bullying programs, youth activities programs, and the all-night graduation. The largest effort to support our youth in Town continues to be our School Resource Of icer Program. This remains a top priority in our commitment to provide the youth a safe and healthy environment in the school setting. since FY18, working in partnership with the Bedford Public Schools, we were able to fund a full-time police of icer to work in the district,

Public Safety

PoliceDepartment

residents and we will continue to build community bonds that foster trust between the police and the community we serve. The Bedford Police Department still maintains its strong partnership with Communities for Restorative Justice (C4RJ) which is a community-police partnership that offers restorative justice to those affected by crime. This program allows for Bedford to address victim’s needs and treat offenders in a new way. The Bedford Police Department also collaborates with ten police departments and the Domestic Violence Service Network (DVSN) to provide outreach and direct support to victims of domestic abuse. The Bedford Police Department will continue to prioritize these programs that will advance our community policing philosophy, goals and initiatives. Traf ic continues to remain one of the biggest concerns for the residents of Bedford. In FY2021 the Department continued to partner with the Governor’s Highway Safety Program to receive funding to conduct increased traf ic enforcement in the areas that create the biggest hazards on the roadways throughout our community. Through this limited state funding, we were able to concentrate on speeding vehicles, drunk driving and seat belt usage. We are still fortunate to have Sergeant Wardwell assigned to the Bedford Public Schools and our School Resource Of icer. We also have maintained our unique partnership with Middlesex Community College where Of icer Jeffrey French is assigned to the campus as a College Campus Of icer. Police Departments in eight Middlesex County communities including the Bedford Police, have joined together to share resources and better manage cases for mental health and a Regional Jail Diversion Program, secured a ive-year $135,000 Massachusetts Department of Mental Health (DMH) grant to fund the continuation


60

Public Safety

PoliceDepartment

to enhance our existing coverage. The Bedford Police Department will continue to maintain, and enhance the partnership we have formed with the Bedford Public Schools. We will also seek to maintain and enhance partnerships with all Town departments with the goal of providing the best service to the residents of our community. The Bedford Police Department led efforts for more than two dozen Middlesex County law enforcement agencies to join the White House led Data Driven Justice (DDJ) initiative, focused on reducing the number of mentally ill individuals awaiting trial in local jails. Mental health related incidents remain the most common challenge faced by Bedford Police Of icers. This initiative will lessen the burden on the criminal justice system by diverting these vulnerable members of our community into the appropriate programs instead of jail cells. The Bedford Police Department worked with other area communities in the formation of the Central Middlesex Police Partnerships (CMPP). This initiative strives to reduce the availability of illicit opiate drugs on the supply side. The goals will be to work collaboratively on education, prevention and intervention strategies. This CMPP initiative brought together law enforcement, Bedford Youth and Family Services, the Board of Health, schools, treatment centers, and others to proactively engage in outreach activities to provide support/resources to substance users their families and other loved ones. In FY2021, our Jail Diversion Coordinator/ Clinician will continue to work directly and collaboratively with the Bedford Police and our regional partners to address and support the mental health and substance abuse needs of people coming into contact with law enforcement. By working together, the clinician and police of icers can respond more effectively to

residents dealing with mental illness and substance abuse. The Bedford Police Department has been actively engaged since FY17 with the Police Assisted Addiction and Recovery Initiative (PAARI). PAARI has grown into a nationwide moment of law enforcement and service providers with a uni ied mission to save lives, and increase access to treatment with individuals suffering from the disease of addiction. FY2020STATISTICSFor FY2020 the Bedford Police Department logged 14,682 calls for service, the majority of which involved services other than responding to crimes. Customer service will continue to be a priority within the Bedford Police Department. Our motto of “Serving the Community with Pride” will continue to guide this department into the 21st century. In FY20, only 58 people were arrested; this number is re lective of our community based initiatives aimed at diverting those eligible individuals away from the Criminal Justice system. In FY2021, 2,465 citations were issued. Educating the commuting public and raising awareness on traf ic laws continues to be a priority, in FY20 motor vehicle crashes decreased by 13% for two iscal years in a row. The Department will continue to increase traf ic and parking education to meet the growing concerns of our citizens. Traf ic continues to be one of the greatest areas of complaints to the department. We will continue to partner with the Bedford Fire Department, Department of Public Works and the Town Manager and continue to meet regularly to evaluate and address the traf ic concerns of our residents and commuting public.

I[ II


61

Public Safety

PoliceDepartment

CallsforService FY19 FY20 Motorvehiclecrashes 244 211 Hitandruninvestigations 41 56 Alarms 453 437 Larceny 46 43 Domestic/FamilyDisputes 87 93 ChildPassengerseatinstalls 29 18 RestrainingOrders 88 112 Disturbances 90 102 NoiseComplaints 77 106 BreakingandEntering 6 10 BreakingandEnteringM/V 5 3 Vandalisms 20 31 ElderAffairEncounters 23 46 TotalsCallsforService 15,024 14,682

FY21PROJECTIONSThe Department will initiate its fourth round of strategic planning using analytical data to drive decision making as it relates to the development of valuable police resources. This strategic planning process will continue in FY21 and bring together technological tools, management practices, real-time data analysis, problem solving and intelligence-led policing that ultimately will lead to results‐crime reduction, a more ef iciently run police department, and modern and innovative policing. The Bedford Police Department will continue to participate in traf ic safety grant mobilizations. Throughout FY21 we will seek state and federal grant funding to increase police patrols to target aggressive drivers, drunk drivers and seat belt violators. The goal is to participate in these grants, making the streets of our community safer to travel.

CitationsIssued 2,050 2,465 Warnings 1,710 1,655 Civil 207 315 Criminal 115 149 Arrests 18 33

The Bedford Police Department embraces and is committed to the philosophy of community policing. The concept of partnering with the community to solve problems of crime, fear of crime and the quality of life issues has been institutionalized in the department. In FY21, the department will continue to offer a number of community policing programs to the public designed to provide citizens with tools, information and skills in solving those problems. We will continue to partner with other Bedford Town departments to expand and create new programs in the community. When safe, The Bedford Police Department will continue to partner with the Bedford Fire Department and the Middlesex County Sherriff’s department in providing another free summer camp for Bedford children at the Sherriff’s Academy in Chelmsford. The Bedford Police Department will also continue to install child passenger car seats. Our certi ied technicians will thoroughly

I[ II


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Public Safety PoliceDepartment

inspect child car seats for wear and effectiveness and install them properly to assure the safest ride for our children. The Department will continue to explore ways to optimize limited police resources. Since FY16 we have enhanced our successful partnership with the Town of Lexington on the regionalization of Animal Control services. This regionalization has maximized coverage for Bedford in a more cost-effective manner. In FY21, the Department will partner with the Middlesex County Sheriff’s Of ice on a regional “Safe Keep” pilot project. This pilot will allow the Bedford Police Department to utilize the specialty services of the Sheriff’s Of ice to house our detainees. Detainees will have more readily available access to health care professionals and services. Sheriff staff can better identify and appropriately triage detainees for substance abuse, mental health issues and other health related services upon intake. In addition, regional “Safe Keeps” offer an opportunity for further innovative and cost savings initiatives such as enhanced data sharing across agencies, video-based arraignments, targeted opioid programming and linages to specialty courts. Also, in FY21, the Bedford Police Department continues to sit on a state commission to establish a Restoration Center in Middlesex County. The establishment of a Restoration Center would allow irst responders to divert those suffering from persistent mental health illness or substance abuse disorder to a treatment center that provides 24-hour specialized care. This center would provide police of icers a non-criminal alternative to help those in need, rather than criminalize their illness. AccreditationIn FY17, the Bedford Police Department

earned the distinct honor of full accreditation from the Massachusetts Police Accreditation Commission (MPAC). In FY21, the Department was re-accredited. This is a self-initiated evaluation process by which police departments strive to meet and maintain the highest standards of law enforcement, and is considered the best measure of a police department against the established best practices around the country and region. The process is long and vigorous. It involves both an internal self-review and an external assessment by an MPAC team of experts. The Bedford Police Department was previously awarded "certi ication" status by MPAC in 2010 and was re-certi ied two more times since then. Under the leadership of Lieutenant Graham, the department was assessed in May 2017 by a team of commission-appointed assessors. The Assessment Team found the department to follow all applicable standards for accreditation. To conduct the initial self-assessment and prepare for the on-site review of the 246 mandatory standards and 83 optional standards by the Commission, Chief Bongiorno appointed Lt. James Graham to serve as the department’s Accreditation Manager. The MPAC program requires that departments meet all the mandatory standards and percentage of the optional requirements. These carefully selected measures include: Jurisdiction and Mutual Aid, Collection and Preservation of Evidence, Communications, Working Conditions, Crime Analysis, Community Involvement, Financial Management, Internal Affairs, Juvenile Operations, Patrol Administration, Public Information, Records, Traf ic, Training, Drug Enforcement and Victim/Witness Assistance. The commission offers two program awards: certi ication and accreditation, with accreditation the higher of the two. Accreditation is granted for a period of three


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Public Safety PoliceDepartment

years, after which the department must be re-assessed and re-accredited. Participation in the program is strictly voluntary. RegionalPoliceInitiativesNorthEasternMassachusettsLawEnforcementCouncil(NEMLEC) The Bedford Police Department is a member of the North Eastern Massachusetts Law Enforcement Council (NEMLEC). The Council is a consortium of ifty-one police departments in Middlesex and Essex Counties, as well as the Middlesex and Essex Counties’ Sheriff’s Of ices. The members of the organization operate pursuant to an inter-agency mutual aid and assistance agreement to share resources and personnel to enhance public safety in a iscally responsible manner. As part of the agreement, each member commits resources from its law enforcement agency to assist other members in an effort to increase and improve their capabilities and capacities. NEMLEC is comprised of a Regional Response Team (RRT), which includes a Tactical Unit, Special Weapons and Tactics Unit (SWAT), K-9 Unit, and School Threat Assessment and Response System (STARS), Motor Unit, Bicycle Unit, Accident Reconstruction Unit, and a Crime Scene Unit. Of icers associated with the various units receive specialized training in crowd/riot control, crisis negotiations, response to school violence, use of specialized weapons, drug interdiction, and many other areas of specialization within the law enforcement profession. Currently, we have of icers assigned to the RRT Unit, SWAT, Motor Unit, STARS, and Drug Interdiction Unit. School Threat Assessment and ResponseSystemThe School Resource Of icers are assigned to the Bedford High School. The of icers utilize the School Threat Assessment and Response System (STARS), a comprehensive program to

prepare, assess, respond, and strive to prevent threats of violence in schools. This initiative is accomplished through mobilizing regional resources that recognize the individual uniqueness and integrity of Bedford schools. This multi-tiered assessment and response system is designed to provide local of icials in Bedford access to specialized resources developed through a collaborative effort. Utilizing the STARS' Protocol, incidents and threats are addressed through response classi ications involving varying degrees of consultation, readiness, and intervention. Once STARS is initiated, local responses are augmented by NEMLEC’s regionally coordinated resources including access to personnel and experts with specialized skills, planning and training opportunities, communications systems, equipment and advanced technologies, and protocols for program and techniques evaluation. AwardsandCeremoniesDue to the pandemic, the Bedford Police Department did not hold its annual awards ceremony in FY2021. It is still essential for a police department to impose internal discipline as well as promote outstanding performance. We look forward to holding our seventh annual awards ceremony sometime in FY21.ClosingThe dedicated men and women of the Bedford Police Departmentwould like to thank our Town leaders, and the residents of Bedford for their continued support in accomplishing the department’s mission of serving the community with pride. The department remains committed to provide the best public safety service and improve the quality of life for all of our residents.


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Permitting and Land Management

CodeEnforcement

and Code Department Assistant to Conservation and

Code Electrical Inspector

Plumbing/Gas Inspector FY20HIGHLIGHTSResidential growth was steady this iscal year. Carlton Willard is in the middle of constructing twelve (12) residential units within their complex. Bedford Woods (a.k.a. Albion Road Development) received approval from the ZBA to modify its stalled Comprehensive Permit to allow twenty-six (26) townhouse style residential units to be built; the project started in mid-FY2021. The Coast Guard Housing project is still underway as of late FY2021.This year, Bedford had 12 teardown/rebuilds and 7 new homes constructed. On the commercial side, Berkshire Grey took over 140 South Road to perform a 67,000 sq. ft. tenant it out of a manufacturing facility; it’s anticipated to be completed late FY2021. Instrumentation Laboratory performed some renovations to Buildings Two and Three this year. Tenant it-outs for Bedford Market Place consisted of only Hand and Stone Spa housed in Bldg. C. The Code Enforcement Department collected over $1,000,000 in permit/misc. fees this iscal year. The enforcement of the zoning and sign by-laws is also an important aspect of the department’s responsibilities and is always a large part in the day-to-day activities of the of ice. FY21PROJECTIONSResidential growth is anticipated to be consistent this iscal year. The Albion Road Development will be in full swing for a substantial portion of FY21 and it’s anticipated

ChristopherLaskey,DirectorPURPOSEThe Code Enforcement Department is a public safety of ice that enforces all applicable codes, laws and regulations to ensure all residential and commercial buildings and structures are constructed and maintained in a safe and usable manner. This of ice enforces the Massachusetts State Building Code, 780 CMR and the Architectural Access Board Regulations, 521 CMR along with the Massachusetts Electric, Plumbing & Gas Codes and any other applicable rules, regulations and laws related to building construction and safety. This of ice also enforces the Zoning By-laws. These by-laws are used to control, among other things, density, parking, height and location of buildings and structures, uses of buildings and structures, requirements for buildable lots, signs, earth removal and overlay districts. The department also enforces the rules and regulations of Weights and Measures and certain aspects of the General By-laws such as the Sign By-law. Lastly, the Code Enforcement Department provides clerical support to the Conservation Commission, Zoning Board of Appeals (ZBA), Historic District Commission (HDC) and the Historic Preservation Commission (HPC). EMPLOYEESTATISTICSThe Code Enforcement Of ice staffs six (6) full-time staff and two (2) part-time staff consisting of: Code Enforcement Director/Inspector of

Buildings Local Building Inspector Conservation Administrator Administrative Assistant Department Assistant to ZBA, HDC, HPC


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that the Coast Guard Housing project will come to an end in mid to late FY21. On the commercial side, a new company is welcomed to Bedford; Ultragenyx at 170 Middlesex Turnpike will be constructing a brand new 112,000 sq. ft. life-science building starting in early FY21 with a completion date of FY23. Instrument Laboratory on Hartwell Road is renovating 24,000 sq. ft. of of ice space. Over at 213 Burlington Road, a new Indian cuisine restaurant will start its tenant it-up in mid-FY21. These potential projects plus the expected number of permits issued for additions, renovations and homeowner projects are expected to keep this of ice busy this upcoming iscal year. Ongoing zoning and sign by-law


CodeEnforcement

enforcement will continue to be a priority for this of ice. The department is committed to customer service and to be a source of information and knowledge to the homeowners and contractors doing work in the Town of Bedford. The building codes and town by-laws can be confusing at times so I welcome anyone who has a question or is uncertain as to whether or not they need a building permit to please call our of ice so we can assist you or if you have access to the internet simply enter the address bedfordma.gov/code-enforcement for a wealth of building, zoning and Historical District information.

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CodeEnforcement

PermitsIssued Number Revenue

Building 551 $818,034 Electrical 610 $135,195 Plumbing 427 $42,350 Gas 281 $15,540 HVAC 85 $13,757 Signs 18 $5,540 Certi icates of Inspection 53 $2,398 Occupancy 88 $4,400 Misc./Yard Sales 11 $55.00 Fence/Shed Compliance Permits 30 $1,500 Subtotal 2,154 $1,038,679

PetitionsFiled Historic District Petitions 9 $135.00 Zoning Board of Appeals Petitions 28 $2,800 Subtotal 58 $2,935

Miscellaneous Admin./Fines 33 $4,692 W&M Services 9 $1,580 Site Plan Reviews 1 $300.00 Misc./Copying Fees * $121.00 Subtotal 58 $6,693GrandTotal $1,048,307

FY2020CodeEnforcementStatistics

Year TotalRevenueFY2016 1,050,802 FY2017 763,947 FY2018 $1,079,770 FY2019 $830,944 FY2020 $1,048,307

PastFYRevenue

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PlanningBoard

JeffreyCohen,ChairPURPOSEThe Planning Board is an elected, ive-member board established under the provision of MGL C 41, § 81 A. The Planning Board is responsible for: administering the Subdivision Control Law; approving Zoning special permits for certain types of residential or mixed use development; reviewing commercial development site plans; drafting or reviewing Zoning By-law amendments; preparing the Town’s Comprehensive Plan; undertaking planning studies and special projects; coordinating with regional transportation programs; working with the economic development coordinator; holding public hearings for work on Scenic Roads affecting trees or stone walls, and making recommendations on various other matters. EMPLOYEESTATISTICSFull-Time 3 FY20HIGHLIGHTS Variety of minor Zoning Bylaw amendments passed at Fall Special Town Meeting Further discussion of Accessory Dwelling Unit bylaw amendment Additional restaurant and ATM approved at 213 Burlington Road, within mixed-use property Development continued on previously approved housing sites, including Pine Hill Crossing Fee schedule updated These items are covered in more detail below. ZONINGAMENDMENTS The Planning Board holds public hearings to review zoning amendments proposed by itself or other parties, and makes recommendations to Town Meeting.

Special Town Meeting (November 4, 2019) Amend Section 6.2.10 to lower the height limit for accessory buildings in the Residential Districts from 35’ to 25’. Favorably recommended (passed) Amend Section 6.2.10.1 Base Elevation. Favorably recommended (passed) Amend Section 22.6 Use Regulations in the Great Road Districts, to allow Horizontal Mixed Use by special permit in the Great Road/North Road District. Favorably recommended (passed) Amend Section 22.6 Use Regulations in the Great Road Districts, to prohibit “drive-through service” in all Great Road Districts. Favorably recommended (passed) Amend Section 4.2.9 and related references in the bylaw concerning Accessory Apartments, to substitute the term Accessory Dwelling Units; to allow detached units as well as internal/attached units; and to alter the conditions and requirements applicable to all types of units. Favorably recommended (not passed) Having narrowly failed to secure the required

NewandrenovatedhousesatPineHillCrossing

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2/3 majority for the Accessory Dwelling Unit amendment, the Board worked further on this proposal. It drafted a revised version that included a site plan review provision for detached units, and conducted a public hearing in January. The revised amendment was included in the Warrant for the 2020 Annual Town Meeting, but was not voted on due to the postponement of Town Meeting and the need to streamline the agenda when it was held outdoors in July. REVIEWSOFPROPOSEDDEVELOPMENTThe Planning Board conducted detailed regulatory reviews as follows: Special Permits (require advertised public hearings) 7 Oak Park Drive—Under Section 7.4 allow more than normal maximum parking spaces, in conjunction with site plan review for parking expansion for of ice building to be occupied by Logix Health. Approved 12/10/2019 with conditions. Special Permit Amendments ‐ Major(require advertised public hearings) 213 Burlington Road—amend Industrial Mixed Use special permit to allow conversion of

4,400 sf of of ice space into a 120 seat restaurant for Shana Foods, LLC. Approved 11/12/2019 with conditions. SpecialPermitAmendments‐Minor (do not require advertised public hearings) 36 North Road (Ungion LLC dba Prince Street Cafe) — amendment to Mixed Use special permit for cafe/bakery and apartment, to remodel existing building rather than demolish and reconstruct. Approved 7/9/2019. 39-45 Crosby Drive (Jamsan Hotel Management, LLC) —amendment to IMU special permit, to add patio seating to hotel and adjust parking & circulation. Approved 11/12/2019. 213 Burlington Road— amendment to IMU special permit, to add Automated Teller Machine for Chase Bank. Approved 7/23/2019 with condition. Site Plan Reviews (review without public hearing, resulting in recommendation to the Building Inspector/Code Enforcement Director) 13-15 DeAngelo Drive (Conagen)—small building addition and changes to parking, including bike racks and landscaped island. Approved 8/13/2019 with conditions. 7 Oak Park—parking expansion for of ice building to be occupied by Logix Health. Approved 12/10/2019. 209 Burlington Road (CMT Realty Partnership)—parking lot expansion in support of Industrial Mixed Use development at 213 Burlington Road. Approved 1/28/2020 with conditions. 18 North Road (Big Red Tree LLC)—Vertical Mixed use under Section 22, removing existing building addition and constructing new addition, for of ice and residential uses, with associated changes in parking and landscaping.

Recently upgradedmixed‐use building at 54MiddlesexTurnpike

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take an active interest in a range of topics related to planning, including: economic development; multi-modal transportation; measures to address housing and demographic needs; arts and cultural events; protection of natural and historic assets; and energy/ climate change/ emergency planning and response. We participated in the MAGIC subregion’s Age-friendly communities plan, produced in spring. As the COVID-19 state of emergency took hold from mid-March, staff offered information and advice when appropriate to assist the Town’s responses and worked to be aware of trends that could affect future land use planning. WEBSITE&NEWSMEDIAwww.bedfordma.gov/planning and http://www.facebook.com/BedfordMAPlan Both pages provide a wealth of information including: the Comprehensive Plan; meeting agendas and minutes; Zoning Bylaws and map; Subdivision Rules and Regulations; project design guidance and forms; background work on zoning amendments or other studies; and periodic news articles and announcements. Legal advertisements for public hearings are placed in the Minuteman newspaper and on the main bulletin board in Town Hall, as required by law (or otherwise under emergency rules). The online Citizen newspaper often provides news coverage of planning issues. Meetings are usually recorded by Bedford TV, and the video posted on the website. In addition, the Assistant Planner gives periodic talks at the Council on Aging, in tandem with the Code Enforcement Director. The department’s bulletin board display in our of ice can also be a source of useful information. FY21PROJECTIONS The Evergreen Meadows and Springs Road

Continued inde initely at applicant’s request. SitePlanReviews(review without public hearing, resulting in recommendation to the Building Inspector/Code Enforcement Director) 13-15 DeAngelo Drive (Conagen)—small building addition and changes to parking, including bike racks and landscaped island. Approved 8/13/2019 with conditions. 7 Oak Park—parking expansion for of ice building to be occupied by Logix Health. Approved 12/10/2019. 209 Burlington Road (CMT Realty Partnership)—parking lot expansion in support of Industrial Mixed Use development at 213 Burlington Road. Approved 1/28/2020 with conditions. 18 North Road (Big Red Tree LLC)—Vertical Mixed use under Section 22, removing existing building addition and constructing new addition, for of ice and residential uses, with associated changes in parking and landscaping. Continued inde initely at applicant’s request. FEEREVIEWIn February, 2020 the Board held a public hearing regarding proposed changes to its fee schedule for development applications, including applications under the Subdivision Control Law, special permits under the Bedford Zoning Bylaw, and approval under the Scenic Roads Act/Bedford General Bylaw. The Board voted to amend the fee schedule as prepared by staff, which took account of staff time costs for the various departments involved. The new fees are effective from March 3, 2020. COLLABORATIVECOMMITTEEWORKMembers of the Planning Board continued to act as liaisons with many other committees and boards in FY2021. The Board and Staff

PlanningBoard


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PlanningBoard

PRDs are close to completion, with the inal widening of the existing road anticipated at the former. The Irene Road cluster subdivision is also nearly complete. Construction at Pine Hill Crossing is mid-way, with completion possible during the year. Isabella Lane has the road fully in place but two lots still available for house building at the time of writing and the three lots at Alphonsa Lane are also unbuilt. The housing market is reported to remain strong despite some setbacks in construction due to the pandemic. The mid to long term effects of the pandemic on various business sectors remain to be seen. In the short term, restaurants and personal service businesses have faced serious challenges. At the time of writing, many restaurants are continuing to operate, several with the assistance of outdoor seating until the weather becomes too cold. The of ice market is uncertain, with potential contraction due to the economic downturn and increased use of home working but also the possibility that interest in lower density occupancy will support demand in the suburbs. Bio-sciences and related ields are poised to grow. The Planning Board will continue to review new development proposals that come forward. Meetings will continue to be conducted remotely via Zoom for the foreseeable future. Progress on any matters that need Town Meeting approval will depend on the Town’s ability to hold such large open meetings safely. If feasible, the Board would like to move forward with its revised Accessory Dwelling Unit zoning bylaw amendment and will work toward bringing various subdivision streets to the point of Town Meeting acceptance for maintenance. There has also been discussion of

altering the site plan review process to place it more fully under the Planning Board’s purview, which would require amending the Zoning Bylaw and issuing Rules and Regulations. The Board hopes to release a Request for Proposals soon for consultancy work on a general reorganization and update of the Zoning Bylaw, which was authorized at the 2019 Annual Town Meeting. Any changes will need thorough public discussion, and resulting recommendations will be brought to a future Town Meeting for approval. Also in the short term, the Board will hold a public hearing on changes to its regulations governing the processing of ‘Approval Not Required’ plans, as a irst stage of updating the Subdivision Rules and Regulations. Further work is proposed in conjunction with DPW staff, including updating storm water management speci ications. The Board is interested in exploring further the ideas recommended in the Bedford Housing Study, as well as the MAGIC Age-friendly communities plan, and will welcome inter-board discussions. A remaining item from the Comprehensive Plan is a review of our Cluster and Planned Residential Development bylaws, potentially in favor of an Open Space Residential Design (OSRD) model. The Board will continue to respond to conceptual developments or zoning ideas that come forward from other parties.


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ZoningBoardofAppeals

ToddCrowley,Chair PURPOSEThe Bedford Zoning Board of Appeals consists of ive permanent members and three alternate members who are Bedford citizens appointed by the Bedford Select Board. The ZBA is a quasi-judicial body that acts on behalf of the Town. The function of the ZBA is to act on petitions from a local citizen or interested party, who wishes to seek approval within or relief from the provisions outlined in the Bedford Zoning Bylaws, Sign Bylaws, or in some cases appeal the Zoning Enforcement Of icer’s interpretation of the regulations presented in the Bedford Zoning and Sign Bylaws. The Board also handles Comprehensive Permit applications, better known as Chapter 40B projects, for affordable housing. FY20HIGHLIGHTS Fiscal Year 2020 saw twenty-eight applications to the Zoning Board, which included many proposals for signage and house additions. One of the most common applications to the Board continues to be Special Permits for “teardowns.” Any house demolished on a non-conforming lot (a lot whose frontage or area does not meet the minimum for its particular

zone) requires a Special Permit from the ZBA, which gives the town the opportunity to review new houses to ensure that they will be in keeping with the character of each neighborhood and that the massing will be limited to a more reasonable size than what used to be allowed. The second half of the Fiscal Year was drastically affected by the COVID-19 pandemic, as all meetings came to a halt in mid-March. Applications were put on hold as residents remained under quarantine. At the end of the Fiscal Year, the Board held its irst ever virtual meeting via the Zoom online platform. It was a learning experience for all involved, from staff to Board members to applicants, but the transition has been smooth and has allowed applications to be heard in a safe and timely manner. FY21PROJECTIONS The ZBA will continue its mission to uphold the Zoning and Sign Bylaws, making certain that building and sign projects in Bedford are not detrimental to the Town or the neighborhood in which they are proposed and are in keeping with the intent and purpose of the Bylaws.

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Allan Wirth, Chair PURPOSE The Conservation Commission consists of seven volunteer members appointed by the Selectmen. Its functions are to oversee the local protection of wetlands, waterways, loodplains and riverfront areas, and to

acquire and maintain open space land for the protection of natural resources and for the bene it and enjoyment of the citizens of Bedford. The Commission derives its jurisdiction from the Conservation Commission Act (Massachusetts General Laws Chapter 40, section 8C), the Massachusetts Wetlands Protection Act (M.G.L. Chapter 131, section 40), the Rivers Protection Act, and the Town of Bedford Wetlands Protection Bylaw (General Bylaws, Section 36 as adopted at the 1987 Annual Town Meeting and amended through ATM95 and ATM16). The Act and the Bylaw require the Commission to review applications for projects within 100 feet of wetlands, water bodies, waterways and loodplains, and within 200 feet of perennial streams and rivers. The Commission holds public hearings, issues Orders of Conditions permitting work, inspects the work in progress, and upon completion issues Certi icates of Compliance. It may issue Enforcement Orders if unauthorized activities are identi ied that cannot be resolved through more amicable means. Concerning land stewardship, the Commission proposes the acquisition of conservation land, conservation restrictions and trail easements to the town, arranges donations and purchases, and oversees the use, monitoring and maintenance of these lands, restrictions and easements.

FY20HIGHLIGHTS Wetland Applications, Permitting andConstructionMonitoringThe Conservation Commission received 15 Notices of Intent applications under the Massachusetts Wetlands Protection Act, Rivers Protection Act and Town of Bedford Wetlands Protection Bylaw, for major residential and commercial development projects, issuing 13 Orders of Conditions. The Commission issued 28 Determinations of Applicability for smaller projects. Permitting was put on hold in March, April and May due to Covid-19 but meetings resumed via Zoom in June. FawnLakeRestorationandPreservationThe $1.8M Fawn Lake Restoration project began in late FY20 with the initial removal of the aquatic vegetation. Contract work will continue in FY21 with the hydraulic dredging of the accumulated bottom sediments and rehabilitation of the dam at Springs Road. JordanCommunityGardensThe community garden plots at the George Jordan Conservation Area on Hartwell Road were a huge success this year despite late signups due to Covid-19. With the immense help and coordination of garden liaison Rob Dobson, we were successfully able to navigate electronic signups this gardening season. All twenty-two plots were utilized by both new and returning gardeners. Bedford residents are encouraged to contact the Conservation Of ice for more information on reserving a garden plot for the 2021 season. TrailsCommitteeThe Trails Committee continues its charge to maintain the Town’s extensive trail network by


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clearing downed trees, installing bog bridges in wet areas, updating trail maps and blazing, and adding signage as needed. With cooperation and support from both the Conservation Commission and the Department of Public Works, the Committee also works to identify potential new trail easements for public access and provides support for various Eagle Scout projects related to trails. For a comprehensive description of all trails projects completed and planned for each calendar year, there is an Annual Report that is published and presented to the Conservation Commission. In FY20, the Committee was pleased to complete upgrades to the existing trail network at the Springs Brook Conservation Area, including repairs to an existing bridge, the addition of new bog bridges, and relocation of a wet section of trail to higher ground. The Committee also worked toestablish a new trailwithin the Daughters of St. Paul and Cof in Conservation Areas that will link to the Minnie Reid Conservation Area. The monthly Saturday trail walks have continued to be advertised through the Google Group and the Trails Committee also created a Facebook page to let residents know about events and to report any maintenance issues. As part of the response to Covid-19, the Trails Committee published a set of “Take-Your-Own”

trail walks that have been getting positive feedback. Additionally, the popular spiral-bound Trail Guide is available to purchase for any residents wishing to explore Bedford’s open spaces. FY2021PROJECTIONS The Commission hopes to introduce residents to new conservation restriction areas and trails, and welcomes local amateur naturalists to participate in planning and leading interpretive walks. Photographs and reports on observations are welcome. Several rare turtle and salamander species occur in Bedford, and the Commission asks residents to consider their vulnerability to automobile traf ic, particularly on Dudley and Davis Roads. The Commission continues to manage the Conservation Fund to allow the purchase of small parcels and appraisals of larger properties. The continued support for open space preservation will allow an irreplaceable legacy to pass to future generations of Bedford residents. The Commission’s role is challenging, but the rewards are great in terms of contributing to the future integrity of Bedford’s landscape and resources. Those interested in serving on the Commission should contact the Volunteer Coordinating Committee, the Town Administrator’s Of ice at Town Hall, or the Conservation Of ice at (781) 275-6211.

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BoardofHealth

Human Services

Heidi Porter, Director of Health and HumanServicesPURPOSE Through their many programs and activities, the Bedford Board of Health (BOH) and their experienced departmental staff, endeavor to protect public health, prevent disease, and promote the overall health and well-being of the community. The Board establishes local regulations and enforces local, state and federal mandates relating to inspections and permitting, investigation of complaints, public health education and emergency preparedness planning. The BOH seeks to identify emerging public health needs, create needed regulations, set policy, hold hearings and consider variances. Operationally, following reorganization in July 2019, the BOH is now a division of the Health and Human Services (HHS) Department in conjunction with the Youth and Family Services and the Council on Aging. The BOH consists of ive elected members and during FY2021 met monthly in the Town Center building or via remote webinar. They invite you to visit their website for information on programs and events, and public health information – www.bedfordma.gov/health. EMPLOYEESTATISTICS Full-Time Employees: 4 FY20HIGHLIGHTSFollowing publication of our irst outreach article on COVID-19 on January 24, 2020, the BOH’s outreach, preparations and response to the community relative to the pandemic was the predominant activity of FY2021. On March 19th, the BOH Declared a Public Health Emergency in Town and issued an Emergency Order prohibiting certain personal services and other

activities. From then, BOH staff have been responsible for: involvement in the Town of Bedford COVID-19 task force; preparation of outreach articles on social distancing, mask wearing and hand washing; contributing to the COVID-19 community updates; conducting outreach to Bedford residents reported to us as having been diagnosed with COVID-19; ensuring contact tracing and appropriate isolation and quarantine measures were in place for Bedford residents; consulting with Bedford Public Schools on school closure and plans for reopening; ensuring local businesses closed and activities ceased per the Governor’s orders, then providing safety guidance to local business and programs for their limited yet safe reopening; enforcing the Governor’s travel order and helping to establish and staff the Bedford Food Bank which served over 150 households during the busiest weeks of FY2021. While COVID-19 response dominated the BOH’s activities in FY2021, the usual and necessary programs, inspections and outreach continued so as to ensure the protection and promotion of public health and prevention of disease (in addition to COVID-19) throughout the community. Early in FY2021, the BOH conducted an assessment to better understand the mental health needs of the community, identify the barriers to treatment residents face and what mental health offerings the community would bene it from. The analysis of the compiled data uncovered a need for increased and expedient access to mental health services for children, families and adults. Because of this need, the HHS Director consulted with the coordinator of the Town’s Counseling Services provide through Eliot

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Human Services

BoardofHealth

Community Human Services (Eliot) to acquire more service hours to start to address this need. Eliot added clinical staff to the Youth and Family Services clinic offering a total of 5 resulting in increased hours of service to the Bedford community. Additionally in response to the Mental Health Survey Findings, the HHS Director initiated engagement with the William James College INTERFACE Referral Service. INTERFACE is an outpatient mental health resource and referral helpline that serves to facilitate access to timely and compatible outpatient services while attempting to break down the “silos” that often exist between various coordinating components that tend to affect a patient getting the appropriate treatment. The Bedford BOH, in partnership with the Boards of Health in Concord and Carlisle acquired funds from Community Health Network Area (CHNA) 15 for a Vaping Prevention Program and in collaboration with The Center for Parents and Teachers offered free community programs on “What We Know About Teen Vaping Today: THC, CBD, Nicotine” and “Teen Vaping Today: The New Look of Nicotine, THC & CBD”. Additional services offered under this grant included: researching available school curriculum on vaping; researching vaping diversion or counseling programs to assist the middle and high schools in creating a diversion program appropriate for that school; developing and delivering brief educational presentations on vaping to be delivered to parents; and identifying and coordinating guest educators to give student and parent vaping education presentations where actual vaping devices were displayed for parents and caregivers to observe. Following the Governor’s ban on the sale of vaping products, the BOH enforced the regulation with our local retailers. The BOH provided several lu Clinic's to residents which were hosted at Bedford Day, a

Town Wide Clinic at the John Glenn Middle School (JGMS) and at the Council on Aging. School-based lu clinics were again offered for students and staff of the JGMS and Bedford High School. The BOH also offered in-of ice appointments for residents that were not able to attend any of the scheduled clinics. The Shringrix and Pneumococcal vaccines were also offered to adults 65 years of age and older. Through a partnership with Emerson Hospital and Impact Melanoma the BOH acquired and coordinated the installation of improved sunscreen dispensers at the Town Campus Playground, Sabourin Field and Depot Park. The BOH voted and enacted the “Town of Bedford, MA BOH Body Art Regulation”. This regulation includes details on the experience necessary to acquire a permit to practice body art (piercing and tattooing), the process for acquiring a body art practitioner and establishment permit and required health and safety standards for operation of an establishment. The mosquito control program, which the BOH manages on behalf of the Select Board, continues to be comprehensive and well supported in town. In July and August 2019, it was clear that Eastern Equine Encephalitis (EEE) was cycling through the area and mosquito populations were high in Bedford. In late August 2019, EEE positive mosquitoes were identi ied in Bedford resulting in an elevated EEE transmission risk level in our community. Due to this inding and the continued high mosquito populations over the next several weeks, on September 7, 2019, in consultation with the Bedford BOH, the Bedford Public Schools and Bedford Recreation Department canceled outdoor

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Human Services

BoardofHealth

activities that occur between dusk and dawn until further notice. This restriction on outdoor activities remained in effect until November 4th. The Town of Bedford, particularly through the BOH and the Fire Department, continues collaboration with the Community Emergency Response Team (CERT). CERT volunteers bring all types of skills, interests and experience to the team in support of our community. Some of the special skills and interests are: teaching, nursing, medicine, ham radio operation, meteorology, computer software, domestic violence victims' advocacy, and Emergency Response Team (ERT) involvement for their employers. In FY2021, CERT members assisted the BOH by: posting EEE and tick information at town trail heads; staf ing an information and recruiting booth and provided traf ic and parade assistance at Bedford Day; providing low maintenance as residents navigated the

Town-wide lu clinic at JGMS; participating in the regional Vaccination of Critical Infrastructure Staff Table Top Exercise - Operation Fast Vax; preparing and distributing bags of food at the Bedford Food Bank; and, posting social distancing and face mask information at town trail heads. More information about CERT can be found here: https://www.bedfordma.gov/ ire/pages/cert-community-emergency-response-team. The BOH had initiated efforts among other partners in health, welfare and transportation in town to move towards construction and maintenance of public bus stop shelter at bus stops across town. Following installation of the irst shelter at the intersection of South Road and Railroad Avenue in FY19, at the end of FY2021 a second bus stop

shelter was installed on Loomis Street at the intersection with Great Road. FY21PROJECTIONSContinue outreach and programming to support resiliency in Bedford residents as they continue to forge a path through the COVID-19 restrictions required to keep the community safe. Continue community outreach on the Interface Referral Helpline run by Williams James that went live for Bedford Residents on July 1, 2020. The service assists residents and families with children attending Bedford Public Schools with connecting to mental health providers and takes into consideration their needs, location, preferences for providers, and health insurance. A resident who calls the help line can expect to have an appointment set up with a provider in two weeks. We encourage the community to take advantage of this new service now available in Bedford. The Interface Referral Helpline is open Monday through Friday, 9am-5pm, and can be reached at 888-244-6843. For further mental health resources and information on the INTERFACE referral service, please navigate to https://interface.williamjames.edu/community/bedford. For information on what to expect when you call the INTERFACE Helpline, please navigate https://interface.williamjames.edu/about/what-to-expect. Support and enhance the operation of the Bedford Food Bank and, through a collaboration with the Bedford Community Food Pantry, foster a direct relationship with the Greater Boston Food Bank while continuing to distribute produce from Gaining Ground in Concord.

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Continue with issuance of guidance and education on COVID-19 safety protocols in the community and in conjunction with the Bedford Public Schools. Prepare for implementation of COVID-19 vaccination clinics. In luenza Vaccination Clinics will be planned to accommodate the anticipated desire for lu vaccination during the COVID-19 pandemic and to help meet the December 31, 2020 mandate for all school children to be vaccinated against the lu. Implementation of Drive Through and Walk Through lu vaccination clinics to eliminate

large indoor gatherings and limit exposure to large numbers of residents. With the DPW, promote the installation of a third bus stop shelter proximal to the intersection of Great Road and Pine Street. Continue to seek communication with of icials at Great Meadows National Wildlife Refuge operated by the U.S Fish and Wildlife Service to call for the organization of a contingency plan between wildlife refuge of icials and local mosquito professionals when evidence of the threat of disease emerges in the Refuge.

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CommunityNurseProgramClient Base 3 Number of new clients 0 Number of home visits 25

Number of of ice visits: *not including in of ice lu shot visits 10

Attendance at blood pressure clinics 37 TB Tests 0

CommunicableDiseaseCases‐Evaluation/Follow‐up

Babesiosis 3 Borrelia miyamotoi: ** 1 Campylobacteriosis: 1 Ehrlichiosis:** 1 Giardiasis: 1 Hepatitis A 1 Human Granulocytic Anaplasmosis 1 (1 probable) In luenza:* 57 Mumps: ** 2 COVID-19 246 (33 suspect or probable) Salmonellosis: 4 Vibrio sp.: 1 Viral meningitis: 1

NOTE: *Con irmed in luenza cases do not require follow-up per state guidelines ** indicates suspect or probable cases, i.e. cases with clinical and/or laboratory evidence of the disease re-ported prior to the con irmation of the diagnosis

HazardousMaterialsandBiosafetyProgramsHazardous Materials Registrations for Bedford Businesses 45 Biosafety (Recombinant DNA) Permits for Bedford Businesses 10 Household Hazardous Waste Events 5

Bedford Resident Visits to Household Hazardous Waste Events 153

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FoodProtection/EnvironmentalHealthandSanitationProgram

AreaofProgramManagementPermitsIssued Inspections(ifrequired)Food

Food Establishments 130 248 Routine Inspections 126 Complaint Inspections 20 Re-inspections 95 New Establishment/Renovation Plan Reviews

7

Temporary Food Events 102 Dairy 1 1 EnvironmentalHealth

Permitted Beach/Pools 15 18 Keeping of Animals/Barn Inspec-tions

12 19

Recreational Camps for Children 6 9 Tanning Establishments 0 0 Pre-Demolition/Renovation Survey Reviews

13

Burial Permits 206 Funeral Directors 2 Motels/Hotels 3 Septic Haulers 7 Trash Haulers 11 Grease Haulers 9 Emergency Beaver Permits 2 Well Permits (Irrigation or Drinking Water)

4

Nuisance 20 Noise/Animals/Odor 4 Housing 10 Food 15 Hotels/Motel 0 Pools 2 Camps 0 Tobacco 0 COVID- 19 67 Other 0

ComplaintsReceivedandInvestigated

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engagement, volunteerism, career counseling and employment opportunities to bene it older adults. Provision of free, con idential consultation, information, and education to seniors, family caregivers and loved ones about aging-related issues and available services. Community education, for seniors, their families, professionals and local businesses, around aging, health, legal, end of life and the inancial challenges of transitions through the

lifespan and how the needs of seniors can be met with reliable, supportive, community resources. EMPLOYEESTATISTICSFull-Time (3) Part-Time (4) Department Assistants FY20HIGHLIGHTSSeniorCenterProgramming FY2021 Bedford Census Pro ile By Age Range Chart

The above bar chart illustrates the current age ranges for all residents of Bedford from the

SandraHackman,BoardChairofCouncilonAgingAlison Cservenschi, Council on AgingDirectorPURPOSEThe mission of the Council on Aging (COA) is to provide services, programs, and activities to maintain and increase the independence and quality of life of Bedford seniors. The senior population, aged 60 and older, is currently 3837 residents accounting for 28% of the community. The COA also provides assistance and support for caregivers, families and professional elder service providers on whom Bedford elders depend. The COA promotes an interdependent, multigenerational community and encourages all residents aged 60 to 100+ to engage with the wide range of programs and essential services available. All COA activities, programs and services assist older residents of Bedford and their loved ones to meet the physical, emotional, social, spiritual and inancial challenges of aging. Other goals of our programs include providing opportunities for personal development, new experiences, life-long learning and overall ful illment at a later stage of life. To reach as many older adults as possible the COA is open daily, and limited hours during evenings and on Saturdays. Toachievethesegoals,theCOAoffersthefollowing:Year-round social, educational, cultural and recreational events and programs that promote healthy aging both inside and outside the center. On-site health services, health education, wellness screening and itness programs. Development and coordination of

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2020 census. The overall 60+ senior population in Bedford shows 1625 more residents than school age children. The school age group account for 2,172 of the population. The 50 to 59 age range count for 2,184 residents who will all be eligible for COA programs and services in the next 10 years. These numbers will need to be taken in consideration in terms of programming, space and support not only for seniors, but for their loved ones and caregivers, now and in the near future.

The above bar chart shows the spread of ages at 60 years and older in Bedford. Residents from all age groups attend the COA, engage and connect through our seniors-focused programs and services. In FY2021 residents from the 70-79 age group are the most numerous age group frequenting the COA. Area Graph of Attendance by Program Type in FY2021 The next graph shows the distribution of participation for each program type offered by the COA. Social events, itness and exercise have maintained their interest again this year, especially when offered at no

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cost in a virtual platform during COVID-19 closures.

These programs directly contribute to the COA mission. Seniors who participate in regular exercise and social activities reduce the likelihood of falls, isolation and health related illness and are more likely to volunteer. This year attendance at COA activities was strong until the COVID-19 pandemic closed the building to the public on March 13th. However, on closing the Director arranged with volunteers and instructors for programs to continue and go on remotely. Many residents attended these virtual programs for the irst time, learned how to get on-line with direction from the COA, received help from friends and family members or worked it out on their own. Total visits for the entire iscal year FY2021 was 18,874. The unduplicated senior count, which represents single individuals, counted for 1,268 people, 68 less than in FY19. 981 in-Town residents attended and 287 residents from out of town used the COA in FY2021 showing a 78% vs 22% usage respectfully. In FY2021 195 new participants joined the COA.

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Phone calls made to and from the COA are not captured in this data. However, phone lines are busy year round and especially at the beginning of each month for program sign ups. The COA Connections newsletter is available on-line through the Town website before the start of each month. Due to the option of seeing available programs before receiving the paper newsletter in the mail program sign ups started to begin earlier and generate calls before the month began. This year the COA instituted a policy that program sign ups were not taken until the 1st of each month to give all residents a chance to see what the COA had to offer and sign up fairly. The COA Board and staff continue to work on a strategic plan to address the growing needs and desires of the 60+ population in the community. Ongoing considerations must take into account the younger, middle and older senior, as needs within these groups are varied and diverse. On-line, and programming on cable hoped to reach these different groups during the COVID-19 pandemic and may continue for some time in the future. The COA continues to monitor program, service and space needs (especially parking) as participation grows.

The popularity of on-line programs this year and attraction of many more participants means that on re-opening program space will been to be seriously evaluated as a priority. SocialWorkerBarChartbyServiceType

The COA Social Worker assisted 363 individuals with 1,688 interactions in FY2021. 119 more individuals were assisted this year compared to FY19. Interactions continue with complex needs, resulting in the need for coordinated services. The top 5 areas of need this year included food insecurity, especially during COVID-19, falls prevention, fuel assistance, safety concerns and home care needs/inquires. Other areas of need included housing, inancial assistance, mental health support and transportation. General information and referral calls not requiring detailed follow up are not collected in this data but continue throughout the year. These types of calls include residents seeking general information and families out of Town, or state, who are concerned for their loved ones in Bedford but prefer to maintain privacy and do not wish to provide a name.

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ACTIVITIES AND ACCOMPLISHMENTSDURING FY2021: COVID Closures VirtualProgramsDuring COVID-19 the COA was able to offer the below classes at no cost to attendees. To establish each program all previous attendees to these regular classes were called and asked to email the COA. Each individual registered through the [email protected] email and were added to the program list. The class link was then emailed to each group and reminders are sent out weekly for those groups who requested them. The COA hosted and ran and a number of programs on behalf of volunteers and some instructors. Some of the other paid instructors ran their own classes and provided attendance to the COA weekly. Attendance at all classes was tracked and manually entered and maintained in MySeniorCenter. New registrations were taken weekly and classes will continue until the COA is able to re-open to the public in FY21. Virtual Participation since COVID‐19Closures(April1st2020–June30th2020)The below graph on the left illustrates how many residents attended virtual programs during COVID-19 and the line graph on the right shows new residents who joined and engaged with the COA for the irst time, as new users, during center closures.

Zoom/VirtualClassAttendees NewMembersJoiningCOAoverCOVID‐19

COVID Response: Greater Boston Food Bank, Acton Food Pantry, Health and Humans Services, CERT Team, Bedford Fire, Bedford Schools and Youth and Family Services Collaborative During the COVID-19 closures COA staff assisted with the Town wide food bank team that was established in response to food insecurities. The COA Director reached out to contacts at the Greater Boston Food Bank and established a working relationship with the Acton Food Pantry. By Utilizing Acton’s established programs Bedford was able to receive food at no cost. By June 89,745lb of food was received. The COA Social Worker, Youth and Family

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Social Worker and COA Program Assistant coordinated a weekly home delivery service to residents in need. Home deliveries supplemented the weekly drive-by food bank. A total of 114 individuals were served and 772 home delivery visits were completed. 1,125 household bags were distributed by the home delivery program and of those 156 were student bags, 468 were under 65 and 456 were 65+. A number of bags were also delivered to both the Bedford motel and hotel. In addition, in collaboration with the Bedford Chamber of Commerce and local businesses, the Social Worker incorporated a ‘Happy Healthy Gift Bag’ home delivery as an opportunity to visit residents during the COVID closures. Residents who expressed having a dif icult time during COVID-19 or those who lost a loved one were a priority to receive these bags. In total 40 bags were deliverer and well received by everyone. Face masks were also arranged and made available by the Social Worker and these were offered as delivery or pick up at the COA. 50+ Job Networking Program: A Collaboration between the Massachusetts Council on Aging (MCOA), American Association of Retired People (AARP) and Local Career Coaches. This year the COA established a new bi-monthly program for job seekers aged 50 and older. A series of 8 interactive, hands-on workshops were offered in 2 sessions providing career transition support, strategies, materials and guidance. The mission of this program was to help older adults who were unemployed, underemployed, re-entering the workforce after an employment gap or looking for a second career. Older adults met with fellow older job seekers and focused on relevant topics essential to job searches. 50+ Job Networking Program: A Collaboration between the Massachusetts Council on Aging

(MCOA), American Association of Retired People (AARP) and Local Career Coaches. This year the COA established a new bi-monthly program for job seekers aged 50 and older. A series of 8 interactive, hands-on workshops were offered in 2 sessions providing career transition support, strategies, materials and guidance. The mission of this program was to help older adults who were unemployed, underemployed, re-entering the workforce after an employment gap or looking for a second career. Older adults met with fellow older job seekers and focused on relevant topics essential to job searches. In collaboration with the Greater Boston Food Bank and Bedford Housing Authority the COA coordinated the distribution of the monthly food bank at Ashby Place for eligible residents. The program provides non-perishable and fresh produce food at no cost to the Town or participants. This program serves residents, aged 60 and older, who qualify inancially and creates volunteer opportunities for those looking to give back. During COVID-19 the food delivery diverted and distributed from the Middle School. Staff and volunteers were coordinated by the Social Worker to then provide contact free home deliveries instead of residents picking up from Ashby Place. 66 individuals took advantage of this program in FY2021, 5 more than in FY19. 391 bundles were distributed, 66 more than in FY19. Bundles are estimated at $60 per person and the estimated value of this program to the Town is $23,460 in FY2021. Volunteers to this program provided 200 hours of service at a value of $2,200 considering a $11/hour pay rate. For those who need food assistance but are over income for the program this food bank

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offers an ‘open table’ for anyone to come and choose from the meals that remain. Additionally at the end of the distribution any extra items are brought back to the COA for re-distribution, given to the Town’s Thursday food pantry and stored in the COA’s emergency food bank. Minuteman Senior Services (MMSS) Congregate Meals (Weekly: Monday, Wednesday and Fridays). 3,461 meals were served by MMSS staff and volunteers in FY2021. Meals were down by 1,772 due to COVID-19 closures. 125 unduplicated seniors attend this popular program and there is a $3 donation per person. The value of each meal purchased is $7 for a total value in FY2021 of $24,227. Lunches are held in collaboration with MMSS, senior volunteers and Carleton Willard Village Inc. who provides the meal. 2,424 volunteer hours were logged in FY2021 for this program between 8 volunteers at a value of $26,664 considering $11/hour. MMSS and their volunteers provide Meals on Wheels, from their of ice in Town Center 5 days/week. To be eligible for Meals on Wheels Bedford residents must be homebound, no longer able to drive and inancially in need. This year Meals on Wheels served 9,666 meals which is up by 580 meals in FY2021. Requests for service did increase due to COVID-19. FoodLink: Rescue Food, Nourish OurCommunity:FreshFoodFridaysProgramFoodLink is a community organization that rescues fresh food, alleviates hunger, and contributes to environmental sustainability. In an effort to further address food insecurities of older adults the COA connected with this group last year to provide healthy alternatives for

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attendees at the COA. The program was named ‘Fresh Food Fridays’. Each week a variety of produce and shelf stable items from Whole Foods, Trader Joes and other local markets are delivered by FoodLink volunteers. Due to the success of last year’s weekly FoodLink deliveries the COA needed to establish a sign up and number system to control the low of residents and decided to only provide 1 bag per person each Friday ensuring all who wanted food could get some. 29 individuals participated for 63 visits. Over the 26 weeks of Friday deliveries the value of the 5 to 6 cases of fresh produce and bread is estimated at $800. The value of food received this year from FoodLink is estimated at $20,800.00. This program is in compliment to the daily bread and pastry that the COA received from Stop and Shop. The COA relies on 9 volunteer drivers who pick up and deliver food items to the COA on Monday through Saturday each week. The value of volunteer drivers for this program in FY2021 was $6,161.00 for 560 hours at $11/hour. SHINECounseling In collaboration with Minuteman Senior Services 2 volunteer SHINE counselors spent 180 hours assisting seniors with health insurance, Medicare and Medicaid questions. 37 more appointments were taken in FY2021. Hours of service include direct counseling, research, follow up and supportive assistance in the challenging medical insurance environment. Each trained volunteer SHINE counselor is worth $25/hour and the program value to the COA was $4,500 this year. The COA advertises the free program, arranges appointments and coordinates with the SHINE counselors throughout the year. SHINE Counselors made themselves available by

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phone and email during COVID-19 this year and continued service although the COA was closed to in-person appointments. During the annual open enrolment, the COA plays an important role for those wanting to change health care plans by providing a space for an educational program ahead of the date and arranging vital appointments. The COA helps SHINE to meet program goals of reaching 3 to 5% of the community’s Medicare bene iciaries every year. WheelsofLifeProgram fundedbyCarletonWillardVillageThis unique program provides limited medical rides, for a total of $300 transporting older adults to local clinics and area hospitals. For example, a round trip ride to Lahey Hospital by taxi cab is $60. In FY20, 175 medical rides were provided, compared to 218 in FY19. This program is made possible by continued, generous funding of $21,000 each year from Carleton Willard, in collaboration with Bedford Red Cab taxi service. Of those rides 163 rides were completed for Bedford community dwelling seniors and 12 were completed for Carleton Willard Village residents. Volunteering and EngagementOpportunities183 volunteers worked 11,064 hours in FY2021 compared to 159 volunteers and 10,131 hours in FY19. These hours are of great value to the COA and the Town. Considering a minimum wage of $11/hour the COA budget would need to increase by $121,704 to pay each person for their time. Volunteer opportunities are added each year and new opportunities were developed with weekly FoodLink deliveries, monthly Brain Stretching and weekly Qigong. Newsletter:COAConnections Each month residents aged 60+ receive an

information packed newsletter from the COA detailing our programs and services. The newsletter is available on-line can be obtained by on-line subscription. This year the COA transformed this important communication tool by adapting content to support information sharing due to COVID-19. The newsletter aimed to reach all isolated residents who could not attend the center, inform readers about growing zoom classes and included word games, recipes, trivia, adult coloring, this day in history, instructor biographies, a letter from the Director and other pertinent information. The newsletter was well received and many compliments given to staff on the new format. The COA Connections newsletter is a free publication through contract with Liturgical Publications. It received inancial support from local organizations through paid advertisements. In FY2021 the COA sent 27,500 newsletters, 3,323 more than in FY19. Liturgical Publications work to secure the needed inancial support from local sponsors in advertising in collaboration with the COA. In FY2021 the COA received $11,698 in sponsorship by paid supporters. The COA relies on 45 volunteers who help process the mailing each month. In FY2021 volunteers worked 1080 hours at a value of $11,880. During COVID closures the COA staff took over this role as the building closed in March. BedfordLocalTransit3,212 rides were complete by the BLT compared to 5,165 in FY19. The BLT was not in operation from March 1 Bedford Local Transit8th through June 30th 2020 due to COVID-19. However, the service did run for 178 days in FY2021. Of those riders 51 were ‘handicapped’, 24 were ‘adult’ and majority of riders, at 3,137

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rides, were residents aged 60 and older. No youth were transported this year. On average 18 rides were completed per operational day and the BLT ran 9,400 miles in FY2021. The BLT is funded in part by a rural transit grant from the MassDOT and administrated by the COA. The service received $9,164 in reimbursement and $3,169 in fare revenue this

year. The BLT vehicle is due for replacement in FY21. DurableMedicalEquipment(DME)The COA lends donated walkers and wheelchairs to Bedford seniors in need, following a check by the COA’s Fix It Shop.In FY2021 65 pieces of medical equipment were processed and on loan to the community. In stores walkers and wheelchairs can cost over $150 and sometimes needed only temporarily. The value of loaned equipment this year was estimated at $9,750. This important loan program saves hundreds of dollars in purchases for short or long term use following surgeries; discharge from rehab or hospital, vacations and for seniors from out of town visiting family in Bedford. The COA’s role in this program includes storage, receiving requests, arranging pick up, completing tracking documentation and reporting. 4th Year of the COA’s Memory Café in

CollaborationwithCooperativeElders&theFBCOASeniors living with dementia, and their caregivers, were provided a safe, secure parallel program at the COA again this year for 9 months this year before COVID-19 closed the program. This monthly program encouraged socialization, re-connection with the community and relief for caregivers with structured, dementia-friendly programming. The FBCOA assisted with fundraising efforts to maintain this program again this year and raised $7,250. 5 COA volunteers are relied upon to assist in running this program and worked 105 hours this year at a value of $1,155 considering $11/hour. Weekly At Risk Meeting in coordinationwith Bedford Fire Department and theBoard of Health, Bedford Police, JailDiversion Program, Domestic ViolenceServiceNetworkandElliot.An established group meets monthly in an collaborative effort to discuss preventative solutions, con idential outreach, assessment, services, pooling of resources, education and interventions to help those in need of support in Town due to repeated falls, mental health and other concerns. FY21PROJECTIONS Development of Social Work Internshipunder the Health and Human ServicesDepartmentIn collaboration with the Licensed Independent Clinical Social Workers (LICSW) of the COA and Youth and Family a Social Work internship program will be developed with Boston College. Social Work students will enable the COA and Youth and Family Services to expand outreach Town wide. Participation in the SupplementalNutritionalAssistanceProgram(SNAP)and

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Department of Transitional Assistance(DTA)SNAPGapReimbursementProgramThe COA will partner with MCOA on an initiative to address the SNAP Gap (those who quality for food stamps vs. those who apply and utilize them) in Bedford. Food insecurity is a serious concern for seniors and others that leads to unnecessary hospitalizations, preventable falls and poor nutritional health. Through this partnership the COA will receive 50% reimbursement for all outreach activities related to the promotion of SNAP and direct access to the DTA system to assist residents with applications and check their bene it status. The COA will administer this program and partner with the Youth and Family Services to ensure the entire community including older adults, youth and families are aware of this no cost bene it. CHNA15 Grant Funded UCLA MemoryTrainingProgramThis Memory Training program is an innovative, evidenced based educational course from the Semel Institute of the University of Los Angeles (UCLA) Longevity Center. It is written and designed by Gary Small, M.D., and Linda Ercoli, Ph.D. for people with mild memory concerns. The new program

offering will teach individuals techniques to improve memory in a fun, interactive, virtual, classroom environment. Students will learn what memory is, how it works and how to reduce tip of tongue moments. Techniques on reducing memory burden and individual learning styles will be explained. The program will train participants to improve memory habits and provide strategies and techniques for some of the most common memory complaints. A $1,000 grant from CHNA15 will be pursued to support this new program and COA staff will facilitate the training via Zoom. OngoingStrategicPlanningincollaborationwiththeCouncilonAgingBoardThe COA Board will continue to work on solutions to support the needs of older adults in Bedford based on the results of the Town Needs Assessment by researchers at the Gerontology Institute at UMass Boston. The Board has a list of key goals including action items to pursue over the next 5 to 10 year. To further these efforts, the Board and staff will collaborate with other Town staff, boards and committees, as well as regional planning efforts such as the work of the MAGIC sub-region of the Metropolitan Area Planning


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Robin Steele, Recreation Commission ChairAmyHamilton,Director PURPOSEThe Recreation Department offers a variety of adult and youth programs throughout the year consistent with the goal of satisfying the diverse desires of the Bedford community. These programs re lect the interests of the residents and foster a sense of community in Bedford. Programs are self-supporting and costs are kept to a minimum thanks to the volunteer efforts of many dedicated residents. The administration of the department is supported by funds appropriated at the Annual Town Meeting, as well as by funds generated by program fees. Of ice hours are Monday - Friday, 8:00 a.m.- 4:00 p.m. Department guidelines and policies are established by a ive member commission that is appointed by the Select Board. The commission meets once per month at 12 Mudge Way. Meeting notices are posted with the Town Clerk, on the Town website homepage and on the Recreation website homepage. Meetings are open to the public. Three or four town-wide mailings are made each year to distribute program brochures to each residence. Recreation information is also posted on the department's website at www.bedfordrecreation.org. Recreation programs are typically held at 12 Mudge Way in rental space, public school facilities, various rental facilities, and at Springs Brook Park or on ields maintained by the Department of Public Works. Throughout the year, Recreation programs for youth and adults include: dance, gymnastics, the arts, music, soccer, basketball, volleyball, golf, itness, tennis, science and special events and

trips to shows and places of interest. In addition, the Recreation Department

coordinates the Town’s annual Bedford Day, Summer Concerts and Tree Lighting Summer recreation in Bedford is busy with popular programs such as sports camps, theater, science camps, Springs Brook Park swimming and swim lessons, Summer Adventures, middle school summer programs and Kids' Club. The Kids' Club program is the Recreation Department's school-age child-care program for children in grade kindergarten through grade ive. Housed in rental space at 12 Mudge Way and using facilities at the Lane Elementary School, it operates all year and not only meets the child care needs of residents, but also offers children wonderful activities in a safe and caring environment. The Recreation Department recognizes the tremendous contribution made by the many recreation volunteers. Recreation basketball and soccer are programs made possible by the volunteer spirit and effort of Bedford residents. Private organizations offering recreational programs for Bedford youth include Bedford Babe Ruth Baseball and Softball, Lexington/Bedford Pop Warner Football, Bedford Youth Lacrosse, Bedford Travel Basketball, and Lexington/Bedford Youth Hockey. Bedford Recreation works with these private organizations to understand their ield and gym requirements, schedule the ields and gyms, permit the ield use, and develop forward looking infrastructure requirements. The Recreation Department offers guidance to these programs based on years of programming experience. Interaction with these organizations, as well as ongoing communication with families involved with the Recreation programs, enables the Recreation Department to understand the ever changing needs of the Town. This connection with the families of Bedford is a true partnership.


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EMPLOYEESTATISTICSFull-Time: 1* *Additional Full-Time and Part-Time Staff funded by Recreation Revolving Fund (program fees) FY20HIGHLIGHTS Although the pandemic had a major impact

on the Recreation Department activities in spring 2020, essentially bringing activity to a standstill, the summer, fall and winter seasons were tremendously successful.

Budget of approximately $3M managed by the Department annually.

Approximately 300 Bedford residents volunteered to coach, plan and coordinate programs and activities. Without their support, these programs would not exist.

Approximately 130 vendors worked with the Recreation Department to offer programs.

More than 200 staff on payroll. 65 Bedford teens and young adults were

hired to work at Summer Adventures. 25 Bedford teens were hired to work as

Basketball Referees. 30 Bedford teens served as volunteer

basketball coaches. Programs in operation 7:00A.M – 11:00P.M Programs take place seven days/week. Many Recreation programs were at or near capacity throughout the year.

Kids’ Club offered school age child care before school, after school and during school vacations (including summer), often operating at capacity. The after school program capacity is currently 246 children/day. Many at risk youth were served, often in partnership with our school liaisons.

Financial assistance awards were made throughout the year, enabling a signi icant number of residents to participate in Recreation programs.

Spring season was cancelled due to the pandemic. Springs Brook Park was closed

for the summer due to the pandemic. Summer Adventures operated safely in a modi ied format due to the pandemic.

Kids’ Club opened in a modi ied format for Summer Fun.

FY21PROJECTIONS Pandemic restrictions continue to impact

the activity of the Recreation Department. Summer Adventures was able to take place, though in a signi icantly modi ied format. Fall programs are scheduled to take place in person as safety protocol permit and also in virtual format as feasible. Winter and spring seasons will be scheduled as conditions dictate.

The Recreation Department will continue to evaluate program offerings to ensure that the community’s needs and desires are met to the greatest extent possible.

The Recreation Department will explore options to meet space needs.

The Recreation Department will operate Kids’ Club School Age Child Care as deemed appropriate during the pandemic.

The Recreation Department looks forward to reopening Springs Brook Park for its 50th anniversary, creating an operating model that best meets the needs of the community.

The Recreation Department looks forward to involvement with the residents of Bedford in FY21. Those interested in teaching programs, coaching or volunteering for the Recreation Department should contact the Recreation Of ice at 781-275-1392.

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Human Services

YouthandFamilyServices

Heidi Porter, Director of Health and HumanServices PeterRicci,YouthandFamilyServicesCommitteeChair PURPOSE Bedford Youth and Family Services (YFS) is committed to identify the social, emotional and developmental needs of children, youth, adults and families in Bedford and through programs, services, outreach and support, strive to meet those needs. YFS is a division of the Health and Human Services Department, formed in FY2021, in conjunction with the Board of Health and the Council on Aging. In executing its mission, YFS provides supportive counseling, community education, prevention resources and social service referrals, youth empowerment programming and healthy community programming and wellness outreach. YFS staff work closely with schools, police, other town departments, community agencies and citizen groups. We envision a town committed to the well-being and safety of children, youth, and families; a town that promotes community awareness of healthy lifestyles; and a community where these commitments are demonstrated in policies and actions. The Department continues to promote inclusiveness, diversity, and cultural competence in both our individual and programmatic dealings. To that end, the 9-member Youth and Family Services Committee, which typically meets 5 times annually, provides advice to the Department on programs and services that identify and address the social, emotional, and developmental needs of children, youth, adults and families in Bedford. In FY2021, due to COVID-19 interruptions, the YFS Committee met just 3 times. EMPLOYEESTATISTICS

Under the Supervision of the Full Time Director of Health and Human Services Full Time Employees: 3 Part Time Employees: 1 FY20HIGHLIGHTSSupportiveCounselingThis year marked the 30th successful year collaborating with Eliot Community Human Services on the provision of counseling services to Bedford residents. Services were provided by ive licensed, trained clinicians at our of ices in the Bedford Town Center building and at the Eliot of ices in Concord. Counseling services were provided to 185 different Bedford residents over the course of FY2021. For each of those Bedford residents served, Eliot’s clinical staff provided an average of 12 hours of service at both the YFS of ice and Eliot’s Concord of ice sites, combined. However, there was a 7% increase in the number of hours of service provided for FY2021 as compared to FY19, indicating Eliot is providing more services per person suggesting the complexities of the needs of the residents served. Veterans’ServicesThis year marked the seventh year of providing Veterans’ Services for Bedford residents as part of a district with the Town of Lexington. In an effort to expand services to another one of our neighboring communities, the district added the Town of Carlisle in March of 2020. The mission of the Lexington-Bedford-Carlisle Veterans’ Services’ District is to seaport veterans and their families in need of service and provide information and access to services for which they are eligible under the law. The district has a full-time Director and part-time Veterans Services Of icer (VSO). Prior to closing Town buildings to the public in March of 2020, Veterans’ Services in Bedford


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had extended its physical of ice hours to re lect those of Town Hall in order to provide veterans with greater access to bene its and services. This included services to those residing at the Bedford VA Medical Center as well as the Bedford Green Housing facility. Prior to transitioning to remote services due to COVID-19, the Veterans’ Services of ice had documented 213 face-to-face contacts on veterans’ related issues, ielded 700 phone calls and electronic communications, and participated in 7 community support sessions with approximately 80 participants. The District remains committed to collaboration with Federal, State and local agencies such as the Department of Veterans Affairs, Minuteman Senior Services, and Mass Hire to provide information and referrals that span a wide range of additional services to support veterans and their families. Following the closure of Town Hall/Town Center due to COVID-19, the district began providing services remotely. Both the District Director and Bedford VSO remained available via cellphone and email during normal business hours to ensure residents continued to receive the bene its they were entitled to. Since that time, the District Director and VSO have engaged in weekly conference calls with Massachusetts Department of Veterans Services to monitor all the Veterans’ Services Updates on the State level. The increase in unemployment rates directly impacted the need for the Chapter 115 inancial assistance distributed across the State and in Bedford. The district has assisted eligible veterans and dependents with applying for unemployment assistance and/or Chapter 115 as needed. Due to the need for social distancing during this unprecedented time, a virtual Memorial Day Ceremony was broadcasted on Bedford TV in lieu of traditional events normally held. The Veterans Of ice will continue to collaborate

with the Patriotic Celebrations Committee for future events and programs while adhering to all safety precautions necessary as we navigate through the COVID-19 pandemic. Outreach Services and CommunityPartnershipsWe continue to strive to provide meaningful and responsive outreach and education to our residents through parent education, youth programs, community collaboration and facilitation of access to impactful resources. The following are programmatic highlights from FY2021: YFS hosted several speakers this year that covered a variety of topics. In addition YFS was a participant in multiple community based initiatives. Talk Saves Lives was presented by The American Foundation for Suicide Prevention gave an overview of suicide prevention and practical steps to help someone who may be struggling with suicidal thoughts. In Our Own Voice brought speakers from the National Alliance on Mental Illness who were able to give irsthand accounts of living with mental illness with the goal to change perceptions, assumptions and stereotypes. YFS staff attended both Marian Ryan’s Central Middlesex Opioid Task Force meeting and RIZE 4th Wave of the Opioid Crisis Conference to learn about ongoing initiatives and practices to combat the opioid crisis in Massachusetts. Bedford along with the surrounding communities participated in the Youth Mental Health Learning Community Symposium to share best practice for working with youth with a focus on mental health support.


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Teen Vaping Today – The New Look of Nicotine, THC & CBD was the topic addressed in two community presentations as part of our Vaping Prevention Grant. Teens, Tweens and Quarantines presented virtually by Jon Mattleman offered for parents to learn about how the “new norm” of the pandemic and remote learning impacts their teens’ mental health and how parents can help support them. Ask the Expert: Parenting During the Coronavirus was presented virtually by Joani Geltman as a webinar for parents and caregivers of Bedford teens and addressed: Dealing with the stress of too much or too little school work, the resistance to having to practice physical distancing, too much family togetherness - how to be close yet allow your children the independence they crave, what to do about attitude, chores - the bane of quarantining, and dealing with disappointment and pandemic losses i.e. end of school rituals, summer plans, inal games, concerts, etc. YFS continued to be an active participant in the Community At-Risk Meetings, BPS Crisis Response Team Meetings, Violence Prevention Coalition, BPS, K-12 Mental Health Team and Bedford Community Partnership. YFS coordinated the 14th year of the Safe Homes Program, designed to support parental limit setting about alcohol and drug use at teen parties. We had a stable enrollment of about 245 families, representing 327 students. YFS provided regular prevention programming at all schools and successful offering of tobacco, drug and alcohol education and diversion programs with support from both the Police Department and the school system, including a continued pilot vaping education program at the high school.

Outreach Articles were published monthly on topics that included vaping, teen dating violence, coping with stress during the holidays, mental health, support for addiction, and autism awareness. The 2020 Youth Risk Behavior Survey was in process to be administered at the John Glenn Middle School and Bedford High School but was postponed this year due to COVID-19 and the closing of BPS. The survey is conducted biannually and captures vital data concerning Youth trends including mental health, substance use, violence and safety, and physical health. The most recent data (from 2018) can be found on the Youth and Family Services Department website at https://www.bedfordma.gov/youth-family. HealthyBedfordHealthy Bedford was awarded a 2020 Gold Level Achievement Award for the Northeast Region by the Massachusetts Department of Transportation’s Safe Routes to School (SRTS) Program for Davis, Lane, and John Glenn Middle School, and participated in the virtual awards ceremony at the State House in June. The 15 member Healthy Bedford Task Force continues to meet regularly, and for the second year promoted Active Transit Spring with stakeholders in order promote and highlight active transportation in Bedford. Due to social distancing restrictions and schools closing, our focus this year was on highlighting active transportation and wellness resources in Town so that residents could continue to bene it from outdoor physical activities and recreation. The Town Pedestrian and Bicycle Master Plan, completed in 2015, continues guide many infrastructure and non-infrastructure improvements.


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Continuing initiatives include promoting the Park and Pedal program, supporting the Healthy Dining program and the community garden project, and continuing to build newer initiatives such as Active Transit Month, pop-up parklets via public seating at Memorial Park, the Bicycle Lending Library and the Lane School Bike Rodeo. We continue to use the Healthy Bedford webpage to promote healthy lifestyles along with health and wellness resources for families to address high Body Mass Index (BMI) rates, especially in children, and the promotion of related initiatives in conjunction with the Board of Health. This webpage also incorporates the SRTS initiative begun twelve years ago. Healthy Bedford also maintains an active Facebook page, which promotes resources on Health, Wellness, Active Living topics, as well as Mental Health programming, and recently COVID-19 related resources. In collaboration with Health, Bedford Public Schools, Police, Transportation Advisory Committee, and Bicycle Advisory Committee, our SRTS programming includes designated days for students to walk or bike to school as well as on-site bicycle and pedestrian safety training at the two elementary schools. All eligible Bedford schools have signed on to SRTS – Lane, Davis, and John Glenn Middle School - and participated in events this past year. The Healthy Bedford Coordinator has worked with all three eligible schools to enhance their SRTS programming and to facilitate infrastructure improvements including the recent addition of a covered bicycle rack at Bedford High School, and additional bike racks at Davis School. In addition, Healthy Bedford worked with the Wellness Committee to integrate active transportation language into the Wellness Policy and the School Committee has endorsed this inclusion.

The Town Bedford along with the Towns of Concord and Carlisle) was awarded a Collaborative Grant from Massachusetts Department of Public Health, Community Health Network Area 15 (CHNA15) to create a Community-Wide Youth Vaping Prevention Program. The focus for this project is to work with the Public Health Directors and the six public middle and high schools in Bedford, Carlisle and Concord, including Shawsheen Valley Technical High School, to implement a comprehensive youth and parent vaping education initiative. Services included: researching available school curriculum on vaping, along with presentations to each partner school, to assist in the selection of appropriate curriculum; researching vaping diversion or counseling programs being used elsewhere, and present this information to the three high schools in order to assist each school in creating a diversion program appropriate for that school; developing and delivering brief educational presentations on vaping to be delivered to parents; and identifying and coordinating guest educators to give student and parent vaping education presentations. Healthy Bedford assisted in the application and subsequent award for the Community Health Network Alliance (CHNA15) COVID-19 Response Grant for $5,000 that was utilized by the Town Emergency Food Bank program. SocialWorkServicesStarting in November 2019 the Community Social Worker has been available to residents to help them navigate dif icult barriers in their life and connect them to essential resources. Taking an empathetic and client centered approach, residents are individually assessed to identify what their needs are and are guided to appropriate supports. Most residents have intersectional issues, for example, a resident who is in need to access the food bank may also


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be struggling to access mental health supports and/or resources to obtain more affordable housing. First and foremost, any resident who reaches out for social work service support will be heard and have the ability to work collaboratively with the Community Social Worker to attain their goals. The Community Social Worker had contact with 64 families and 49 individuals from November 2019 to July 2020. The top needs that were addressed included access to food bank services, assistance with accessing affordable housing, mental health support and counseling referrals. From March to May during the height of the COVID-19 pandemic; the needs of residents shifted from mental health resources to more concrete resources: groceries and assistance

with signing up for the Supplemental Nutritional Assistance Program (SNAP/EBT). In addition, during this time there was a signi icant increase in requests for inancial support in the form of gift cards to help purchase prescriptions, cleaning supplies and diapers. FoodInsecurity This year, during the COVID-19 pandemic, highlighted an increased need for access to SNAP, Food Banks, and transportation for grocery shopping. Residents have been able to sign up for SNAP over the phone with assistance from the Community Social Worker. In partnership with the Bedford Food Bank, the Community and Council on Aging Social Workers have been making weekly home deliveries to resident who have been identi ied

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as unable to attend the Food Bank due to disability, caregiving responsibility, lack of transportation, or work schedule. The Social Workers have delivered to a wide variety of residents including veterans, families, elderly, and homeless individuals rooming at the local hotel and motel. At the height of the need the Social Workers made food deliveries to 82 adults and 18 children in the community. In connecting to residents with food insecurity, the Social Workers were able to provide outreach on other social services and resources available to residents in need. The Food Bank served upwards of 150 households per week during FY2021. MentalHealthMental Health Support for residents has been available through the YFS of ice either for themselves or for family members. The Social Worker has been able to act as a bridge to connect individuals to appropriate mental health services. In the short term the Social Worker can plan with the resident to maintain safety and to ensure that they are fully aware of crisis and emergency services. Connections are made with residents who are at higher risk and can bene it from check-ins performed by the Community Social Worker. Parents have contacted the YFS of ice seeking services for their children and have been referred to the most appropriate services based upon their need some examples including outpatient counseling, in-home therapy, therapeutic mentoring, steps for iling a Child Requiring Assistance in court (CRA), substance use treatment, and guidance for hospitalization. The YFS Staff are active participants in the At-Risk meeting whose purpose is to support residents identi ied as high risk and in need of service and support. The meeting is a collaboration between Health and Human Services, Fire, Police, Council on

Aging, Eliot Community Human Services, and Domestic Violence Support Network (DVSN). Counseling services provided by Eliot Community Human Services have continued to be available to all Bedford residents. Over one hundred residents have been served by Eliot this year. There are ive master level clinicians from Eliot who conduct therapy within the YFS Department. Counseling is available to all Bedford residents to treat a wide range of issues and a co-pay is not charged. Insurance is also not a barrier to the service and the Community Social Worker is available to assist anyone struggling with lack of insurance. Due to COVID-19, clinicians have shifted from working out of the Town Center to providing telehealth services for residents. Domestic violence situations were assessed for residents and referred for appropriate services. Youth and Family Services works collaboratively with DVSN and Bedford Police to support survivors of domestic violence. Substance use issues where assessed and referred for appropriate levels of treatment. Referrals ranged from local support groups such as AA, NA, Al-Anon and Smart Recovery to medication assisted treatment, individual counseling, and/or inpatient treatments.FinancialReliefandResourcesforResidentsinNeed:There are an array of services and supports that have been provided for residents this year to help address low income barriers. Financial assistance and gift cards were provided to residents in crisis from funds donated by community members and business partners. This year YFS provided inancial aid to assist with the purchase of car repairs, prescriptions, moving costs, diapers, car seats, cleaning supplies, and lodging for temporary respite from homelessness.


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Fuel assistance was provided to residents in need for funds for heating their homes. Residents were able to meet with the town Social Worker to ill out an application and gather the necessary paperwork to send into the managing non-pro it Community Teamwork located in Lowell. Residents, once approved, received a credit to their identi ied fuel provider. MassHealth assistance including applying, navigating or troubleshooting is a service that has been essential for ensuring residents can access health and mental health services. Residents have been connected with appropriate MassHealth plans and assistance provided with identifying participating healthcare providers. There has been an increase in the need for MassHealth that corresponds with the rise in unemployment due to COVID-19. Transportation was available for residents to essential appointments/needs such as medical visits, mental health supports, court, grocery shopping, and community activities provided by The Bedford Red cab funded through a Lahey CHNA-15 grant. Project Ezra through Temple Isaiah in Lexington provided and delivered holiday meals for families who were in need. Toys for Local Children and Beacon Santa assisted families who could not afford holiday gifts for their children. Salvation Army has partnered with the Town Social Workers in order to be able to distribute vouchers for Market Basket and Stop & Shop.In addition residents have access through the Social Workers to the Salvation Army’s Good Neighbor Energy Fund for heating and utility assistance. HousingRental Assistance was provided to residents who had fallen behind on their rent through the

Residential Assistance for Families in Transition (RAFT) program run by Metro Housing Boston. The Community Social Worker has been assisting residents who are at risk for homelessness due to owing rent with applying for the program. Public Housing, Section-8 and Affordable Housing Application assistance was given to residents who needed to ind housing that they could afford. The Community Social Worker helped residents to ind available housing opportunities as well as guided residents with illing out the Common Housing Application for

Massachusetts Public Housing (CHAMP) and application for Section-8 Voucher. Homelessness was addressed by assessing an individual’s situation and available supports. Individuals struggling with being homeless were assisted by providing them resources on a case by case basis. People who were homeless due to domestic violence were referred to the Department of Transitional Assistance Domestic Violence unit for housing and emergency shelter supports. Legal Representation for low income individuals was provided by MetroWest Legal Services and was referred as needed for residents. FY21PROJECTIONSThe Bedford Food Bank has relocated to Town Center as of August 2020 and is being run by the Health Bedford Coordinator. Residents in need are continuing to use the food bank and on a weekly basis are able to use the drive up service to adhere to COVID-19 guidelines. Food is being provided by the Greater Boston Food Bank and other vendors as needed. The Community Emergency Response Team (CERT) Volunteers are prepping the food bags and operating the Food Bank to serve all Bedford


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Residents struggling with food security. Bedford Diaper and Personal Item Bank launched in July 2020 with the goal of providing items that are not covered by the SNAP program to residents in need. These items include diapers, baby wipes, and feminine hygiene products. Residents can access the Diaper and Personal Item bank either through the Food Bank drive up and delivery provided by the Community Social Worker. Residents can obtain up to a 3 week supply of items and this is an effective way to directly provide relief and support for families who are struggling inancially. Interface Referral Helpline run by Williams James went live for Bedford Residents on July 1st 2020. The service assists residents and families with children attending Bedford Public Schools with connecting to mental health providers and takes into consideration their needs, location, preferences for providers, and health insurance. A resident who calls the help line can expect to have an appointment set up with a provider in two weeks. SNAP Outreach Partner Reimbursement Project is set to launch in January 2021 with the purpose to partner with The Department of Transitional Assistance and University of Massachusetts Medical School to increase the number of participants in the SNAP. The Town of Bedford will receive reimbursement for hours dedicated to signing up residents for SNAP and outreach projects. Mentoring Program for High School students in collaboration of Bedford Public Schools is projected to begin in 2021. The goal of this program is to connect students with mentors from the community in order to promote positive relationships and role models. In addition this is a response to the 2019 Youth

Survey which illustrated an increase in mental health concerns including depression and anxiety. The Job Match Program stagnated in FY2021 due to the COVID-19 pandemic and will be recruiting new interested adolescents for the program in FY21. There is has been an identi ied need by residents for help with odd jobs, lawn mowing, and babysitting. Updating the YFS website to ensure that the most recent and effective resources are available for residents searching for services. This includes enhancing web-based parent education resources and offerings for the community. Providing administrative oversight and support of Healthy Bedford to sustain current activities like Safe Routes to School/Active Transit programming, Mental Health Awareness and Healthy Dining and to support future initiatives such as a pilot parklet project planned for the area on Great Road known as Blake Block. Continued collaboration with the At Risk Task Force on not only developing hoarding prevention and de-cluttering education but in working on prevention interventions for any resident at risk in any area. Coordination of the next Youth Risk Behavior Survey at John Glenn Middle School and Bedford High School Work with the Schools and Recreation Department on enhanced outreach to all new residents and families in Bedford to ensure new residents are aware of the varied education, recreation and social service offerings the town has available in an effort to promote engagement and a sense of community while reducing isolation.


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DavidManugian,Director PURPOSEThe mission of the Department of Public Works (DPW) is to provide high quality essential municipal services to the residents, businesses, and visitors to Bedford in an ef icient and cost effective manner. The DPW is responsible for supervising the design and construction of non-building capital infrastructure in the Town. The Grounds Division performs interments and maintains 21 acres at two Town cemeteries in addition to the complete maintenance of 130 acres of athletic ields and parkland. The Highway Division maintains the quality and drivability of the Town’s 82 miles of paved roads and their drainage systems as well as 32 miles of sidewalks and bikeways. The Mechanical Division maintains and repairs most of the Town’s 150 vehicles and equipment pieces. The Water/ Sewer Divisions oversee the day-to-day operations and maintenance of the Town’s 80 miles of water mains, 5,200 water service connections, approximately 4,500 sewer service connections, and 800 ire hydrants. The refuse and recycling program provides trash and recycling collection to approximately 4,500 residences as well as yard waste pickup, bulk, white good pickup, and special collection events. DPW also provides engineering services to other Town departments and provides labor and support for local events such as Pole Capping, Memorial Day, Fourth of July, Bedford Day, Veterans Day, summer concerts and holiday tree lighting. EMPLOYEESTATISTICSFull-Time Admin and Engineering: 13.6 Full-Time Grounds: 8.0 Full-Time Highway 7.0 Full-Time Mechanical: 4.0 Full-Time Sewer: 5.0 Full-Time Water: 4.0 Full-Time Equivalent Seasonal Labor: 1.5 Full-Time Equivalent Seasonal Admin: 0.3

Contract Employee 0.45 FY20HIGHLIGHTSAdministrationLike most other departments, COVID-19 signi icantly impacted Public Works for the last third of FY202120. The staff struck a balance between quarantining per state guidelines and continuing to get essential department work completed. Staff worked closely with the Town Manager’s of ice and the Board of Health to implement safety precautions such as closing playgrounds and parks. Staff worked with the Economic Development Director to provide safety barriers for expanded outdoor dining at four restaurants in town. Public Works also worked closely with the Facilities Department and others to have a socially distanced Town Meeting in July 2020.

In December 2019 the Department saw the retirement of long-time employee Jim Maille. Jim was a water systems operator in the Water Division as well as an of icer of the AFSCME union. He had been with the Department since 1986. DPW continued to work closely with multiple Boards and Committees over the course of the year including Select Board, Planning Board, Conservation Commission, Trails Committee, Arbor Resources Committee, and Depot Park Advisory Committee.

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EngineeringIn FY20, the Engineering Division oversaw the bidding and installation of the Davis Road Boardwalk, the Lantern Lane Pedestrian Bridge and the public bidding for the Fawn Lake dredging and dam replacement. Transportation/Hardscape improvements included the replacement of sidewalks along Page Road, Old Billerica Road, Burlington Road and Shawsheen Road, construction of the bus shelter on South Road and installation of pedestrian crossing signals on The Great Road and Davis Road. Road construction to widen Middlesex Turnpike from Crosby Drive into the Town of Billerica was delayed through 2020 while the utility companies relocated the overhead wires. The Division obtained a Municipal Vulnerability Preparedness Grant to assess the Town’s needs and direction towards climate change and hazardous mitigation. It also continued to support the other DPW Divisions and Town Committees with environmental permitting, plans and speci ications for construction projects, new paving techniques and water quality sampling. The Town-wide aerial photos that were taken in 2019 were used to update the Town’s GIS base map, providing current data layers of all visible infrastructure. Additional features such as wetland buffers were added to the public GIS

website to assist residents with general knowledge of their property. FY2021 was the second year of the EPA’s Stormwater Permit, requiring cities and towns to implement regulations, provide pertinent public education, evaluate municipal facilities and sampling of stormwater outlets. During this year, 175 outfalls were inspected, and if suspected, sampled for several possible pollutants. HighwayThe Highway Division is responsible for the maintenance and improvements to the Towns infrastructure. Integral functions of the Division include snow and ice removal, pavement management, drainage system maintenance, pavement markings, traf ic signal maintenance, street sweeping, catch basin cleaning and sidewalk repairs. As part of the FY20 Pavement Management program, Ridgewood Lane, Noreen Drive, Notre Dame Road, Hillcrest Road, Cedar Lane, Candlewick Lane, Karen Drive, Glenridge Drive, Hemlock Lane, and Hilltop Drive were reconstructed. This required restoring 5.8 miles of roadway edges using loam from our yard waste composting efforts. The Division utilized a cold-in-place recycling process to rehabilitate Davis Road. It also utilized a Cape Seal process to preserve and extend the life of Summer Street and part of Dudley Road. The Pavement Condition Index, PCI, for town roadways is currently 70.5 which is a 2.6 point increase over the last 2 years. This demonstrates that the Town’s pavement management plan is sound. It will continue to work to improve this number by implementing new pavement surface treatments along with our current resurfacing and reconstruction methods. In several areas, excess pavement was removed and restored to a permeable surface to improve Town drainage and water quality. The Highway Division replaced approximately 700 feet of failing corrugated DavisRoadBoardwalk.


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steel drain line ahead of 2021 paving. The Highway Division shimmed 98 manholes with rubberized asphalt iller that works to level off raised manholes, greatly reducing damage to plows and equipment during snow removal operations. It was a below-average winter for this part of the country, with the DPW responding to 16 snow and ice events, 2 of which were multiple day events. The storm on December 1st and 2nd was especially challenging and required the DPW crew to work extreme hours as snow fell nonstop for a two day period. Even though they did what they could to split shifts and allow some employees a brief rest period, some employees were here for the duration of the storm working upwards of 48 continuous hours. This shows the commitment and dedication our employees have to provide the highest level of service for the residents of Bedford under the most severe circumstances. Total snowfall measured 29.5 inches. MechanicalIn FY20, the Mechanical Division continued to recycle tires, parts cleaner and waste oil which have bene icial reuse. This division continues to place great emphasis on preventative maintenance which has been improved by utilizing our preventative maintenance schedule. This also allows us to better plan our daily work and helps to eliminate unnecessary service related work saving Town resources. The mechanical division continues to work on organizing the parts storage area and focus on inventory management. It has continued to streamline our winter equipment. As of this year all of our 9 and 11 foot plows are each from the same manufacturer as well as all but one of our salt spreaders. This simpli ies repairs as our mechanics have fewer different types of equipment to familiarize themselves with making repairs quicker and easier. It also reduces the number of wear parts that it needs to have on hand reducing the need for excess inventory.

SewerAs in previous years, during FY20 the sewer division evaluated the reliability of the Town’s 30 pumping stations and 85 miles of collection system infrastructure. This evaluation included the inspection and cleaning of 6,966 liner ft. of sewer pipe, relining of 1,526 liner ft of gravity main and upkeep of 126 sewer manholes throughout town. In FY20, the rehabilitation of two sewer stations were completed at the Old Billerica Road and Meadowbrook Road locations. Old Billerica Road station was completed in house with support from Weston and Sampson Engineers. The Meadowbrook Road station rehabilitation project was completed in cooperation with Weston and Sampson Engineers and D’Alessandro Contracting. The Sewer Division continues to operate and maintain the pumping and control equipment for the recreational pond and spray features at Springs Brook Park. In FY2021 repairs were made to water features in the pond. Additionally, staff completed certi icate training as pool operators. In FY20 the Water Division completed its meter replacement project with hired contractor Mass Installation Incorporated. Approximately 3,300 residential meters were installed at the completion of this project. These newer meters provide staff with remote capability to collect readings more ef iciently. The technology of meters also provides 90 days of historical data collection of water usage to assist in billing requests by residents. During the meter replacement program, a total of 4,163 properties were investigated for sump pump usage to curtail illicit discharges to the sewer system. Also, in FY20 the Water Division began its water tank maintenance program with hired contractor Corr-Tech and Amstar. This is a 14-year contract for rehabilitation and on-going repair / maintenance. The program will take care of safety, structural, sanitary and coating requirements for all 3 tanks located in town. The water storage tank at Crosby Drive was the


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irst of Bedford’s tanks to undergo complete rehabilitation. The water division continues to evaluate the integrity of its water distribution system and make improvements though water pipe cleaning, lining and replacement. In FY20 the water division responded to and repaired a total of 11 water breaks. In FY20 areas of town are being assessed for pipe replacement. GroundsIn FY20 the Grounds Division completed approximately 1,003 work orders for the Cemetery and general town grounds. The work can be broken down as follows: 243 were sports ield-related; 227 were cemetery-related; 97 were tree-related; 100 were parks- and playground-related; 30 were related to care and maintenance of the Town lags; 306 were for other activities including maintenance at the schools and town buildings; assisting contractors on construction projects; dealing with bees and other pests; and assisting with a variety of Grounds-related activities throughout the Town. The Grounds Division made signi icant progress scoping out a preliminary cemetery expansion concept for discussion purposes. During COVID-19 the Department has seen an increased interest in the purchase of cemetery lots.

RefuseandRecyclingIn addition to its traditional activities, the Refuse & Recycling Division negotiated a three-year extension of its refuse disposal contract with Covanta Haverhill. The disposal market for both solid waste and recycling continues to be volatile, and the Town is working with its vendors to build in as much lexibility as possible to adapt to continually changing situations. This includes a pilot project for food waste diversion as food waste currently makes up approximately 10% of the solid waste stream by weight. The irst year of the automated recycling program went relatively smoothly. Instead of providing additional carts to residents with high recycling needs, the Department is working to provide over low options instead. For example, cardboard recycling locations are available at the compost center and public works garage. In the fall of 2019 the Department held its fall collection event. On Saturday October 5th about 415 cars dropped off materials at 314 The Great Road. DPW collected tires, cardboard, large plastic items, paper (shredding on site), metals, batteries, light bulbs, and electronic waste. Demand was unusually high, people backed up into the street, and services such as shredding illed up before everyone was able to drop their

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materials off. The two detail of icers kept things orderly but some people were frustrated with the wait. To better improve the process the Department considered the following options: Require proof of residency to minimize suspicion among residents that "out of town" people are using this service; Collect municipal items separately to keep capacity for residents; Charge a fee to help offset costs; and take the recycling components that required the most time to process and move them to another location. Due to coronavirus refuse and recycling collection was signi icantly impacted in spring 2020. For a period Republic employees were not allowed to get out of their vehicles and so over low trash pickup as well as bulk waste and white good pickups were suspended. By the end of the iscal year these services were resumed. The spring collection event was also canceled due to COVID-19

FY21PROJECTIONSAdministrationIn FY21 DPW will focus on providing its normal range of services within the new environment of coronavirus. It will continue to provide more of its documents and services online. It is ramping up the billing of new fees to be implemented on July 1 and January 1. It is also looking at expanding food waste diversion as well as upcoming MA DEP mattress recycling regulations in calendar year 2021. EngineeringFor FY21, the Engineering Division will develop plans and specs for water main improvements, sewer pump station upgrades, traf ic calming and continue to assist the Trails Committee with trail maps and their on-going trail maintenance and expansion. HighwayThe Highway Division will continue to do a number of roadway, drainage, and sidewalk

projects. The Division is also planning to micro pave multiple roads as part of its program for additional pavement preservation. Mechanical The Mechanical Division will continue to reduce inventory and upgrade vehicles and pieces of equipment under its authority for replacement in FY21. The determination to replace these pieces is part of a three-step review process. An initial assessment identi ies vehicles and equipment that may need replacing due to age, mileage, or condition. The second step utilizes the Town’s VFA asset management software to review the preliminary capital budget available for replacements. The third step is an inspection of each vehicle recommended for replacement. SewerIn FY21 the sewer division is rehabilitating the Parker Road sewer station and working on a sewer monitoring system through SCADA. WaterIn FY21 The Water Division continues with the next phase of its water tank maintenance program at the Pine Hill and Reeves Road storage tanks. GroundsThe Grounds Division is working with the Arbor Resources Committee (BARC) to continue to plant trees through the Adopt-A-Tree program. The Grounds Division will also work with the Department to start the study process for the expansion of the Shawsheen Cemetery. RefuseandRecycling The major goals for FY21 will be the implementation of food waste diversion from Town buildings at town-wide events such as Bedford Day and an overall effort to reduce waste. It will also be the handling of new regulations regarding mattress recycling.


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TaissirAlani,Director PURPOSEThe Facilities Department was established in 1997 to protect the capital investment made by residents of Bedford in their public facilities. The department plans and ful ills operating and maintenance requirements for approx. 785,000 Sqft of building space. Furthermore, it provides maintenance, custodial and construction management services in a cost-effective, customer-oriented manner while working to maintain a safe, ef icient, and functional environment for all building occupants. The department handles various aspects of the Facilities Management including: administration, building maintenance, custodial services, procurement, projects design & construction administration including the initiation of IFBs, RFPs and RFQs, energy and utilities, real estate leases and the Town and School buildings security access control systems. The Administrative responsibilities include operating and capital budget management, purchasing, accounts payable, maintenance management system administration, energy management, and environmental and regulatory compliance. Many of these responsibilities require managing separate accounts to track both school and town operating and revolving fund expenses. Maintenance activities include scheduled preventive maintenance and the routine and emergency repair of all building systems, weekend building checks and on call emergency response services. Custodial Services include daily and periodic cleaning, integrated pest management, non-hazardous waste disposal, recycling, general safety/security and custodial coverage for special events.

Project management responsibilities include de ining the scope of work for each capital project, procuring and managing design services, reviewing design documents, the bidding of projects, construction contract management, and overall project management. EMPLOYEESTATISTICSTown Funded: 8.25 FTEs School Funded: 27.75 FTEs Building Statistics Town Buildings (17): 225,127 sq. ft. School Buildings (4): 559,907 sq. ft. Total: 785,034 sq. ft. FY20HIGHLIGHTS:AdministrationThe Facilities Department continues to add assets and asset requirements to its Asset Management System in preparation of the up-coming Capital Projects process. Facilities also, in collaborative efforts with other Town Departments, worked on developing a six (6) year capital improvement plan. The Department Staff also share the responsibilities of all energy ef iciency initiatives as well all utilities tracking and monitoring. Facilities Staff also develops a list of potential energy ef icient projects as well as research and apply for State Green Communities energy grants. The Facilities Department continues to look for ways to conserve energy use and cost. The John Glenn Middle School, Lane and the High School cafeteria were retro itted with new LED ixtures throughout the buildings. Facilities has

developed its own 6 year energy plan and identi ied those projects. Facilities has applied to the State Department of Energy Resources for a Green Community grant to do more energy ef iciency projects. Furthermore, Facilities will introduce a 10 year energy plan to achieve the Energy Net Zero goals as



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established by the Select Board. CustodialThis division implemented and adapted a new cleaning procedures for all buildings due to COVID-19. During of the summer break the school buildings were cleaned out to allow social distancing. Following the design for town buildings, that have no protracted period of non-use, certain tasks historically performed during the summer vacation period are now being performed during the winter and spring vacations. This has allowed an overall more effective use of time resulting in more effective annual cleaning of the buildings. MaintenanceThe Facilities Department uses a Computerized Maintenance Management System (CMMS) to manage regular requests for repairs (Work Orders) as well as for scheduled preventive maintenance. In an effort to be more ef icient in completing work orders the maintenance division began working in buildings on a rotational basis; working in a building for an unspeci ied period of time to ensure work completion before moving onto the next building. During the spring and summer of 2020 the entire maintenance staff was dedicated to retro itting town and school spaces for the safe return of staff and students during the COVID-19 pandemic. In addition the maintenance staff contributes considerable time and resources with various issues in relation to the capital projects listed below:

CapitalProjects:Facilities had a busy calendar/ iscal year performing and managing capital improvement projects. The following is a partial list of some of the projects. Please note that some construction projects are design-bid-build, others could be a

hybrid model where Facilities staff will take on certain aspects of the projects and some projects are 100% in-house such as schools painting, looring, etc. BHS – Space Mod Program BHS – Cafe LED Lights – A Green

Community Project BHS Renovation Project JGMS Addition JGMS LED Lighting – A Green Community

Project Energy Management, Ef iciency &SustainabilityFacilities Dept. continues to seek ways to conserve on energy use. As the prices of the electricity and natural gas commodities are expected to rise in New England, more emphases is being put on saving energy. Maintenance calls which impact energy use are being addressed immediately. Buildings custodians have been reminded and trained to report any abnormal conditions. Through a combination of energy savings measures and mild weather, Facilities has had some substantial savings in the utilities budget. Furthermore, Facilities is currently purchasing electricity form a supplier with a 100% Green & Renewable option. A 10-year energy net zero plan is being developed. FY21PlanningAdministrationFacilities will continue to build up its Asset Management System for capital projects and develop a ten year energy plan to meet the mandate of the Select Board initiative for energy net Zero. Facilities will plan, procure and bid some of the capital projects for the summer of 2020.Custodial The Custodial division will continue to



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improve the methodology in which buildings are cleaned. For the schools, the implementation of the new cleaning schedule will be modi ied as needed to during school vacation to maximize the efforts and attention to other areas during the “Summer Clean Up and Maintenance”. Extra cleaning, sanitization and disinfecting have taken place during the remote learning months for schools as well as the Town buildings. With the increase in use of buildings after hours due to paid and non-paid detail events staff will be evaluating the role the custodians will be taking in preparation, cleaning, and break down of these events. MaintenanceThe Facilities Department will continue to work to improve the completion percentage for preventive maintenance and repair work orders. Scheduled time-interval The Maintenance division will continue to assist with the implementation of the 6 year capital projects plan.



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BedfordPublicSchools

ANUNUSUALYEARThe advent of COVID-19 dramatically changed the nature of schooling this spring, and prevented the district from advancing a signi icant amount of its school improvement efforts. Despite this, the District, the Town and our families rallied to make the best out of a terrible situation. This report describes our school year’ challenges and accomplishments both before and after the March onset of COVID-19. MISSION The Bedford Public Schools will develop skillful, re lective, lifelong learners who think critically and creatively and who are informed, responsible, and productive global citizens. The school community will provide a safe, respectful, and inclusive environment in which the unique intellectual, social, ethical, and emotional growth of each learner will be realized. APPROACHTo accomplish this, the District strives to address the needs of the whole child and of all enrolled children. The District provides a comprehensive curriculum that, in addition to core academics, is rich in art, music, health and itness and technology education. Student-centered instruction focuses on developing independent learners, and it prioritizes inquiry and problem solving, collaborative work and engaging projects. Additionally, particularly at the secondary level, a wide array of sports and extracurricular activities provide opportunities for students to explore new experiences and pursue those interests about which they feel passionate. Understanding that emotion drives learning and that our students’ readiness to learn is impacted by their emotional health, the schools regularly address social emotional learning. Emphasizing hard work, tenacity, and overcoming obstacles, the schools encourage students to excel and achieve to the best of their abilities. Through regular education and special education, the schools provide a wide array of academic and social emotional supports to individual student.

OpeningDay:thesekindergartenersarejust“toocoolforschool.”


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Embracing the civic mission of public schools, the District integrates civic education, the importance of fairness, independent thinking and social responsibility. The schools work to support students’ understanding of the commonalities that unites people of different backgrounds, beliefs and experiences as well as the richness that those differences add to our school community. Not only are attention to educational equity, closing opportunity gaps and enabling all students to succeed priorities, but they require the District to be a learning organization that constantly strives for continuous improvement. FY2021BUDGETThe FY2021 operating budget responded effectively to our four key budget drivers: enrollment, expanded building space, special education, and program improvements.

The FY2021 capital budget was developed in conjunction withthe town departments as part of the six- year capital plan. Key components of the schools’ six-year planning included annual technology budgeting to include cyclical replacements of infrastructure equipment, large scale hardware like interactive projectors, and desktop and laptop computers. Maintaining the district’s technology, which is integral to teaching and learning as well as operations, requires an annual outlay of $350, 00 to $700,000. In FY19, the district received $562,450. POPULATIONBedford’s student body has grown in size and complexity during the past several years, with signi icant changes over the past decade. In FY2021, our total school population was 2,689, as compared to FY19’s 2663 and FY07’s total of 2,285. The Bedford Public Schools uniquely combine a level of diversity that is unusual for a small suburban town, enabling the District to be both nimble and relationship-focused while being racially, culturally and linguistically diverse. Our student come from Bedford, Boston and Hanscom Air Force Base, and given the growing diversity of the town, the number of our resident African-American and Latino students is greater than our METCO numbers. With 62.8% white and 37.8% students of color and 52 languages represented, our student body largely mirrors our broader society.

FY2021NewRe‐quests

FY2021M.ofE.Request*

FY2021To‐talRequest

FY19Ap‐provedBudget

M.ofE.BudgetIncrease

FY2021TotalRe‐questIn‐crease

FY2021TotalRe‐quest%Change

$460,386 $41,383,979

$41,844,365 $40,428,716 $955,264

$1,415,649 3.5%

*M.ofE.(MaintenanceofEffort)‐Cost of all obligations moving forward one year (salary steps, COLAs, personnel and non-personnel contractual obligations, program costs, out of district Special Education costs for existing students).


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BEDFORDPUBLICSCHOOLSDEMOGRAPHICS* FY07 FY19(2018‐2019) FY2021(2019‐2020) IntegratedPre‐school --- 46 46

Davis 495 595 597

Lane 523 616 612

JGMS 517 574 593

BHS 750 832 841

Total 2285 2664 2685

Male 1141 1363 1392

Female 1144 1300 1297

Non‐Binary 0

African‐American 5.6% 6.2% 6.5%

Latino 3.1% 5.8% 6.7%

Asian 8.3% 17.1% 18.5%

MixedRace,NotHispanic 1.9% 5.5% 5.4%

NativeAmerican 0.4% 0.0% 0.1%

NativeHawaiian,Paci icIs --- 0.1% 0.0%

White 80% 65.3% 62.8%

FirstLanguageNotEnglish 7.7% 18.2% 18.6%

EnglishLanguageLearner 1.4% 6.6% 5.8%

SpecialEducation 19.6% 16.6% 17.4%

EconomicallyDisadvantaged 5.9% 8.7% 9.3%

HighNeeds** --- 31% 31.4%

*June 2020 SIMS Data **Includes, English Language Learners, students with disabilities, and economi-cally disadvantaged students.

OPERATIONS The Bedford Public Schools district consists of two elementary schools, a middle school and a high school. In addition, the Bedford Public Schools is a member of three special education collaboratives (EDCO, CASE and LABBB). These public organizations provide high quality, cost-effective special education programs for students who need more restrictive settings. Our schools presently house 3 LABBB classrooms and 3 CASE classrooms. Moreover, the town of Bedford is one of ive founding members of the Shawsheen Valley Technical High School. The student body re lects the community’s growing demographic complexity, which is further diversi ied by enrolling students from Hanscom Air Force Base, approximately 112 high school students, and from Boston, approximately 100 METCO students. The school system also offers an Integrated Pre-K special education program. The day-to-day operation of the Bedford Public Schools is under the supervision of the Superintendent, Jon Sills. The policy-making body for the Bedford Public Schools is the Bedford School Committee.


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CLASSSIZEThe goal of the Bedford Public Schools is to provide a well-rounded, balanced education that is child-centered. The curriculum of the schools aligns with the Commonwealth’s guidelines. To effectively meet the needs of each child and deliver the 21st century education program to our children, we establish goals for maximum class size. Effective budget development enabled us to move closer to our class size goals and signi icantly reduce the number of classes exceeding our guidelines.

STAFFING(FTE’s:full‐timeequivalents)

October1,2018Average October1,2019Average

Professional Staff w/Nurses Paraprofessional Staff Support Staff

303.1 FTE 87.7 FTE 57.8 FTE

309.8 87.0 57.8

October 1 Enrollment 2,664 2,685

2018‐2019CLASSSIZE

StudentsPerClassGuideline

Max#ofStudentsPerClassGuideline

October1,2018 Average

October1,2019

Kindergarten 18 20 21.4 18.0

Grade 1 20 22 23.3 22.0

Grade 2 20 22 22.1 22.0

Grade 3 22 25 22.4 21.6

Grade 4 22 25 23.6 22.1

Grade 5 22 25 22.9 23.1

Grades 6-8 23 25 1 Core Academic/11 Arts-Wellness-Tech Over

1 Core Academic/11 Arts-Wellness-Tech Over

Grades 9-12 Introductory and College Prep Honors and High Honors/AP

18

22

20

25

10 Majors Over Guideline/ 14 Minors Over Guideline

28 Core Academic Subjects Over Guideline

*TheFTEincreasesoverthepast10yearsareattributedprimarilytothecreationofin‐housespe‐cialeducationprogramsthathavecontributedtoareductioninoutofdistrictplacements,andtoenrollmentincreasesbeginningin2012.


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COVID‐19:RisingtotheOccasionBeginning before the closing of school, the District worked closely with Town leadership and contributed to the town manager’s daily community-wide communication, and it bene ited from the close monitoring of Bedford COVID-19 cases that the Health Department maintained. In anticipation of the need to close, the District began to plan for a remote learning modality. Based upon Bedford health data, including the contraction of COVID-19 by BPS children and parents, and together with several neighboring school districts, we were the irst districts in Massachusetts to announce a two-week closure. Soon afterwards, the Governor announced the closure of all Massachusetts schools. BPS immediately assessed the technology needs of our families, began to train our faculty to use Zoom and other remote platforms, shut down construction at JGMS and BHS, and began to purchase disinfectant cleaning supplies. Anticipating a long closure period, we decided to postpone high school graduation until the summer. Once school closed, teacher teams commenced to meet virtually to plan instruction, share creative ideas and support each other as they implemented an entirely and totally alien approach to teaching and learning. As with most other districts, Bedford transitioned through a two-week period of remote voluntary enrichment to a more formal model that included both synchronous and asynchronous instruction geared to address the most essential of the state’s learning standards. Instruction decisions throughout the spring were based upon: Prioritizing the social and emotional needs of our students in this socially isolating pandemic Seeking to maintain suf icient teaching and learning to prevent regression Recognizing that families, with different work or health factors, were unequally able to support the learning of dependent learners at home (most young students, many students with special needs, etc.) Factoring in the capacity of our teachers to respond quickly to an entirely new form of instruction, as well as many having to support their children’s own learning or care for a sick family member Throughout, the district ielded many messages of support and appreciation, as well as concerns and complaints from families who were disappointed that there was either too much or too little expected of them and their children. Teachers, counselors and administrators did an extraordinary job of responding to the crisis. Their creativity, care and commitment were tremendous. Despite the challenges, teachers and counselors found ways to connect with their students within and beyond the classroom Zoom session- providing check-in of ice hours, online lunch groups, cooking lessons, taped morning messages, one on one support sessions, etc. The district provided close to 400 Chromebooks and a dozen hotspots to families who needed them, and it worked with the Town to provide food on a weekly basis to families in need. Important School Committee decisions during this period included:


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paying all faculty and staff throughout the closure, with the expectation that all employees would continue working, even if in modi ied fashion; paying Bedford Charter, our bus company, for services that they could not provide up through a certain date, to ensure that the company would be able to provide essential services in the future. COVID‐19ImpactontheFY21Budget,CollectivebargainingandPlanningPrior to the closure of schools, the School Committee and the Finance Committee had agreed upon an FY21 budget of $43,308,918, which was a 3.5% increase over the FY2021 approved budget. In addition, to address extraordinary out-of-district special education costs, the Finance Committee had agreed to put $450,000 in reserve. Similarly, the evening before we closed school, the District and the Bedford Educators Association (BEA) had settle their three year contract, which included a cost of living (COLA) increase for FY21 of 2.00% (FY22- 2.25%, FY23- 2.00%). Faced with the COVID-19 related revenue loss projections for the state and town, the District joined the Town in making reductions to our FY21 budgets. The schools reduced our planned for FY21 budget by $1,300,000. The school department and the school committee worked through the challenges posed by these reductions and responded thoughtfully to parent concerns. The Finance Committee approved a $1,000,000 reserve fund contingency, in addition to the $450,000 reserve, in order to be prepared to meet the needs that school reopening under COVID would pose. As well, the District went back to the bargaining table and, with the well-appreciated collaboration of the BEA, agreed upon a one-year contract that includes a 0% COLA, and reduced the number of professional development days for 2020-2021. The Bedford Educator Associations’ willingness to accept this reversal is a testament to its collaborative ethos and profoundly powerful concern for our students. OtherCOVID‐19ImpactsUnfortunately, health concerns and school closure required us to cancel the high school musical, spring sports and many spring extra-curricular activities. Many milestones and culminating experiences and events fell victim to the pandemic. For example: Kindergarteners did not get to experience Davis Town. Fifth graders did not get to do their Invention Convention, their culminating Project Adventure climbs or their talent show. Eighth graders had neither their long awaited DC trip or Moving On ceremony and dance. High school seniors lost the traditional seniorweek’s fun and nostalgia, the prom, a fully attended graduation ceremony and the All Night Graduation Party. As well, many of the ongoing instructional improvement initiatives described below were placed on hold, and our ability to see the progress we fully expected in MCAS results was lost to its spring cancellation. Fortunately, important progress, particularly in our literacy work was made during the year’s irst six and a half months. STRATEGICDISTRICT‐WIDEGOALSANDACCOMPLISHMENTSFOR2019‐2020Every year, the District generates a set of strategic improvement goals, many of which serve for multiple years. These goals are informed by, and in turn inform, the school improvement plans developed by the School Councils (faculty, parents, and at the high school, students) at each school.


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Over the summer, the district leadership (central of ice leaders, the principals, the technology and library media director, the facilities director, the director of counseling pre-K-12 and the METCO director) aligns these two sets of improvement plans with each other. In this way, the entire district moves in the same direction, while individual schools contribute their unique approaches to this important work. Individual schools also supplement the common goals with goals derived from school or age speci ic needs.

TheoryofActionThe District’s work is guided by the following theory of action, a series of “if/then” beliefs to which the District commits in order to create the optimum conditions for realizing the district’s mission: Allstudentswillbecomeskillful,re lective, lifelong learnerswhothinkcriticallyandcreativelyandwhoareinformed,responsibleandproductiveglobalcitizensif: the system hires and supports passionate, skillful and knowledgeable teachers who personalize learning and regularly collaborate to produce student-centered, “minds-on” instructional strategies; the curriculum prioritizes higher order thinking skills development and depth of content understanding;

SELECT STRATEGIC DISTRICT IMPROVEMENT GOALS

1. COHERENTHIGHERORDERTHINKINGCURRICULUM/STUDENTCENTEREDINSTRUCTION

A. YEAR THREE OF LITERACTY INITIATIVE: DEVELOPING ALL STUDENTS ABILITY TO INDEPENDENTLY COMPREHEND INCREASINGLY COMPLEX NONFICTION TEXT, RESEARCH EFFECTIVELY AND WRITE PERSUASIVELY

2.EQUITY,DIVERSITYANDTEACHINGALLSTUDENTS/BUILDINGCOMMUNITY A. IMPROVING OUR INCLUSION PRACTICES B. STRENGTHEN DATA DRIVEN ACADEMIC INTERVENTION WORKC. C. CLOSE ACHIEVEMENT/OPPORTUNITY GAPS, DIVERSIFY STAFF, PROMOTE INTEGRATION D.PROACTIVELY ADDRESS SOCIAL AND EMOTIONAL ISSUES AND SERVE STUDENTS WITH MENTAL HEALTH NEEDS 3.COLLABORATIVEPROFESSIONALCULTURE A. ENCOURAGE, SUPPORT AND PROMOTE TEACHER LEADERSHIP B SUPPORT TEACHER AND EDUCATOR TEAMS 4.LONG‐TERMPLANNING,COMMUNICATIONANDCOMMUNITYSUPPORT A. IMPLEMENT PORTRAIT OF THE GRADUATE/STRATEGIC PLANNING PROCESS B. INVOLVE COMMUNITY IN SUPERINTENDENT SEARCH PROCESS


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checking for understanding is systematic and student achievement is evaluated through authentic, common assessments; and deliberate steps are taken to address diverse learning needs, promote cultural pro iciency and close achievement gaps while maintaining high expectations. KeyDistrictandSchoolGoalsOutputsandOutcomesA.Literacy:This year, the K-12 literacy initiative was advanced by the addition of a grades 6-12 Literacy Coordinator, the establishment of a district-wide literacy steering committee led by our new assistant superintendent, and the implementation of new screening assessments. For example, we newly administered the Grade in grades 6-10. This assessment measures luency and comprehension. These September/October assessments provided teachers with detailed information about their students and contributed to even more productive planning. Grade level and subject-speci ic teams at the elementary and secondary schools used this year to create clear goals and comprehensive plans for advancing the literacy work within their classrooms. Unfortunately, the progress that we observed in the classroom this year we were unable to measure on the MCAS assessment because it was cancelled due to COVID-19. B. Academic and Social/Emotional Intervention: Academic intervention follows the Tiered Intervention model throughout the district, but the process of identifying students’ needs, developing and implementing plans and assessing progress varies from school to school. The goal of this model is to effectively address students’ challenges within the regular education program. Only when these efforts prove unsuccessful are students referred for special education evaluation. Brie ly, Tier I interventions take place within the general education classroom, a product of differentiated instruction. Tier II interventions supplement Tier I instruction, and may occur at Lane, e.g., in the WIN (What I Need) block, or at JGMS, through the Skill Center. The new approach provides targeted coaching for teachers implementing during class interventions. The data collected will soon merge with a pre-K-12 data management program, StudentInsights, that the district has been working on for the past two years. This program will provide a vertical view of students’ progress and allow teachers to know a great deal about the students who are brought to them each year. C. SocialEmotional Learning (SEL): In 2019-2020 under the leadership of our counseling department and principals, the district took multiple steps to implement a comprehensive social and emotional curriculum for all students, K-12. As the district’s new SEL website. https://sites.google.com/bedfordps.org/sel-bedford-public-schools/home explains, “A systemic approach to Social Emotional Learning intentionally cultivates a caring and equitable learning environment that actively involve all students in their social, emotional, and academic growth. This year, critical work was done to improve the models at Davis and Lane, and similar work began at JGMS and BHS. At the elementary schools, the Director of Student Achievement has created a comprehensive data program to track student-speci ic interventions, facilitate their assessment and track student progress. This approach infuses social and emotional learning into


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every part of students’ daily lives—across all of their classrooms, during all times of the school day, and when they are in their homes and communities.” Full implementation of ResponsiveClassroomat Lane and ChallengeSuccessat BHS are just two of the many steps taken this year to proactively address students’ social emotional needs at these two schools. Deliberate attention to students’ social and emotional development has long been integrated into pre-K-2 teaching and counseling, but this year saw new actions at Davis as well. At JGMS, the H.E.A.R.T initiative, its advisory program and the partnering of the Health and Counseling departments to deliver the SEL component of the Health curriculum all attend to students SEL learning. D.Diversity,InclusionandEquityThe District is committed to meeting the needs of High Needs students, whom the Department of Elementary and Secondary Education de ine as students who have special needs, low socio-economic status or whose irst language is not English, and for whom achievement often brings additional challenges. Scaffolding, Push-in and Team Teaching. This year, the District continued the work of creating the more inclusive classrooms that research tells us are most effective for most students on IEP’s, ELL and struggling reading and math students, many of whom come from families with lower socio-economic status. In addition to scaffolding lessons and differentiating instruction, the District has moved most specialized reading and math support into the classrooms. Called “push in”, this replaces the “pull out” model that dominated for decades. Additionally, many of our classrooms are team taught, pairing a regular education teacher with a special education teacher. This repurposing of special education teachers, which has involved little extra costs, continues to be evaluated for effectiveness by the district. Our in-house programs for our students with Autism or emotional challenges, and our team teaching model both derive from the District’s belief in the right of students with special needs to be educated in the least restrictive environment. We have shifted to team teaching as well because the pull-out model proved ineffective in the face of too many students with moderate disabilities struggling on the MCAS test and other assessments. This continues to be a challenge for the District. Diversity,EquityandAnti‐racism.Bedford continues to commit to closing the opportunity gaps that result from systemic racism’s insidious reach into our schools. Our district and school-based leadership teams, Equity and Diversity committees, and teacher leaders collaborate to provide appropriate programming and professional development. The latter aims to provide all adults with the will and skill to build meaningful relationship with historically marginalized students, address challenging topics respectfully in developmentally appropriate ways, make all classrooms intellectually and emotionally safe for all students to thrive in, and to integrate culturally responsive curriculum and instruction.


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Our middle and high school Tenacity Challenges and our two Calculus Projects (one for African-American and Latino students at Boston University, and the other for all students (in Bedford) continue to have a transformative impact on the participants. Evidence includes: 5 students in YOG 2020 took BC Calculus this past year. The students also become leaders in sports and in activities, including an MVP in soccer and the irst METCO student to be senior class president in at least two decades Our irst group of students are off to UMASS, Curry College, Northeastern, Boston University, Clark University and Yale and other schools. Ful illingMETCO’sPromiseMETCO’s initial purpose, and the one still embraced by the Bedford Public Schools, is to provide a rich cross-cultural, cross-racial and cross geographic education for our Boston students, most of whom travel well over an hour each way to school, AND our Bedford resident students. While some genuine friendships result from one of the few still existing voluntary desegregation programs in the nation, these lasting relationships, the necessary condition for the intended cross-racial understanding, are too few and far between, often con ined by high school to those male students who participate in team sports. Two initiatives that aim to address this critical gap include the Parents Diversity Council (PDC) that the District launched at the end of 2018-2019, and which has come into its own this year; and the founding, along with a generous philanthropist, of the Boston Bridges Initiative (BBI) this spring. The BBI is an independent organization that will channel funding to family and student activities that aim to build bridges and develop friendships across both race and geography among Bedford’s resident families and between Bedford’s resident and Boston families. With Bedford as its pilot program, the BBI will scale up to include other METCO and Massachusetts districts in subsequent years. The activities, whether PDC- or District-initiated include: social activities, the Boston-Bedford 5th grade outdoor leadership program, middle school lunch groups, student retreats, play dates, PDC adult anti-racism book groups, speakers, student book groups, cultural activities, etc. Despite these programs and many successes, both social and academic, BPS continues to wrestle with persistent equity gaps, particularly as expressed in standardized test scores. Too few of our elementary and middle school students in particular scored in the Meets or Exceeds categories on the 2018-2019 MCAS tests. While programs are impactful, the District is reckoning with the understanding that in each and every classroom we must remove the hidden obstacles to high academic performance that unconscious bias and inequitable expectations so often place before our African-American and Latinx students. By contract for over 20 years, every new BPS educator must take an anti-racism course. While helpful, this work has been insuf icient, and our internal professional development efforts have sought, and continue to strive to deepen our educators capacities to implement a strengths based, rather than a de icit based approach to closing our opportunity gaps. This year, all teachers, counselors, teaching assistants and administrators partook in the irst of a two-year study of Zaretta Hammond’s book, CulturallyResponsiveTeachingandtheBrain.A.Long‐termPlanning,CommunicationandCommunityInvolvement


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Bedford HS Math Rank SAT 2018‐2019

Out of schools with 10+ in each category

All Students 25th 342

Asian 15th 126

Black 10th 139

Hispanic 11th 176

White 23rd 301

Beginning at the tail end of 2018-2019, the District embarked on a strategic planning process and completed the irst phase, the Portrait of a Graduate, this year. Through a series of workshops in Bedford and Boston parents, community members, students and faculty members generated ideas about what all BPS graduates should know and understand, and what skills and dispositions they should develop by the time they graduate. A team of educators then distilled this input into the graphic and accompanying detail seen below. The School Committee approved the Portrait of the Graduate on June 25, 2020.

Much of what is included in the Portrait already exists in our daily practice, but the Portrait also seeks to answer the questions about what students should know and be able to as citizens, community members, and working people in a rapidly changing and shrinking world. With these ends in mind, and allowing for the COVID-19 disruption, the district will subsequently embark on phase two, the strategic planning needed to enable us to ful ill these important educational aspirations for each and every student.

Above,SATscoresforBPSAfrican‐AmericanandLatinostudentsascomparedtootherdistricts.Atleft,elementarystudentsbusedearlyfromBoston,awaitingschool. Below,lunchbunchgroupofBostonandresidentstudentsatJGMS.

B 0 r E 4 ► G

School Name . Tests Taken -:;:- Reading/ Writing -:;:- Math -:;:-

Bedford - Bedford High 16 534 546

Concord-Carlisle - Concord Carlisle H1~h 27 506 544

Chelm sford - Chelmsford Hi2h 16 536 533

Belmont - Belmont Hi,zh 18 506 515

Brookl ine - Brookline High 32 513 491 Wayland - Wayland H12h School 11 486 491


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While the District and the schools have annual strategic goals, many of which carry over for multiple years, a ive year strategic planning process is important to undertake to create a more inclusive process and to allow the District to step outside the normal in luences on planning to consider novel approaches to curriculum and instruction. Parent Support and CommunityConnections.The Bedford Public Schools bene ited greatly from parents who volunteered their time and talent to advance the mission of the public schools. Organizations like SEPAC (Special Education Parents Advisory Council) gave valuable feedback. The Bedford Educator Foundation and each of the school-based parent organizations (BEST, MSPA, and BHSPA) all provided funding for various projects, with the school-based groups also celebrating teachers by providing food at various events. POMS (Patrons of Music) provided funding and facilitated private music lessons. The BAA (Bedford Athletic Association) raised funds for sports, and the PDC (Parents Diversity Council) initiated bridge-building activities for families across race and geography. A few examples of outstanding support this year include: BEST’s buying books for students’ summer reading at Davis and Lane; MSPA paying for our afterschool homework club, academic planners and speakers around key issues such as mental health and responsible technology use; and BHSPA sponsoring contactless water dispensers and supporting Challenge Success at the high school. A few examples of BEF’s generous funding include a weather station at Davis, iPads for art at Lane, a Girls STEM Club project at JGMS, and a Fab Lab Maker Space at BHS.

STUDENTACHIEVEMENTDATA

Year 2017‐2018 2018‐2019 2019‐2020

AverageSATScores

Math:599/EvidenceBasedWritingandReading:602



GraduationRate 97.3% 95.1% 98.96%

Outcomes Num‐ber

%ofStu‐dents Number

%ofStu‐dents Number

%ofStu‐dents

2Yr.College 24 11% 21 10.55% 14 7.37%

4Yr.College 180 83% 150 75.30% 155 81.58%

Apprenticeship/Trade n/a n/a 4 2.00% 3 1.58%

Employed 8 4% 15 7.50% 7 3.68%

Military 2 1% 2 1.00% n/a n/a

YearOff/GapYear n/a n/a 4 2.00% n/a n/a

OtherPost‐Secondary n/a 1% 3 2.00% 11 5.79%

Total 214 100% 199 100% 190 100%


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New Superintendent Of particular note was parent involvement in the new superintendent selection process which was led by School Committee chair, JoAnn Santiago, upon the announcement by Superintendent Sills of his impending retirement. This inclusive process, assisted by school committee member, Dan Brosgol, included parents, community members, faculty, staff and students, and resulted in the hiring of Philipp Conrad as the District’s new superintendent. SAMPLEDISTRICTHIGHLIGHTSFROMFISCALYEAR2019‐2020 Self‐directedLearningIn the two panels below, you will notice that the students are all working on their own projects. Art teacher, Hailey Yerova, has redesigned and continues to re ine, her instructional approach. Developing their independence, creativity and love of art, students no longer all do the same project, but are free to create their own art. Hailey does sample lessons and shows samples of different techniques to expand the students’ range of mediums, and she integrates skill development and art history along the way. This is her own version of an approach called Teaching for Artistic Behavior. She reports that the students are consistently excited and engaged! CollaborativeProblemSolving

Students at all four schools engage in collaborative problem solving. Learning to work well with others, to recognize the value of other students’ ideas, and to see how their own thinking plays off of others are important to their future success as citizens and workers.

IDENTITIES

MakersandInnovators Bedford graduates create original and interpreted works that show care and craftsmanship. They apply design principles to solve problems, and they bring their unique individual perspec-tives to their products and solutions.

StewardsoftheEnvironment Bedford graduates are responsible caretakers of the environ-ment. They make choices that help sustain our natural re-sources and protect our ecosystems.

EthicalandEngagedCitizens Bedford graduates take ownership of their words and actions toward others and make ethical decisions. They are informed and active participants in our democracy.

CollaboratorsandCommunicators Bedford graduates share their ideas clearly and listen actively to others. They work effectively with others to merge thoughts, opinions, and solutions in order to achieve the best outcomes.


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ParentSupportandCommunityConnections

The Bedford Public Schools bene ited greatly from parents who volunteered their time and talent to advance the mission of the public schools. Organizations like SEPAC (Special Education Parents Advisory Council) gave valuable feedback. The Bedford Educator Foundation and each of the school- based parent organizations (BEST, MSPA, and BHSPA) all provided funding for various

SKILLS

Globally‐Committed

Bedford graduates recognize the connection between themselves and an in-creasingly interdependent world. They are mindful of the effects their actions have on the global community, and they strive to improve life for all.

EmotionallyIntelligent

Bedford graduates respect the mental and physical well-being of themselves and others. They have a lexible frame of mind for coping with setbacks and changes in their lives.

Knowledgeable Bedford graduates read actively and purposefully. They have strong founda-tional knowledge in the humanities, STEM subjects, health and wellness, and the arts. They ind resources and build knowledge in subjects of importance in their lives.

AnalyticalandCreative

Bedford graduates probe beneath the surface for explanations of social and natural phenomena, and they strive to understand the complex patterns and systems of which they are parts. They generate logical and persuasive argu-ments, as well as imaginative narratives and solutions.

QUALITIES

Curious Bedford graduates actively inquire about the world around them and the people they encounter. They seek out diverse ideas and life experiences.

Tenacious Bedford graduates apply persistent effort to solve problems and overcome challenges. They evaluate and make plans to improve their performance and see these adjustments as op-portunities to learn.

Empathetic Bedford graduates seek to understand other people’s back-grounds, perspectives, and needs. They feel the emotions of others and see issues from different points of view.

EquitableandJust Bedford graduates go beyond simply respecting differences; they are agents of change in their encounters with injustice.


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projects, with the school-based groups also celebrating teachers by providing food at various events. POMS (Patrons of Music) provided funding and facilitated private music lessons. The BAA (Bedford Athletic Association) raised funds for sports, and the PDC (Parents Diversity Council) initiated bridge- building activities for families across race and geography. A few examples of outstanding support this year include: BEST’s buying books for students’ summer reading at Davis and Lane; MSPA paying for our afterschool homework club, academic planners and speakers around key issues such as mental health and responsible technology use; and BHSPA sponsoring contactless water dispensers and supporting Challenge Success at the high school. A few examples of BEF’s generous funding include a weather station at Davis, iPads for art at Lane, a Girls STEM Club project at JGMS, and a Fab Lab Maker Space at BHS. CollaborativeProblemSolving

Students at all four schools engage in collaborative problem solving. Learning to work well with others, to recognize the value of other students’ ideas, and to see how their own thinking plays off of others are important to their future success as citizens and workers.

AuthenticLearning

Activities and experiences both within the classroom and beyond provide students with opportunities to connect their learning to, or derive their learning from, the real world. This includes ield trips to museums, overseas travel, History Day research assignments, World Language festivals, math or engineering problems to solve, the 5th Grade Invention Convention (cancelled this year due to school closure), and visiting authors, to name a few examples.


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BHSsciencestudentsvisittherainforestinEcuador

LabworkatBHS

StudentsinourLaneSchoolSAILprogramexploreanambulance


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ShawsheenValleyTechnicalHighSchool

The Shawsheen Valley Regional Vocational Technical School District (SVTHSD) is pleased to submit its 2020 Annual Report to the citizens of Bedford, Billerica, Burlington, Tewksbury, and Wilmington. Located on Cook Street in Billerica next to the towns of Burlington and Wilmington, the school celebrated its 50 anniversary this year, perpetuating the highest quality in vocational technical education to area youth and residents. The representatives of the 10-member Regional School Committee that governs the District are: Nancy Asbedian, Treasurer and Glen McIntyre from Bedford; Ronald Fusco, Vice Chair and Taryn Gillis, Secretary from Billerica; Paul V. Gedick and Kent Moffatt, from Burlington; Patricia W. Meuse, Chair, and Lisa Gallagher, from Tewksbury; and James M. Gillis and Robert G. Peterson, from Wilmington. We would like to thank Paula McShane Lambert of Billerica and Robert Gallagher of Burlington for their years of service to the Shawsheen School Committee as neither sought re-election in 2020. Bradford Jackson began his tenure as Superintendent/Director of the District in July of 2020. Shawsheen Valley Technical High School (SVTHS) is one of twenty-six (26) regional vocational technical school districts in Massachusetts. One thousand three hundred and eight (1,308) high school students were reported to the Department of Elementary and Secondary education (DESE) in SVTHS’s high school foundation enrollment in October of 2020, and more than 400 adults participated in the school’s various adult and continuing education courses. The SVTHS faculty is an exceptional group of talented academic and vocational-technical

educators who are highly quali ied to teach in their respective disciplines and occupational areas. SVTHS employs one hundred forty-four (144) full-time teachers as well as fourteen (14) paraprofessionals. Of those full-time teachers, ten (10) are department chairs and eighteen (18) are lead teachers. All SVTHS teachers exhibit the character, health, personality, and professional competency worthy of serving the needs of District students. Post‐Secondary Preparedness & StudentAchievements:Post‐Secondary&Pathway Information. In June of 2020, SVTHS graduated 330 seniors. Sixty-four percent (64%) of the graduates planned to attend a two- or four-year college or other post-secondary schooling in the fall. Thirty-three percent (33%) of the graduates intended to continue working in their trade or another pathway, and three percent (3%) of graduating seniors planned to enlist in the military. ScholarshipsandAwardsOne hundred thirty-six (136) scholarships were distributed to seventy- ive (75) students in the Class of 2020 totaling $125,350. Twenty-one (21) members of the Class of 2020 were members of the National Honor Society (NHS) and the National Vocational Technical Honor Society. CooperativeEducationProgramAt the conclusion of the 2020 school year, sixty-four percent (64%) of eligible seniors participated in the district’s Cooperative Education Program (Co-Op). Students were employed in positions related to their chapter 74 vocational-technical programs by 186 local employers.


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StudentMentalHealthandWellnessAt SVTHS we recognize the importance of supporting students’ mental health needs. In 2019, we deepened our commitment to this belief by adding a School Adjustment Counselor position to our staff. In 2020, we have further increased supports with the addition of a second School Psychologist position and a second School Nurse (RN) position. MCAS Achievement & Student GrowthPercentileDue to the COVID-19 pandemic, MCAS was cancelled for all students in March and May of 2020. Those students are slated to take the exam in May of 2021. HighSchoolCompletionThe high school completion portion of the accountability report consists of three measures: the four-year cohort graduation rate; extended engagement rate; and dropout rate. SVTHS continued to exhibit some of the highest four-year cohort graduation rates and extended engagement rates in the Commonwealth. The Department of Elementary and Secondary Education factors in 2019 as the most recent year for the four-year cohort graduation rate and 2018 as the most recent year for the extended engagement rate as follows: Four-year cohort graduation rate: 97.6%; Extended engagement rate: 99.1% SVTHS continued to exhibit one of the lowest dropout rates in the Commonwealth. The Department of Elementary and Secondary Education factors in 2019 as the most recent year for the annual dropout rate as follows: Annual dropout rate: 0.3%.

ConcurrentEnrollmentSVTHS further expanded student access to concurrent enrollment courses at the start of the 2020-2021 school year with the addition of an American Government course, offered alongside the English Composition I and Statistics courses that were already being offered. Students enrolled in those courses are able to earn college credit from Middlesex Community College before they graduate from high school and those credits can be transferred to other institutions, depending on where students choose to enroll in post-secondary study. AdamsScholarShortly after recognizing the superior performance of Shawsheen’s sophomores, the Department of Elementary and Secondary Education lauded the school’s senior class by naming eighty-four (84) recipients of the John and Abigail Adams Scholarship Award. SupportServicesThe SVTHS Support Services Department services one of the largest populations of students with disabilities in vocational education within Massachusetts, approximately 380 students comprising nearly thirty percent (30%) of our student body. The most frequently occurring area of need is in the category of Speci ic Learning Disability, indicating that a history of academic dif iculty existed prior to students’ arrival at Shawsheen. Nevertheless, SVTHS has a strong graduation rate of students with disabilities with one hundred percent (100%) of seniors graduating in June, 2020. This compares to a state average of approximately 73% percent for students with disabilities.


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In the fall of 2020, Shawsheen was approved to be a school-wide Title 1 school. All students, including students with disabilities, have the opportunity to receive targeted instruction and intervention in core subject areas. This year, ninety-four percent (94%) of freshman students with disabilities passed their 9th grade classes. For upperclassmen in grades 11 and 12, ifty-four percent (54%) of students with disabilities completed advanced courses. All students with disabilities in the class of 2021 have met graduation competency in Math and English as outlined by the state. These results occurred due to a full team-effort on the part of Academic, Vocational/Technical, and Support Services staff to address the needs of our population of students with disabilities. Students who initially experience dif iculty passing one or more of the MCAS exams eventually attain graduation status through the district’s MCAS remediation programs and re-taking the examination. Students with disabilities continue to have full access and participation in cooperative education, as well as all extra-curricular activities such as sports teams, SkillsUSA, and after school clubs. Parents of special education students at SVTHS are highly involved in the IEP Team process, with parent attendance at IEP team meetings approaching one-hundred percent (100%). Every effort is made to accommodate parent requests for IEP Team meeting dates to ensure their participation. Prior to the IEP Team meeting, parents are forwarded forms which request their input for current concerns regarding their student’s educational progress. Responses are documented in the IEP and an IEP proposal is created at the team meeting so parents can fully participate in the IEP development and understand all the elements of the IEP.

Educational Technology DepartmentThe Educational Technology Department focuses on operational functions to build ef iciencies throughout the school and digital learning to ensure students and staff build competencies with digital skills necessary for college and career and instructional strategies for remote/digital learning. Requests from both academic and vocational teachers for student devices continues to grow. A multi-year technology plan for computers/laptops was developed for both the academic and vocational areas. Additional laptops were purchased to supplement the existing students’ devices already deployed and ensure all students have access to remote learning devices both in school and at home. Vocational areas continue to receive devices and specialized software necessary to support the curriculum. The Ed Tech Department ensures new and existing programs are single sign-on and directly connected with ASPEN, the primary hub for all data low. This process enables users to access multiple systems and resources used throughout the district with one primary login. Automated communication connections between academic and administrative data systems allow currency in like data ields. Students, teachers, and administrators continue to develop competencies in the use of technology. Shawsheen is a Microsoft Of ice 365 district, and this resource has ensured a secured remote learning environment for students and teachers. Classes are taught through Microsoft Teams, and teachers are becoming luid in using this invaluable resource. Microsoft LIVE Events are being used extensively in connecting with future and incoming students and parents.


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CommunityEngagement The Adult Evening School offered a wide variety of vocational/technical courses for adults interested in expanding their knowledge and skills for the 21st century workplace. Our adult education programs and workforce development training programs are designed to help develop job training skills and enhance the quality of life for residents in our communities. In addition to our technical licensing, manufacturing, vocational/technical, and occupational courses offered during two semesters from September to June, the community education program offers a wide variety of enrichment classes. These classes include business and computer applications, culinary arts, practical home repair, photography, and metal working, to name a few. Interested residents should contact the Director of Community Services & Post-Secondary Programs for information and/or a brochure. MassHire and Workforce DevelopmentTraining Shawsheen Valley Technical High School continues to explore and expand its collaboration with our local workforce and career development agencies to support the statewide initiatives to fuel job growth and address employer demand for talent, and to continue to strengthen the Massachusetts economy. This past year, Shawsheen Tech’s Adult Evening School provided its second innovative Advanced Manufacturing Training Program in the ield of welding, for unemployed and underemployed adults as a response to an emerging skill gap challenge identi ied in the district’s regional labor market blueprint. Programs will continue during this current school year, including training programs in Electronics and other sectors of advanced manufacturing.

BillericaHouseofCorrection.Shawsheen Valley Technical High School continues to collaborate with the Middlesex Sherriff’s Of ice (MSO) and the Billerica House of Correction (BHOC), through the Director of Community Services & Post-Secondary Programs. With the established Culinary Arts program, we are always looking to explore and expand our educational partnerships to incarcerated participants and returning citizens to assist in providing technical training and skill development. SchoolofPracticalNursing.The Shawsheen Valley School of Practical Nursing graduated 32 students in June, 2020. Over 877 graduates have entered the workforce as Licensed Practical Nurses since the program graduated its irst class in 1995. Seventeen students answered the Governor’s plea for entering the work force as a inal term student. All seventeen students who began work have passed NCLEX and are licensed as LPN's. Residents interested in applying are urged to contact the Coordinator of the School of Practical Nursing, by viewing our website at www.shawsheenpracticalnursing.com. Summer at Shawsheen.SVTHS hosted its 5th annual “Summer at Shawsheen” Program despite being forced to pivot from in-person activities to online offerings due to the Covid-19 pandemic. This program provided 61 students in our member towns with a variety of summer learning opportunities through ive different remote offerings. The program plans to return to in-person offerings for the summer of 2021 including sports-based clinics, STEM-based classes, vocational-technical courses, academic and test-prep classes, and enrichment courses for students entering grades 5-12. Individuals seeking summer program


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information should contact the Summer Programming Coordinator. ProjectExploreNearly 450 middle-school students from the District signed up to participate in after-school career awareness activities during the 2020 winter semester. While the program was cut short in March, many students still had the opportunity to experience what career and technical education can offer them. Project Explore is a free, quality after-school program offered to7th grade students who reside in the Shawsheen Valley Technical High School District. It provides a great opportunity for students to visit the school and explore 6 of our 22 different vocational-technical shops, offered over a three-week period. For registration materials or general information, interested residents should contact the Director of Community Services and Post-Secondary Programs. Aquatics and Swim Program. In early 2020, our newly renovated Kenneth L. Buffum Pool had continued programs such as family swim, lap swim, water aerobics, and swim lessons. The new touch pad timing system and score board have enhanced the facility immensely. As the global pandemic has slowed down our programs, the facility has been cleaned, disinfected, and is adhering to all state and local guidelines in hopes to open for Co-Ed Shawsheen swim season. Individuals seeking swim program information should contact the Aquatics Director. AthleticsAthletic Achievements. Student athletes experienced impressive success during the COVID 19- in luenced athletic year which cancelled the Spring 2020 season and limited the Fall 2020 season. Athletic highlights from

the 2020 calendar year include CAC League Championships in Wrestling, Boys Hockey, Basketball, Cheering and Golf. State Vocational Championships were earned by Boys and Girls Swimming, Wrestling and Basketball Cheering. The Boys Swim team broke a school record in the 200 Freestyle Relay. Individual honors included three wrestlers earning Division I State Championships for Austin Dube (120 lbs.), Frank Foti (126 lbs) and Aidan Lef ler (182 lbs.). Boys soccer coach Tom Severo reached a career milestone earning his 400th victory as a varsity soccer coach (Boys and Girls Combined). Vocational/TechnicalProgramsConstruction Cluster Carpentry, Electricity, HVAC-R, Masonry and Plumbing. School year 2020 for the ive construction programs – Carpentry, Electricity, HVAC-R, Masonry and Plumbing – continued to provide valuable services and viable opportunities for students to perfect their competencies through community and in-house district projects. These projects provide experience collaborating in reaching a common goal while achieving mastery of both practical and cognitive skills found within their Career Vocational Technical Education (CVTE) frameworks. These projects also prepare students to become economically productive by incorporating cutting-edge knowledge and technology within their occupational careers. The Construction cluster completed many projects throughout the ive towns, as well as numerous projects within the school building, which include: The Carpentry, Electrical and Plumbing programs completed the construction of a single-family dwelling in Tewksbury for Tewksbury Habitat Build, a local non-pro it organization. The Carpentry program completed the


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construction of two (2) 10’X12’ storage sheds for the Billerica Housing Authority and the Masonry department completed a concrete pad as well. The Carpentry program completed the design, fabrication, and installation of new cabinetry in the school committee conference room. The Carpentry program worked in collaboration with the Design & Visual Communications and Metal Fabrication/Joining Technologies programs on the creation and installation of numerous holiday themed decorations for the Stone Zoo’s annual ZooLights Winter Wonderland. In addition to their involvement in our community-based projects, the Carpentry, Plumbing, Masonry and Electricity programs assisted the Shawsheen Valley Technical High School’s maintenance department with various repairs and installations within the school. The Masonry program completed the design and installation of a new patio area located outside the student cafeteria. AdvanceManufacturingClusterElectronics/Engineering Technology. The rebranding of the Chapter 74 Electronics/EngineeringTechnology program continues to go well despite challenges the school faced as we navigate this pandemic. Over the summer we received $200,000 in grant monies to purchase equipment, instruments, tools, and curriculum that will provide our students with a state-of-the-art, pre-engineering and engineering education. We have added rapid prototyping capabilities, an industrial plastics injection molding/applied thermal science center, a materials engineering trainer, structural engineering trainer, applied mechanics trainer, pneumatic/hydraulic simulators/emulators, 3D printers, LASER cutter/engraver, manual mill/router, CNC mill/router, and collaborative robot programming.

In addition, 20 new industrial computers have been ordered to work with this equipment and instrumentation. Drafting. Over the past year we put the inishing touches on the remodel work in the Drafting shop from the competitive Capital Skills Grant of $125,000 that was awarded with matching school funds of $80,000. These funds were used to renovate the shop and to supply advanced technology to implement curriculum and provide a modern, healthy classroom and shop environment conducive to industry standards. In-house and community service projects included a school-wide project to design a door lock to be used in the event of a school lock-down with the parts manufactured internally by our Machine Technology shop. We continue to create evacuation plans for the Billerica Housing Authority as well as the Middlesex House of Correction and Jail and in-house evacuation plans for Shawsheen Tech’s academic classrooms. Machine Tool Technology/Advanced Manufacturing Technology.Students continue industry recognized certi ications that include the National Institute of Metalworking Skills (NIMS), Occupational Safety and Health Administration OSHA-10, and Manufacturing Advancement Center Workforce Innovation Collaborative (MACWIC) Levels 1 & 2 Certi ications. Collaboration with Engineering designing and creating injection molds and blanks for the blow molding machine. ServicesClusterAutomotive Collision Repair and Re inishing.Estimating the damage to repairing various types of vehicles engages in both the related classroom and to hands-on shop competencies. TheI-Car curriculum has been a wonderful addition to the program, providing recognition requirements and system enhancements to meet the rapidly changing needs of the industry. At the end of


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the year the unlimited live, online, and virtual training was essential while the school was fully remote. Automotive Technology. An educational trip to the World of Wheels provided opportunities for students to learn about new trends in the Automotive ield. Students continue to participate in Automotive Service Excellence (ASE) exams for the ASE entry-level certi ication program. Local businesses provided donations and valuable resources in the completion of the 1968 Ford F100 restoration project. Other highlights include: New state-of-the-art/Industry standard Hunter Road Force Elite Tire Balancer; Students now have online access to the Modern Automotive Technology 9th editiontextbook for greater accessibility during remote learning; Upperclassmen continue to work on faculty and customer vehicles to replicate real-world working conditions; Auto Tech Juniors work towards obtaining an OSHA 10-hour card before co-op employment; Upperclassmen working on 1927 Ford Roadster Hot Rod donated to program; New individual hand tool kits for Freshman/Sophomore programs; New fully furnished Matco tool carts for the Junior/Senior programs; 2019 Chevrolet Silverado diesel pickup truck donation from Mass Bay Community College/General Motors; New Autel diagnostic scan tool for diagnosing electrical/drivability concerns. Culinary Arts/Hospitality Management.Delicious meals continue to be prepared and offered to Shawsheen staff by this extraordinary program. For close to thirty years the Rams Dining Room has provided a variety of quality homemade affordable meals

and recipes for the community while offering student-centered involvement within a dynamic work environment. This Hospitality approach descends a deeper knowledge through active exploration of actual challenges while serving the public. The food truck is another opportunity for students to embrace actual work-based activities while serving our communities at Farmers’ Markets and special town events which has received accolades from all that were served. Metal Fabrication & Joining Technologies.Students at all levels engage in the creation of metal structures by cutting, bending, and assembling their projects. With various raw materials, students have designed and built numerous projects for the community and the district. Projects included structures and decorations for the Stone Zoo’s annual ZooLights Winter Wonderland, railings for the new cafeteria patio, and multiple repairs to several equipment parts. Fabrication, layout, and welding competencies enhance these real-world experiences that have led to more students participating in our cooperative education program. Arts, Communication and TechnologyClusterDesign and Visual Communications. The program placed twenty graduates into two- and four-year post-secondary trade related Art & Design schools. Five Design and Visual Communications students successfully completed the very intensive dual enrollment program at Montserrat college of Art earning three college credits, one of which was the valedictorian of the class of 2020. Students continued to master their skills by participating in many community-based projects such as the Stoneham ZooLights holiday project. Upon graduation, the Management & Entrepreneurship initiative


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continues to expand and offer self-employment opportunities to students who do not wish to go onto post-secondary Art & Design schools. Due to the COVID-19 pandemic, SkillsUSA competitions and AP Drawing and 2D Design courses were postponed.GraphicCommunications.Project-based learning is a major component of this program where the inquiry-based approach to learning happens daily. The growth of the program has been modernized with new equipment for embroidery, screen printing, and sublimation printing. The program received a second Tajima embroidery machine and a Rolls Roller application table. With this equipment students learn on the latest technology while gaining essential skills by creating promotional items that can be utilized by the school and the district. With the updated equipment the Graphics program continues to assist the school store with decorated Shawsheen Tech apparel. Information Support Services and Networking/Programming and Web Development. Hands-on, industry-driven training skills provide opportunities for students to obtain industry recognized certi ications. Twenty-one of last year's seniors received TestOut PC Pro certi ications. The programming portion of the shop integrates via video game development where students have professional accounts for Unity 3D and learned the interface while coding in C+ to create cutting edge games. Dual enrollment opportunities and scholarship opportunities are offered to all students in this shop to achieve college credit from Becker College while attending Shawsheen. The program purchased 55” gaming desks and headphones from Perkins V funds to enhance the gaming curriculum. Business Technology/Marketing. The students continue to earn several Microsoft Of ice certi ications. Students

are also earning certi ications in QuickBooks, Financial Literacy and Google Advertising with an introduction to Salesforce. Additionally, one student competed in Microsoft’s National Competition last year. Our program has also introduced a new learning platform, G-Metrix, which can help students earn industry recognized certi ications at a faster pace with higher score results. LifeScienceClusterCosmetology. With recommendations from the craft advisory board, the Cosmetology shop, through the capital budget process and Perkins funds, purchased and installed six new student workstations that are portable for a versatile instructional work area. All fourteen senior Cosmetology students graduated with a Massachusetts Class 1 Cosmetology license by the end of 2020. Nine students were successfully placed in the cooperative education program, being employed in salons throughout the ive different communities. Most of the students in all grade levels received the Covid-19 Barbicide certi icates and Milady Infection Control certi icates. Dental Assisting.The program had 11 of the 14 senior students working on co-op in dental of ices in our local communities. Four students competed in dental assisting at the SkillsUSA District competition which was held at Shawsheen Valley Technical High School. Some of the students have successfully passed the DANB National Certi ications in RHS (Radiation Health and Safety) and ICE (Infection Control Exams). Many have become licensed as Dental Assistants, RDA - Registered Dental Assistants for the State of Massachusetts. Medical Assisting. The Medical Assisting Program is accredited by, and af iliated with,


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the AMT (American Medical Technologists). All senior students have the opportunity to gain clinical experience through our Cooperative Education Program or externship at Lahey Hospital and Medical Center in Burlington. Through collaboration with our very active Advisory Board and their recommendations, the program purchased a vision Screening Machine to keep our equipment current. The curriculum is also reviewed so that it stays state-of-the-art and meets the needs of the current job market and potential employers. Health Assisting. With the demand for multi-skilled healthcare workers, SVTHS enrolls twenty-six students annually that are immersed into a vigorous curriculum culminating in a Massachusetts Department of Public Health certi ication as a nurse assistant. Curriculum in the principles of Patient-Centered Care enables students to care for patients in the acute care setting during their senior year. With the COVID-19 pandemic being introduced to America in the spring, many of the students participating in the Cooperative Education program (21 out of 25 seniors) continued to work in rehabilitation, long term care centers, and in assisted living homes. MiscellaneousCapital Budget / Perkins V Grant / Workforce Capital Skills Grant. The Carl D. Perkins Career and Technical Education Grant (Perkins IV) is a principle source of federal funding to states and discretionary grantees for the improvement of secondary and postsecondary career and technical education programs. SVTHS received a $200,000 Workforce Skills Capital Grant award to upgrade and expand the Electronics/Engineering Technology program that includes the study of mechatronics and

automation, leading to a new Industry 4.0 Certi ication credential. An industry-standard learning space for high school students and adult learners will include state-of-the-art Festo learning systems and courseware necessary for Level 1 Industry 4.0 Certi ication. SkillsUSA This is a national non-pro it organization preparing students for careers in trade, technology, and skilled-service occupations. In a nonconventional school year, because of the Coronavirus Disease (COVID-19), on Friday, March 13, 2020, SVTHS continued with its tradition of preparing and competing in the SkillsUSA District Competition. Annually this event is held at Greater Lowell Regional Technical High School, with the hopes of qualifying for the State Competition held each April. With pending uncertainty and the onset of the COVID-19 pandemic, Shawsheen pivoted their approach and worked collaboratively and creatively to provide an opportunity for students to compete and participate by transforming the gymnasium into an organized conference space for the 171 students to test their knowledge and have the opportunity to compete. While state of icials said the students did not need to be in of icial dress, the students voted to come prepared and each student came in of icial SkillsUSA attire. At the end of the day, Shawsheen brought home a total of 101 medals, including 40 gold medals, 34 silver medals and 28 bronze medals! Robotics Club. Students engaged in VEX Robotics Competitions, presented by the Robotics Education & Competition Foundation. SVTHS has three student teams that are tasked with designing and building a robot to compete against other high school teams. During these


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competitions, students are given the opportunity to apply their new-found STEM skills in an enthralling game-based engineering challenge. All three Shawsheen teams had great showings: on January 4th at the Taking the New Year’s Tower competition held at Quinsigamond Community College (QCC); on January 25th at the Tower Takeover contest held at North Andover High School; and at their last competition of the year, held on February 1st at QCC, with all three teams just outside the qualifying window. e-Sports. eSports (a.k.a. electronic sports, e-sports, or eSports) is a form of competitive sports using video games. Shawsheen is in its third year of having Massachusetts-recognized varsity level eSports teams. SVTHS eSports has two organized teams that compete with other high schools in individual and multiplayer video game competitions. Shawsheen also has an elite eSports lab with twenty- ive gaming machines powered with Nvidia 1080 gaming cards, 27-inch high-de inition gaming monitors, Corsair mice and gaming headphones. SVTHS has formed partnerships with MindTrek, Gamer Sensei and PlayVs. A

recent Shawsheen graduate is currently attending Becker College on scholarship because of eSports and is enrolled in the eSports management program. ConclusionandAcknowledgement The SVTHS Committee, staff, and students gratefully appreciate the support that they receive from the residents of the ive-member District. The SVTHS family especially acknowledges the continued inancial support of the local town managers, inance committees, and town meetings, who collectively ensure and perpetuate the highest quality in vocational/technical training opportunities for area youth. The District is grateful for the signi icant contributions provided by SVTHS staff and employees and acknowledges the many contributions of the SVTHS staff who retired during 2020. Those retirees are: Theresa Bradley, Paraprofessional; Terry Doherty, Plumbing Instructor; Richard Galante, ISSN/Programming & Web Instructor; Patricia Healey, Librarian; Karen Massahos, Business Information Services Instructor; Virginia Mooney, English Instructor; and Nancy Simm, Support Services Instructor.


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Bedford Free Public Library

RichardCallaghan,LibraryDirector PURPOSE The Bedford Free Public Library is open 69 hours a week, 7 days a week (except Sundays in the summer). At least one professional Librarian, who holds a Master’s degree, is available every hour the Library is open. Free programs, story-times for children, and activities for all ages are held year-round. Wireless Internet access is always available. The Library offers desktop computers, laptops, and Chromebooks. Patrons may print from the desktops or use the wireless printing service from home or within the library. Our virtual branch is always open and can be accessed through our website, www.bedfordlibrary.net, or the MLN Mobile app for phones and tablets. Patrons can connect to their individual accounts, the Minuteman Library Network Catalog, popular databases, and multiple digital and downloadable resources 24 hours a day, 7 days a week. LibraryMissionandPurposeStatement The Bedford Free Public Library provides free and open access to information, knowledge, and the pursuit of ideas in an environment that is comfortable and welcoming to patrons of all ages, abilities, and cultures within and beyond its walls. EMPLOYEESTATISTICS Full-Time: 10 Part-Time: 33 Staff Bedford resident Robert Prescott became our new Building and Systems Superintendent on July 1, 2019. In September, the Library hired a Page who is a current student at the Nashoba Learning Group in Bedford and who was a former library volunteer. NLG’s mission is to enable

individuals with autism to function independently. Partnering with NLG has been an all-around success! Staff worked from home from March 12th to June 8th. Many staff members used the opportunity to learn the new skills necessary to produce virtual programs and strengthen old ones by taking online classes offered by the Minuteman Library Network, the Massachusetts Library System, and other professional associations. LibraryStatistics

FY20HIGHLIGHTSBuilding Our Building and Systems Superintendent was busy all year keeping the 20-year-old HVAC system running. The air conditioning unit in the Teen Room leaked and soaked the rugs on his very irst day. The overall A/C system had the unfortunate habit of shutting off on the weekend and not re-starting without a great deal of coaxing. The Town hired an outside contractor, Trane, to make repairs costing $7,600 that were beyond the capabilities of the Facilities Department in the summer of 2019.

Residents with Library Cards 10,412 Circulation, Including Digital Content 254,109 Items Borrowed from other Libraries 32,291 Items Loaned to other Libraries 25,132 Library Services and Attendance Reference Questions Answered 10,286 Library Programs Offered 427 Program Attendees 11,764

TotalAttendance 142,134

Circulation


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The Town engaged Northeast Engineering and Commissioning Services to explore the possibilities of repairing or replacing the current HVAC system. The inal report recommended replacing the aging system and a Capital Article (Bond Authorization) requesting funding was prepared for the Annual Town Meeting which was scheduled for March 2020. Due to the impact of (COVID-19) pandemic, this article was among the many that were postponed for some as yet unknown future Town Meeting. The Facilities Department replaced 14 broken and lickering light ixtures in the ceilings of the Reference and the Teen Rooms. The new ixtures are all LEDs that will save energy and

last longer than the old incandescent lighting. The new ixtures provide wonderful illumination for both spaces. Custodial staff did extensive cleaning and painting while the building was closed to the public. CollectionsandServices The Library of Things continues to be a very popular collection and this year we added a coffee urn, laminator, label maker, moisture meter, and two small activity parachutes for children’s games. The Children’s Department added a collection of Wonderbooks which are print books with a ready-to-play audiobook inside. Bedford High School yearbooks from 1958 to the present are available to view and download thanks to the Digital Commonwealth, which is hosted at the Boston Public Library. The Library offers excellent sources of information freely available online to everyone with a Library card. Our databases provide patrons with superb information on business, inance and investing, health and wellness,

genealogy, history, and biography. Students can access multiple encyclopedias. In addition to current periodicals and newspapers, there are collections of historic newspapers and historical documents. Consumer Reports, Lynda.com, and the Mango Language Learning program are just a few examples of popular databases that the Library offers. Our digital collections continue to expand to meet increased patron demand for free eBooks, audiobooks, digital magazines, music, movies, and television series via dedicated apps or the Library’s website. Interest in these collections and their use soared during the spring of 2020 when most residents were following the Stay-at-Home Advisory issued by Governor Baker. Patrons were delighted to discover that many popular vendors, like Hoopla, Kanopy, and Mango, provided additional free content to all Library card holders while most residents were con ined to their homes. Not surprisingly, our online library card registrations grew rapidly in March, April, May, and June. Staff was always available via email to help patrons navigate registration and the use of the digital collections. A limited number of staff was allowed to return to the building in early June. The Circulation Department, led by Jennifer Dalrymple, began working through a backlog of over 5,000 returned items that needed to be checked in. The Library, still with a limited number of staff allowed in the building at any one time, began offering contact-free curbside pickup of library materials on June 23, 2020, and by June 30, we checked out over 2,000 items and illed more than 1,500 holds for our patrons. Programs Our 2019 Summer Reading Program for Children was a success! There were 515 children registered for the new Read & Bead format. 3,135 attendees enjoyed 62 summer events including Stories on the Lawn, the third


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annual Egg Drop, Dinoman Space, and varied activities including our irst ever Touch-a-Truck Day and a lively End-of-Summer Bash with popsicles and entertainment by the Toe Jam Puppet Band. The Summer Reading Programs for Adults and Teens were popular as well. There were 110 adults and 62 teens who submitted reading logs and book reviews throughout the summer. The Library hosted monthly book discussions, cooking programs, needlecraft programs, weekly movie nights, regular meetings of the Genealogy Club, Book-a-Librarian classes, a concert by local a cappella musicians Peking and the Mystics, and a special screening of “Alice’s Ordinary People” which recounted the story of Alice Tregay’s career as a Civil Rights activist. Filmmaker Craig Dudnick joined us for a lively discussion about his ilm. Teens met every Wednesday afternoon during the school year and enjoyed a wide variety of programming designed speci ically for them by Teen Librarian Pam Aghababian. Children and their caregivers attended age-appropriate activities, including traditional story times, bilingual story times led by Chinese-speaking staff, a costume ball for preschoolers, and music with Sarah Gardner. The Homeschool Book Club, Move and Groove, and the always popular Lego Challenge sessions for school-aged children kept young minds engaged and little bodies busy. All ages enjoyed celebrating Chinese New Year (the Year of the Rat) in January. Patrons were looking forward to the 10th Annual Peeps Diorama Contest when the library closed in March because of the COVID-19 pandemic. Our Teen Librarian Pam Aghababian saved the day by moving the contest entirely online, which brought great delight to all those who participated, who

voted, and who simply enjoyed viewing the creative efforts of their friends and neighbors. Ms. Aghababian wasn’t the only staffer who quickly pivoted to online programs for our patrons during the Stay-at-Home period from March to June. Children’s Librarians Bethany Klem and Elaine Garnache continued to delight children with story times, poems, Home School Book Club Meetings, and other fun activities, including a virtual visit with our resident turtle Murphy! Pam Aghababian created regular virtual book chats for teens and adults and Rand Hall brought the Genealogy Club meetings online as well. The Bedford Stories Project focused on recording interviews with the recipients of the Bedford Citizen of the Year award, which has been a Bedford Tradition since 1979. Resident Leslie Wittman conducted and recorded the interviews on behalf of the Library. The recordings are hosted by SoundCloud and can be accessed on the Library's website. LibraryTrustees The FY2021 Trustees were Dennis Ahern, Rachel Field, Elizabeth Hacala (Chair), Abigail Hafer, Alma Hart, Michael Pulizzi, and Robin Grace Silbert. Ms. Field and Ms. Silbert were re-elected to three years terms in March 2020. Trustees Rachel Field, Elizabeth Hacala, and Michael Pulizzi managed the Library Corporation. The Bedford Free Public Library Corporation supports the Library through gifts and bequests. The Corporation was founded in 1876 to create the irst public library in Bedford. In FY2021, the Corporation paid for lighting improvements in the Reference Room. Throughout the years, the Corporation’s support has allowed the Library to provide services and support professional development that could not be accommodated by the Town Meeting–approved budget. In the past year, the Corporation provided the funds for the ongoing website maintenance, professional


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memberships in the American Library Association, the Public Library Association, the New England Library Association, and the Massachusetts Library Association, and inanced staff attendance at the New England

Library Annual Conference in Connecticut and Director Richard Callaghan’s attendance at the 2020 Public Library Association Conference in Nashville. FriendsoftheBedfordFreePublicLibrary Using monies raised through membership fees and the sale of used books, the hardworking Friends generously supplied the Library with funding for new iPads in the Children’s Room; programs for children, teens, and adults; prizes for summer reading; museum passes; public performance movie licenses; television series on DVD; the BookPage monthly subscription; posters and bookmarks; refreshments at Library programs; and new items for the Library of Things collection. The Friends Of icers were: Bonnie Kelly and Susan Rogalski, Co-Presidents; Renee O'Donnell and Margaret Jackson, Co-Vice-Presidents; Sheila Albrecht, Secretary; and Joel Shwimer, Treasurer. LibraryVolunteers The Library enjoyed the invaluable assistance of adult and teen volunteers, who contributed 491 service hours from July 2019 until the Library was closed in March 2020 due to the pandemic. Volunteers helped by calling patrons about reserves, re-shelving Library materials, contributing to special projects, and performing routine of ice tasks. The FY2021 Adult Library Volunteers were Amanda Bell, Kyra Bemis, Anne Dawson, Bruce Dawson, Joung Goulet, Jan Shepard, Blanche Wentworth, Sue Wieczorek, Jason Xu, and Linda Young. A special thanks to: Elaine Yang, an AARP-

trained tax specialist, who assisted residents with tax preparation from February through March. The members of the Bedford Garden Club, who once again volunteered their time, energy, and resources for the beauti ication of Library grounds. The Daniel R. Nickerson Foundation for its continued support of our special collection on learning and developmental disabilities and programs related to these topics. Andrew Zuckerman Memorial Collection for funds to manage and maintain the Library beehive. ArtsSteeringCommittee In FY2021 the Arts Steering Committee members were Jean Hammond, Astrid Reischwitz, and Carol Rissman. The committee usually mounts six exhibits per year. The Local Talent exhibit, a juried show of works by the members of the Bedford Arts and Crafts Society, was hung on the morning of March 12, 2020. Unfortunately, the Library was closed on that very evening because of the pandemic. When staff was inally allowed to return to the building, Reference Librarian Jess Dyment photographed the entire show and uploaded it to our website enabling the public to view and enjoy the exhibit. The Community Art Wall, opposite the Children’s Room, is used for small exhibits of work by emerging artists, art students, and others who may not have enough work for a full show. The Library Director handles the bookings for this space and usually mounts three shows per year. FY21PROJECTIONS Staff will review what, if any, innovative services developed during the time of the pandemic should be retained and incorporated into traditional library services. Staff will continue to expand programming for adults and develop collections and initiatives to meet the needs of our diverse and growing community.


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Specialists will continue to enhance the existing collections and programming for children and teens. Children’s Librarians Elaine Garnache and Jessica Dyment will do a Diversity Audit of the materials in the Children’s Room. The Building and Systems Superintendent will oversee the replacement of the Library’s aging internal wireless system to ensure that patrons have robust access to WiFi throughout the entire building. The 20-year-old carpet in the book stacks and mezzanine will be replaced. Funding for this project was approved at the 2019 Annual Town Meeting. Modern foot traf ic sensors will be installed at the three public entrances to the building to gauge patron visits to the Library. The Director will investigate the possibility

of installing security cameras at key locations to locations to enhance the safety and security of patrons and staff.

The Library will refresh the aging LCD projector and A/V equipment available to the public who reserve the Meeting Room.



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Cultural and Historical Activities

CulturalCouncil

BarbaraPurchia,Chair PURPOSEThe Bedford Cultural Council (BCC) is a state-funded, Select Board-appointed volunteer committee whose mission is to support community-based cultural projects in the Arts, Sciences and Humanities. The Massachusetts Cultural Council (MCC) provides annual fund allocation to 329 Local Cultural Councils (LCC) serving all 351 cities and towns in the Commonwealth. The State legislature provides annual appropriation to the Massachusetts Cultural Council, a state agency, which then allocates funds to each community. FY20HIGHLIGHTSMCC state-funding allocated $5,700 to BCC, a $700-increase from FY19. The Town allocated $4,600 toward the total funds-to-grant pool. Thirty-one grants were awarded totaling over $11,500 to 28 organizations and individuals. Due to the Covid-19 situation, several grantees were unable to start or complete their projects. During these challenging times the Bedford Cultural Council is supporting our grant recipients by reviewing and approving grant modi ications and date extension requests for those recipients who need additional time to complete their projects. It is anticipated that more than 50% of the applicants will be able to complete or partially complete their projects this year. Funds from any projects who have not requested an extension or are not completed in FY20 will be used for the FY21 grant cycle. BCC is a member of the Bedford Arts and Culture Working Group promoting Town cultural events, collaborating on new projects that promote Arts and Culture, and working to obtain a Cultural District designation from the Massachusetts Cultural Council. FY21PROJECTIONS: Due to the delay in the Massachusetts Legislature budget-building process, the Massachusetts Cultural Council will delay the Local Cultural Council grant cycle timeline by one month. If there is no budget in place by November, the MCC may have to make further adjustments to the LCC grant cycle timeline. The following is the adjusted Grant Cycle: The Bedford Cultural Council will seek grant applications from October 1, 2020 through November 16, 2020. Applications are submitted electronically and will be reviewed in December. Award noti ication letters will be sent in February. Any cultural project that meets MCC and BCC guidelines and is completed between July 1, 2020 and December 31, 2021 is eligible for a FY21 grant. Bedford funding priorities, local guidelines, information and forms are available online at www.mass-culture.org/Bedford. Contact [email protected] with any questions. Find us on Facebook at www.facebook.com/bedfordculturalcouncil. The Bedford Cultural Council (BCC) is a state-funded, Select Board-appointed

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FY20 Grant Recipients:

ApplicantName Project Amount Bedford Arts and Crafts Soci-ety

Series of Artist Demos and Workshops $600

Bedford Center for the Arts A Conversation with Greg Marinovich $100 Bedford Destination Imagina-tion

Teaching Teamwork and Creativity through the Art of Improv

$400

Bedford Embraces Diversity Martin Luther King Jr. Day Community Break-fast

$1,000

Bedford Farmers 4-H Club Honey Bee Observation Hive $1,100 Bedford Garden Club Strength Training for Gardeners $100 Bedford Garden Club Lyme Disease and other Tick Borne problems $100 Bedford Historical Society Community Lecture Series $600 Bedford Patrons of Music Students

Portable Display Board for Music & Theatre Events

$350

Bedford POMS Music Salon/Open House $150 Bethany Klem Tanglewood Marionettes $300 Betsy Wilson Mirrors, Windows, and Sliding Doors $500

Concord Chorus Concerts 2020 $100 Davis Bates Sea Songs and Stories: A Performance for Sen-

iors $200

Discovery Museum Free Friday Night Fun $100 Eileen Herman-Haase Dancing Through the Decades 'Celebrating the

50s' $250

Emily Wheet Nashoba Learning Group Extended Day Enrich-ment Program

$200

Jason Peledge Exploring Our Past $500 Jillian Butler BHS Live $460 Kammerwerke Double Wind Quintet

Kammerwerke Double Wind Quintet Concerts (3)

$900

Kammerwerke Double Wind Quintet

Production of Videos of Kammerwerke Concert Performance

$200

Katie Duval Podcasting at Bedford TV $600 Leslie Wittman Bedford Memories 2 $800 Patric Barbieri Adaptive Music Class $250 Roger Tincknell Island Vacation $200 Rotary Club of Bedford Present to the Plant: Composting at Breakfast

with Santa $200

Sharon Healey Field trip to Chip In Farm for Preschoolers $250 Silver-Ebony-Ivory Trio Silver-Ebony-Ivory Trio Ragtime Concert $300 Teresa Silver Davis Valentine Night Out $200 The Bedford Citizen The 2020 Voter Guide to Town Elections and

Town Meeting $500

The Concord Orchestra Young Artist Concert: The Concord Orchestra $100



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CulturalCouncil

FY21PROJECTIONS Due to the delay in the Massachusetts Legislature budget-building process, the Massachusetts Cultural Council will delay the Local Cultural Council grant cycle timeline by one month. If there is no budget in place by November, the MCC may have to make further adjustments to the LCC grant cycle timeline. The following is the adjusted Grant Cycle: The Bedford Cultural Council will seek grant applications from October 1, 2020 through November 16, 2020. Applications are submitted electronically and will be reviewed in December. Award noti ication letters will be sent in February. Any cultural project that meets MCC and BCC guidelines and is completed between July 1, 2020 and December 31, 2021 is eligible for a FY21 grant. Bedford funding priorities, local guidelines, information and forms are available online at www.mass-culture.org/Bedford. Contact [email protected] with any questions. Find us on Facebook at www.facebook.com/bedfordculturalcouncil.

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HistoricDistrictCommission

WilliamMoonan,ChairPURPOSE The Bedford Historic District Commission (HDC) was established in 1964 by a Town Meeting vote and rati ied by the Massachusetts Legislature via the Acts of 1964 as amended as the guardian of the Bedford Historic District. As stated in the Commission’s enabling Act, the purpose of the Commission is “the preservation and protection of buildings, places and districts of historic signi icance, [to be accomplished] through the maintenance of said buildings, places and districts as sites and landmarks compatible with the historical tradition of Bedford.” A copy of these Acts, with more detailed information about how the Commission works, is available at the Code Enforcement Of ice at Town Hall. The Historic District runs west along The Great Road, from the Bacon Road/Hillside Avenue intersection, around the Town Common, and then to the intersection of North Road and Carlisle Road. A detailed map is also available at the Code Enforcement Of ice. The HDC members are appointed by the Select Board for a three (3) year term. There are ive (5) full members and two (2) alternates. The alternate members are encouraged to attend all meetings, participate, and be ready to step in as a voting member as needed. The Commission meets the irst Wednesday of each month (more often as needed to help an applicant) for business meetings and public hearings, and follows the Open Meeting Laws. The Acts mandate that the Commission consist of a member of the Historical Society or Historical Preservation Commission, an architect or person in the building trade, and a resident of the Historic District. The rest are Town residents who have an interest and/or

background in historic preservation. FY20HIGHLIGHTS Every year sees a wide range of applications. Fiscal Year 2020 saw approvals for commercial signage, landscaping, windows, and other architectural features within the Historic District. The second half of the Fiscal Year was drastically affected by the Covid-19 pandemic, as all meetings came to a halt in mid-March. Applications were put on hold as residents remained under quarantine. At the end of the Fiscal Year, the Commission held its irst ever virtual meeting via the Zoom online platform. It was a learning experience for all involved, from staff to Commission members to applicants, but the transition has been smooth and has allowed applications to be heard in a safe and timely manner. FY21Projections The Commission does not have any particular projections for the coming year, but it will, as always, continue to ensure the preservation of historic houses and buildings in the District, including overseeing the changing of signs, windows, additions, and landscaping. The Commission welcomes the public’s participation at all meetings, and has been grateful to see many interested Townspeople attend this past year.


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HistoricPreservationCommission

JohnLinz,ChairPURPOSEThe purposes of the Historic Preservation Commission (HPC) are preservation, protection, development and management of Bedford's historical, archaeological and cultural assets. Like other local historical commissions throughout Massachusetts, Bedford's HPC undertakes historic preservation planning; inventories the town's historic properties; prepares National Register of Historic Places nominations; applies for Survey and Planning grants from the Mass. Historical Commission (MHC); participates in the Mass. Preservation Projects Fund (MPPF) program to preserve municipal properties; comments on state or federal projects that may affect historical or archaeological resources; advises the Select Board and town boards; provides oversight for the town’s Job Lane historical museum; administers the provisions of Bedford's Demolition Delay bylaw; and engages in various activities to educate the public about the town's historic resources. FY20HIGHLIGHTSOur FY20 highlights are much reduced from past years due to the town’s shutdown response to the COVID-19 virus. There was little HPC activity between March and the end to the iscal year in June. Preservation of Historic Buildings:ColonelTimothy Jones house (231 Concord Road): In its denial of our earlier application for designation of a Concord Road Historic District, the Massachusetts Historic Commission (MHC) determined that the only building within the proposed district that has retained its architectural integrity and would be eligible for National Register status as an individual building would be the Colonel Timothy Jones

house. Follow up efforts have prepared and submitted application documents for National Register status for this building. We are awaiting a decision from the MHC. Michael Bacon House (229 Old BillericaRoad): This house was built circa 1671 and is the oldest surviving house in Bedford. The HPC and the owner had been exploring the possibility of the town’s purchase of a preservation restriction on the property. This restriction would be made part of the deed and would add speci ic restrictions on the future development of the house, intended to preserve its historical character. These discussions are continuing with the heirs of this property.

PublicHearings:DemolitionDelays:The HPC is responsible for administering the town's Demolition Delay bylaw for all properties built before January 1, 1943, or built at an unknown date. If such a structure is proposed for demolition, the application comes before the HPC for review. HPC then determines whether the property has historic signi icance and designates it as either Signi icant or Not Signi icant. If Signi icant, HPC then holds a public hearing to determine whether the property is to be Preferably Preserved. If so, HPC may then impose a demolition delay of up to eighteen months. The delay provides time for the Commission and the applicant to ind agreement on the appearance of the “preferably preserved” replacement structure; the demolition delay can be removed when an agreement is reached. This year, six (6) properties were acted on by the HPC under the terms of the Demolition Delay bylaw: 52 South Road Signi icant, Preferably

Preserved - Demolition delay expired


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11 Summer Street Not Historically Signi icant

330 South Road Signi icant, Preferably Preserved - Demolition delay expired

61 South Road Signi icant, Preferably Preserved - Partial demolition allowed

11 Bacon Road Signi icant, Preferably Preserved

32 Page Road Not Historically Signi icant

MUNICIPAL PROPERTIES: In line with the HPC’s purpose, the Commission actively supports the preservation, protection, development, and management of Bedford’s historical, archaeological, and cultural assets OLDBURIALGROUND–The HPC works closely with the DPW to oversee and monitor the upkeep and maintenance of the Old Burial Ground. HPC members make regular visits to the old cemetery to determine if there are any issues that need attention. These issues are brought to the attention of the DPW for repair. SHAWSHEEN CEMETERY‐ The HPC also worked closely with the DPW in overseeing and monitoring the continuation of The Shawsheen Cemetery Preservation Plan, as submitted to the Massachusetts Historical Commission. Most of the work of the Plan has been completed, although work on the Memorial Gates at the main entrance remains to be done. DEPOTPARK–The ongoing historic restoration of the Passenger Depot was previously completed. The decking, steps, and handrails around the Freight House Welcome Center were replaced before they became a safety hazard. This was completed using funds available through the Community Preservation Committee (CPC). JOB LANE FARM MUSEUM‐ The HPC has oversight responsibility for management of the

town-owned Job Lane property at 295 North Road. Working through the Friends of the Job Lane House, house tours as well special programs take place throughout the summer and fall. The HPC also coordinates its activities with the Bedford Dept. of Public Works, Facilities Department, and Friends of the Job Lane House under a Memorandum of Understanding (MOU) that outlines respective responsibilities among those organizations. The museum continued its twice a month opening for tours and special programs throughout the summer and fall of 2019. The house and barn were closed for the winter following the last program in October. The Board continued meeting through the winter, planning a robust schedule of events for summer 2020. But this all came to a halt when COVID-19 forced a halt to all our normal public activity. Because of this, and with uncertainty as to when conditions would become normal, the Friends’ Board of Directors voted to suspend our public events for the remainder of the year. While our public gatherings were suspended, maintenance and upgrade projects continued. The Bedford Garden Club has been active maintaining the Dutton herb garden, the seasonal lowers around the house, and a new native plant garden along the fence bordering the parking lot. The gardens have attracted visitors walking about the grounds as a break from their pandemic con inements. In addition, some needed maintenance projects have been planned for completion this spring & summer. DPW upgraded a house entrance by replacing a high 2 step entry with an easier and safer 3 step entry. This involved repurposing some old granite curbing for the additional step. In addition, Facilities planned for and are completing two needed maintenance projects – complete the shingling of the barn roof, and the re-glazing & painting of the windows on the house.


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HPCPROJECTS:HistoricHousePlaques - HPC continues its historic house plaque program. Owners of historic properties are encouraged to display plaques mounted on the building facade showing its date of construction and, if desired, its historic name. Applications are obtained from the HPC or the Town Manager's of ice. After con irmation of the proposed date and wording by HPC, the owners can then order the plaques. Members of the HPC have been represented on theTown Museum study Committee,the Community Preservation Committee, the Fawn Lake Study Committee, and theCultural District.They have given a report of the progress and process of each of these groups at each monthly meeting. FY21PROJECTIONSMany of the above activities are projected to continue into FY21. No major new initiatives are planned at the present time.

JOBLANEFARMMUSEUM


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TownHistorian

SharonMcDonald,TownHistorian PURPOSE The Town Historian is a source of information whenever questions arise about the life, families, buildings and events in Bedford from before the incorporation in 1729 to the present. She not only answers speci ic questions, but also responds to requests for speaking engagements, newspaper articles, genealogical data, and source material for scholars. She proactively does research and makes opportunities for sharing Bedford’s rich history. FY20HIGHLIGHTS My book “Bedford History for Kids,” was published in March in cooperation with the Bedford Historical Society. Seeking to be an active resource to the Bedford schools, I visited all of the third grade classes to talk about Native American history in their homeland that became Bedford. My Plan is to talk to third graders in May about the Bedford Flag had to be cancelled. Through Zoom, I was able to visit a irst grade class to talk about what it was like writing and publishing my book.

On Bedford Day I shared a booth with the Bedford Historical Society, meeting many townspeople. The Bedford Minuteman Company invited me to deliver the 2020 Pole Capping address, but alas, it could not be held due to COVID-19. I spoke about Bedford’s seventeenth century Wilson Mill for a Trails Committee hike. About a dozen walkers joined me at the mill site. My talk was taped by Bedford TV. The BedfordCitizeneditors asked me to write three articles for their BedfordGuide, a booklet mailed to every household in town. In addition, several of my articles were published in TheBedfordCitizen online newspaper. FY21PROJECTIONS One of my most delightful tasks is to research genealogy and history questions for both Bedford residents and out-of-towners. I look forward to many this year. I will be a resource to more classes in the Bedford Schools and to local homeschoolers. Although “A Cast of Characters,” my April program for the Historical Society had to be postponed, it is rescheduled for this year, probably live via Zoom. I take such pride in being Bedford’s Town Historian. Our history is fascinating!


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ArborResourcesCommittee

JacquelineStellerEdwards,ChairPURPOSE Arbor Resource Committee’s (BARC) purpose is to enhance the quality of life in Bedford by assisting in protecting, preserving, developing and managing the arbor resources on publicly-owned lands in such a way as to promote a diverse, healthy and sustainable urban forest and by encouraging similar preservation and development of arbor resources on private lands. FY20HIGHLIGHTSTown and Community Tree Projects andIssues The Town had a full docket of development projects this year, much of it involving tree issues to a greater or lesser extent. Consequently, a signi icant portion of BARC's activity involved discussions, site visits and meetings regarding these projects, some including substantial community input. Arbor-related issues that came before BARC this year included the JGMS addition and parking lot redesign; sidewalk at Pine Hill Road; Lane School ADA-compliant path to Rail Trail; Pine Hill Crossing development; Davis School project tree planting plan; Great Road Master Plan inclusion of bike lanes; Shawsheen Cemetery expansion; infrastructure for a Sustainable Bedford; private development involving removal of town trees; health of Town Common trees. CommitteeStatusThe recently adopted Tree Policy includes broad citizen input into the Tree Hearing review process with two newly-adopted meetings, both held during a regular meeting of BARC and adjudicated by the Tree Warden. This year, meetings about the JG Middle School parking lot were excellent examples of

discussions between community and staff addressing mutual needs. Having been incorporated into the structure of town policy and process, BARC worked with the Charter and Bylaw Review Committee to re ine its Charter with the intent of proposing the Select Board change the committee status from adhoc to standing.

MethaneGasLeaks A new project was generated after separately receiving input from two community groups on the damage methane gas leaks cause to trees and the threat the weakened and dying trees pose to people, property and the climate. The Bedford Hanscom Girl Scout Troop 85197 presented their impressive proposed Silver Award project to locate methane leaks in town and a follow-up of the results, both required components of their project. A link to those results –where they found leaks – is on BARC’s town webpage. Mothers Out Front brought BARC to a zoom webinar by regional experts and community leaders about methane leaks. That presentation included a practical focus on meters that gauge leaks and demonstrated how proving methane killed a tree by measuring an associated methane leak could generate inancial compensation from National Grid.

ArborDayActivities The Mass. Department of Conservation and Recreation recognized Bedford's 20th year as a Tree City. BARC/DPW Arbor Day Talks were an established, well-received Friday evening, but the committee wanted the 2020 celebration accessible to those unable to attend an evening event. Planned was a slow-paced, guided. Tree Identi ication Walk in the spring to explore the native ecosystem and learn how to identify trees by characteristics such as leaf shape and bark. Fortunately, a walk in the fall to gauge interest was held before Covid-19 pandemic


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ArborResourcesCommittee

restrictions canceled the spring Arbor Day walk. Co-sponsored with the Sudbury Valley Trustees, which jointly protects certain lands in Bedford, the Fall Tree ID Walk through the Minnie Reid Conservation Area was co-guided by a representative each of SVT and BARC and demonstrated an ample and enthusiastic audience exists in town for such small-group, educational hikes. Unfortunately, Bedford's other traditional Arbor Day activities – the DPW tree planting and Arbor month educational display in the window in the Public Library – were also cancelled due to the pandemic. (almost)FreeTreeProject The (almost) Free Tree Project, a public-private partnership between BARC, DPW and the community, is a very popular initiative to replenish street tree canopy at minimal cost to the town. Residents water newly-planted street trees provided and planted by the town, saving the town's limited resources to do so. CommunityEducation BARC continued to update our recommended tree list in response to climate change, contributed occasional articles to the Bedford

Citizen about tree pleasures, care and concerns and began a major update of our web presence on the town website, with considerable assistance from Town staff. FY21PROJECTIONS BARC will continue research on climate change’s effects on arbor resources in our region and will suggest updates to town practices accordingly. The committee will continue to identify signi icant public trees, such as memorial trees, and, ultimately, will submit some to the Select Board for of icial recognition. BARC looks forward to discussions about our committee status. The committee anticipates participating in site visits and reviews, meetings and hearings about public and private development projects and celebrating Arbor Day in a more traditional and expansive way.

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Other Citizen Committees

BedfordHousingAuthority

JanePuffer,ChairPURPOSEBedford Housing Authority (BHA) is a real estate service organization providing affordable housing for people of low and moderate income through direct housing in government owned developments. The Bedford Housing Authority is an independent and quasi-municipal agency, charged by statute with providing safe and affordable housing for eligible persons. It is a public body, politic and corporate, duly organized and existing pursuant to Massachusetts General Laws, Chapter 121B, and Section 3. The BHA administers 100 housing units, including 80 units of Chapter 667 Elderly/Handicapped housing at Ashby Place, 12 units of Chapter 200 Veterans/Family housing on Elm Street, and an eight unit property on Railroad Avenue, which is overseen by the Department of Mental Health. In addition, the Authority also subsidizes 19 units for low-income voucher holders at Bedford Village and administers a contract for 6 rental assistance vouchers within the community. BHA properties are managed and maintained by the Bedford Housing Authority, with an Executive Director, Administrative Assistant, and a two person maintenance staff. Funding for maintenance and capital improvements is sourced through property operations, state public housing appropriations, local HOME funds and other sources as needed. The Board of Commissioners of the Authority is the policy-making body of the agency and is legally responsible for the overall operation of the Authority. The Board of Commissioners are: Jane Puffer, Chair; Lewis Putney, Vice‐Chair; William S. Moonan, Treasurer; Lauren

Crews, Member; and Ellis Kriesberg, Member. The Executive Director, along with Authority staff, manages the day-to-day operations of the Authority. There are two full-time and two part-time employees. The board meets on the second Tuesday of each month at 7:00 using the online application, GoToMeeting. Special meetings are held when necessary.FY20HIGHLIGHTSAshbyPlace,Elderly/HandicappedHousing As of September 2020, there were 1094 applications on ile for elderly/handicapped housing at Ashby Place. In FY 2020, there were nine (9) vacancies illed, 6 of which were local residents and 3 veterans. Veterans receive irst preference and are placed irst on the waiting list and Bedford residents receive a local preference and are placed before out-of-town applicants. Currently, 1% of total assets are calculated in with other sources of income for rent calculation purposes. There is no asset limit for applicants of Chapter 667 housing; however, applicants must meet the annual income limits of $56,800 for one occupant and $64,900 for two occupants. This year the average rent received in this program is $423 per month, which includes utilities and is based on 30% of the tenant's net monthly income. Laundry facilities, a Community Building with central cooling and heating, and meeting room space are available for tenant use. GreaterBostonFoodBankThe Council on Aging (COA) has collaborated with Bedford Housing Authority (BHA) and the Greater Boston Food Bank (GBFB) since August 2018 in providing on-site and/or emergency food at no cost to individuals who qualify. Food is delivered to the BHA Community Room every 3rd Thursday of the month.


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Volunteers set up and distribute the food to Town residents who qualify. The program has been a great success thanks to the hard work, coordination and organization of Alison Cservenschi, Director of the Council on Aging and Danika Castle, Social Worker. There are currently over 40 residents enrolled in the program. Community Building & Building C RoofProjectThis project was awarded to MJS Construction, Inc. of Wake ield, MA at a total development cost of $99,000. The project began in April 2018 and was completed in May 2020. The project consisted of replacing the windows and doors to the community building, replacing the roof and the roof on Building C and adding a canopy over the laundry room door. This project is being funded with Operating reserves, HOME funds and State allocated funds. ElmStreet,FamilyHousingAs of September 2020, there were 3,077 applicants on our Family waiting list. In FY 2020, there were 2 vacancies. Veteran’s receive irst preference and are placed irst on the waiting list and Bedford residents receive a local preference and are placed before out-of-town applicants. Family housing tenants pay 27% of their net income toward rent. There is no asset limit for applicants of Chapter 200 housing; however, applicants must meet the annual income limits of $64,900 for two (2) occupants, $73,000 for three (3) occupants and $81,100 for four (4) occupants. In FY202120, the average rent received in this program was $542 per month. The tenants pay for all of the utilities except water and are given a heat allowance as a deduction from their rent. LifeManagementPilotProgramThe Life Management Pilot Program is

providing life management skills training and support through a contracted social service provider, Community Teamwork, Inc., in order to ”guide affordable housing residents toward increased employment and economic independence” using assessment, speci ic goal setting and inancial incentives. The initiative is designed to provide a continuum of services that integrates the components of many existing federal and state agency programs to ensure families are connected to all of the resources necessary to stabilize their living situation and improve their quality of life.” Community Teamwork, Inc. meets with each participating family one on one on a weekly basis. In addition, monthly programs are also provided, i.e. Financial Education, Runway to Savings and Budgeting. As of the end of June, 2020, 13 affordable housing families who are residents of, or hold a Massachusetts Rental Voucher (MRVP) through Bedford Housing Authority are currently enrolled and participating in the program. 20RailroadAve.This project was built through the State-assisted Chapter 689 Program for special needs populations and is staffed by the Department of Mental Health. The project has two units, each with four bedrooms to assist eight individuals. The project was initially occupied in 1993. Special services include 24-hour professional management staff, central air conditioning, location adjacent to a conservation area, and proximity within walking distance to local stores. Applications and tenancy for Railroad Avenue units are administered by the Department of Mental Health. The BHA completes capital improvements and provides operating maintenance on the property.


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LandscapingTrimmed back 3 trees leaning over property. Removed 7 trees, ground stumps and replace grass. FY21PROJECTIONS The BHA’s goals moving forward are: AshbyPlace:Building A & F roofs, gutters and downspout replacements

Replace bathroom exhaust fans in all units ElmStreet:Replacement basement steps RailroadAveA/C condenser replacement (2) Continue to preserve affordable housing for a more diversi ied group and to maintain affordability.


JamesShea,Chair The Community Media Committee serves Bedford’s cable television subscribers by monitoring the operation of the two licensed operators, Comcast and Verizon, and our Public, Educational and Governmental (PEG) access channel contractor, Bedford Community Access Television, Inc. (BCAT) for compliance with their respective licenses and agreements. Also, the committee makes recommendations to the Select Board about the licensing and operation of cable television in Bedford. Members are Ralph Hammond (clerk), Stephen Kerwin, Ying MacDonald and James Shea (chair). The committee met ive times until the pandemic caused additional meetings to be placed on hold. Bedford had a total of 4,208 cable television subscribers as of December 31, 2019. This igure represents a decrease of 193 subscribers

year over year. KEYACTIVITIESANDACCOMPLISHMENTS The committee accomplished three important

projects during the year: renewal of Verizon’s cable television license, a draft Request for Proposals (RFP) to hire a contractor to operate the Town’s cable TV access channels, and a proposed FY 2021 cable television budget for Town Meeting. The ive-year Renewal License that the Select Board granted to Verizon in October was the culmination of over two years of work by the committee. Subscribers gave us helpful guidance through a direct-mail, town-wide survey. Residents indicated general satisfaction with the technical quality, system reliability and customer service provided by the cable companies, but price sensitivity remains an overriding concern expressed by most respondents. Notable features of the Verizon Renewal License include an option for the Town to receive a high de inition access channel; and for Bedford’s cable-related capital expenses, the company will pay $112,500 plus .3% of gross annual revenue to the Town. The committee recommended that the PEG access support surcharge on subscriber bills remain at the prevailing 3.5%.


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The Town Manager exercised an option to increase the surcharge to 4.25% for both Comcast and Verizon subscribers. Our three-year contract with BCAT Inc. was set to expire on June 30. The committee took a fresh look at the existing contract and the previous RFP to recommend improvements that will be bene icial to both the subscribers and our municipality. The dollar amount award of the contract’s irst year is proposed to be $200,000. The draft RFP was conveyed to the Select Board in January with the expectation that the procurement process would begin soon afterward—but the pandemic has caused the RFP’s advertisement to be delayed. We understand that the Select Board granted a six-month contract extension to BCAT Inc. effective on July 1, and that the RFP is to be advertised in the fall. The committee developed a recommended FY2021 cable television budget in the amount of $282,500. All of this money would be used to support the Town’s cable TV access channels. This is a budget increase of 18.7%. Two main drivers for the increase are $22,500 for possible capital equipment purchasing and a $25,000 loan to the PEG access contractor under a future agreement. The Finance Committee and Select Board voted to support the proposed budget. The spending article did not come up for Annual Town Meeting to consider in FY2020 because the meeting was postponed to July. CABLETELEVISIONFINANCESThe Town receives revenue from Comcast and Verizon through multiple surcharges that the companies place on subscriber bills. This revenue is intended to support the Town’s cable-related needs such as operation of the

three Comcast and Verizon PEG access channels, Facilities Department expenses for the Old Town Hall studio and of ice space, the cable-related share of a town-wide communications network, and license renewal expenses. This money is held in a cable television special revenue account. Expenditures from this account are authorized through Town Meeting vote. At the close of FY 2020, the account had a cash balance of $298,121. FY2020Revenue: Comcast quarterly support $93,828 Verizon quarterly support $109,170 Verizon capital funding $27,071 Comcast annual license fee $985 Verizon annual license fee $1,119 BCAT FY 2020 budget surplus $3,541 Total revenue $235,714 FY2020Expenses:Cable television PEG access services $199,548 Studio building expenses $35,000 Total expenses $234,548 FUTUREOUTLOOKANDACTIVITIESThe committee plans to develop a proposed FY 2022 cable television budget for consideration by the Finance Committee and Select Board in early 2021. Any Select Board discussions about possibly relocating the Town’s cable television access facility from the Old Town Hall to another site will be followed with interest. The committee can offer valuable input on the design and cost of a new facility. The committee will continue to monitor the Town’s cable TV revenues and disbursements and the performance of the licensed cable operators and the PEG access company. Annual Performance Evaluation Hearings with these three companies normally occur in May.


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CommunityPreservationCommittee

ChristinaWilgren,ChairPURPOSEThe Community Preservation Act (CPA) allows any city or town in Massachusetts to adopt a property tax surcharge of up to 3% and to use these revenues and state matching funds for open space, historic preservation, affordable housing, and recreation. Bedford voted to accept the CPA surcharge in 2001, and it went into effect in FY02. A Community Preservation Committee (CPC) was formed to study and recommend how Bedford’s CPA revenues should be spent. Twice each year the CPC reviews and updates the Community Preservation Program and Plan. Presentations are heard on the progress of plans in each of the targeted Community Preservation areas. Proposals are solicited and received, using a well-de ined process that allows the committee to hear in-depth presentations from proponents of the various projects. Based on the information gathered during this process, the committee votes on preliminary recommendations for CPA spending and distributes a draft Community Preservation Program and Plan, incorporating the preliminary recommendations. A public hearing is held to review the draft Program and Plan and recommendations. In response to comments received at the public hearing, the Committee revises and submits the inal recommendations to Town Meeting for approval. Only Town Meeting-approved recommendations are funded. Members of the committee are appointed by the Select Board. During FY2021, the committee consisted of Bedford’s Community Preservation Program and Plan contains an update on previously funded projects and future funding recommendations. It can be

reviewed at Town Hall, The Bedford Free Public Library and the Town’s CPC website page, http://www.bedfordma.gov/community-preservation-committee. The webpage includes instructions on how to submit a CPC funding proposal. Members of the Community Preservation Committee are pleased to help the Town carry out its long-standing intent of acting to preserve and enhance our town character. FY20HIGHLIGHTSAnnualTownMeetingMarch25&26,2019 At the spring 2019 Annual Town Meeting, the following Community Preservation amendment to the FY19 expenditures was approved: Bedford Housing Authority Life Management Program from FY19 funds - $17,459 FY19 funds in order to synchronize the Life Management Program’s billing cycle with Bedford’s iscal billing cycle. At the Spring 2019 Annual Town Meeting, the following Community Preservation FY2021 expenditures were approved: Administrative Costs - $10,000 Affordable Housing Consultant - $35,000 Bond Payment for Town Center - $157,650 Bond Payment for the 350A Concord Road - $407,463 Bond Payment for the Town Hall MEP Project - $100,300 Bond Payment for Liljegren Way Field - $123,500 Bond Payment for Bedford Village - $192,090 Fawn Lake Dredging and Dam Replacement - $35,000 Bedford Housing Authority Life Management Program - $34,919 Lantern Lane Pedestrian Bridge - $165,280


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CommunityPreservationCommittee

Page Field Rehabilitation - $138,364 Old Town Hall Renovations and Rehabilitation from the Historic Properties Preservation fund - $285,000 Great Room Renovation - $120,000 First Floor Renovation - $165,000 A bond authorization was approved from Community Preservation Funds for the Fawn Lake Dredging and Dam Replacement project - $1,800,000 The following additional Community Preservation FY2021 expenditure amendment was approved: Amended the Community Preservation appropriations vote taken under 18 at the 2017 Special Town Meeting – Community Preservation Land Acquisition Fund Amendment, by amending the real property speci ied for acquisition in said Article 18 of the 2017 Special Town Meeting so as to add Parcel 161 on Assessors Map 63, located at 76 Loomis Street consisting of 0.46acres +/-. Special Fall Town Meeting November 4,2019Fall 2019 Special Town Meeting voted to continue the 3% Community Preservation Fund surcharge into FY21 (July 1, 2020 – June 30, 2021). The following additional Community Preservation FY2021 expenditure amendment was approved: Amended the Community Preservation appropriations vote taken under Article 9—Land Acquisition Fund at the 2019 Annual

Town Meeting, and Article 18—Community Preservation Land Acquisition Fund Amendment at the 2017 Special Town Meeting, by amending the real property speci ied for acquisition in said Article 9 of the 2019 Annual Town Meeting and Article 18 of the 2017 Special Town Meeting so as to add Parcel 23 on Assessors Map 29, located at 229 Old Billerica Road consisting of 0.92 acres +/-. FY21PROJECTIONSAnnual Town Meeting postponed from March 23, 2020 to July 11, 2020. Spring 2020 Annual Town Meeting held July 11, 2020 approved the following FY21 expenditures: Administrative - $10,000 Affordable Housing Consultant - $30,000 Bond Payment for Town Center - $131,950 Bond Payment for 350A Concord Road - $394,063 Bond Payment for Town Hall MEP Project - $98,600 Bond Payment for Liljegren Way/Mudge Way Athletic Fields - $120,500 Bond Payment for Bedford Village - $185,340 Bond Payment for Fawn Lake - $233,557 Bedford Housing Authority Life Management Program- $35,505 Articles being postponed inde initely Skate Park - $18,000 Hartwell Forest Boardwalk - $420,000 Old Town Hall Renovations and Rehabilitation Round Two - $159,550 Springs Brook Park Water Capital - $36,050 Town/School Grounds Rehabilitation (H Field) - $100,000


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DepotParkAdvisoryCommittee

JosephR.Piantedosi,Chair PURPOSEThe Depot Park Advisory Committee’s (DPAC) job is to oversee the operation and inances of the

Depot Park complex, seek funding sources for future improvements, and recommend policies for use of the Depot Park Revolving Fund and the rental and usage of the buildings. FY20HIGHLIGHTSThe committee worked closely with the Facilities Department to negotiate a lease termination agreement for the Colasanti Hair Salon that was going out of business due to the pandemic. The tenant is to pay a total settlement of $6,000 which includes back rent and O&M (operations and maintenance) charges that will also cover the period October 1 through mid-January 2021 along with electricity charges through October 30, 2020. The committee also worked with the Facilities Department to obtain a renewal of the Babe Ruth Baseball lease which is to expire on December 31, 2020. The committee is urging the Select Board to renew the leases for the second loor tenants which are to end on June 30, 2021, and to lease Unit 1 (the former Colasante Hair Salon) to a local barbershop, For the Boyz. The Friends of Bedford Depot Park received a private donation, reported last year, from the Bedford Frank W. Thompson Lodge for $6,300. These funds paid for a new park bench in the Freight House plaza along with two new bike racks and an interpretive sign for the historic steam locomotive water column foundation

adjacent to the railroad car. An historic switch stand from Bedford’s former railroad yard was also displayed adjacent to the sign. The committee implemented this project with the assistance of the Bedford Public Works Director. The committee hired an architect with privately donated funds to create a slide presentation showing the before and after results of removing the old VFW Building to create additional park space and provide an improved view of the historic Depot Building from Loomis Street. This was undertaken due to an offer by an anonymous donor of up to $50,000 for the proposed project. A number of smaller-scale improvement projects were completed including hiring a company that made major landscape improvements to the site which included removing the old broken split rail fence, clearing out the area behind the Freight House and along the bikeway, and trimming all of the shrubs in front of the Freight House and elsewhere on the grounds. The committee chair and Bill Deen from the Friends began work designing a mock-up of the original steam locomotive water column for public display. Depot Park’s revenues and operating expenses are transacted through a Revolving Account that is managed by the Facilities Director with input and oversight from the Committee. The account’s balance as of June 30, 2020, was $69,013 (a 26.5% increase). For FY2021, operating expenses totaled $24,124 (a 28.2% decrease) and revenues were $38,5989 (a 17.8% decrease) for a net gain of $14,475. The reduction in revenue and expenses were due to the COVID-19 pandemic. Rents were waived for two months and some services such as custodial labor were temporarily stopped while the Depot


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DepotParkAdvisoryCommittee


Building was closed. Rail Diesel Car 6211 was open to the public on weekends during the bikeway season when the Freight House was open. It is available for rent as a venue for meetings, events and festivities. A total of $288 in rental income was received during FY2021. Depot tenants as of June 30 are Babe Ruth Baseball, the Glass Cooperative, Scott’s Stone Carving Classes and Colasante Hair Salon. Under a non-exclusive license, the Friends of Bedford Depot Park continued to operate a welcome center and museum inside the Freight House, primarily on weekends during the bikeway season. Proceeds from the sale of snacks and beverages are donated to the Revolving Fund. During 2019, the Friends raised $2,022 to support the Depot Park complex. Due to the pandemic, the Freight House welcome center did not reopen in the spring. Restrooms at the rear of the Freight House were open last summer and fall as a courtesy to bikeway and Depot Park users, but did not

reopen in the spring due to the pandemic. The Friends of Bedford Depot Park conveyed a donation of $335.55 to open the restrooms on weekdays in November. This donation may reoccur annually to keep the restrooms open on weekdays earlier in the spring and later in the fall. This is the sixth year of this donation. FY21PROJECTIONSWe intend for Depot Park to be inancially self-supporting, well maintained and attractive, and enjoyable for the public. High priorities include: Installing a new interpretive steam

locomotive water column replica on the original water column foundation using funds from the Frank W. Thompson Lodge donation and the Revolving Fund.

Continuing discussions with the Select Board on the tenant leases that expire on June 30, 2021

Securing new contracts for snow removal and landscaping maintenance

Identifying site improvements and maintenance issues, including the decking around the Depot Building which is deteriorating and warping

ENERGYANDSUSTAINABILITYCOMMITTEE

EmilyPrince,chairPURPOSEThe Energy and Sustainability Committee (“ESC” or “Committee”) will proactively identify and advise the Select Board on policies and procedures to ef iciently and effectively manage municipal and school energy expenditures and reduce community greenhouse gas emissions.

The Committee shall: Compile and update data regarding energy

usage relative to the town’s 2009 energy baseline, developed as part of Bedford’s Green Community application develop and recommend updates to the energy policies relating to town and school buildings and other town assets make recommendations regarding energy conservation, energy ef iciency, energy procurement (town and community), greenhouse gas reduction,


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strategies, refer to the Bedford Net Zero Final Report. ESC and the Bedford chapter of Mothers Out Front co-hosted a public forum about the local impact of climate change in October 2019. The forum highlighted the state and local impact of climate change, as well as the municipal energy plan and vision for community resiliency in response to climate disasters. This served as an opportunity to increase community awareness of Bedford’s energy and sustainability initiatives. The Committee reviewed the 2018 Energy Policy and recommended updating it to re lect the Town’s commitment to 100 percent renewable energy for municipal buildings. ESC members met with senior citizens who may have fallen victim to predatory electricity providers. They helped senior citizens interpret their residential electricity bills and understand how to identify scams. The Committee collaborated with the Facilities Department at John Glenn Middle School to rollout a pilot program for food waste collection and composting. ESC submitted a letter in support of an Act for Utility Transition to Using Renewable Energy (FUTURE) to state legislators underscoring the importance of a statewide transition to clean renewable energy in order to mitigate the impact of climate change. ESC did not convene during the inal quarter of FY20 due to restrictions on gatherings as a result of the COVID-19 pandemic. The Committee received approval to meet remotely beginning in fall 2020. FY21PROJECTIONS

energy education programs, alternative energy opportunities, and other sustainability initiatives

Coordinate with town staff, consultants and other community members in the creation and implementation of a Net Zero plan, as may be established

Analyze and communicate how energy use and costs impact the town.

Educate and raise awareness among Bedford residents regarding energy ef iciency and greenhouse gas reduction

FY20HIGHLIGHTSThe Energy and Sustainability Committee continued to promote Bedford’s Community Choice Aggregation program which took effect in FY20. The electric rates for Bedford residents are locked in through December 2021. Committee members distributed information about the energy and cost savings of Community Choice Aggregation for Bedford residents, including the option of purchasing more renewable energy through the aggregation program. ESC, in collaboration with the Net Zero Advisory Council, completed the Net Zero feasibility study which was presented to the Select Board in October 2019. The Net Zero Advisory Council identi ied key strategies to signi icantly reduce carbon emissions from commercial, residential and municipal buildings. The strategies included (i) adopting a Building Energy Use Disclosure bylaw requiring commercial building owners to report their energy use to the Town, (ii) hiring a Sustainability Director, (iii) promoting participation in MassSave energy ef iciency programs, (iv) incentivizing energy ef iciency and solar through special permitting and (v) adopting a goal of net zero energy use for all new municipal building and renovation projects. For a detailed description of the


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In FY21, ESC will continue to promote the Town’s Community Choice Aggregation program. ESC will assist in negotiating a competitive contract to take effect upon expiration of the current Community Choice Aggregation contract. In accordance with the Net Zero plan, Bedford is committed to increasing the amount of additional renewable energy sources in subsequent contracts. ESC will assist with the implementation of Bedford’s Net Zero plan. Speci ically, the Committee will collaborate with the Director of Facilities, Select Board and Town Manager’s of ice to identify and prioritize strategies set forth in Peregrine Energy’s inal report.

ESC will continue to advocate for community composting, highlighting the associated cost savings in addition to the environmental bene its. The Committee will aid in the rollout of town-based composting and reduction of food waste in schools, when such programs can be adopted. ESC will continue to serve as a resource for community members interested in learning more about clean, renewable energy and sustainable practices. The ESC website will be periodically reviewed and updated to re lect information germane to this objective.

LandAcquisitionCommittee

DonaldCullis,Chair,AtLarge

PURPOSEThe Land Acquisition Committee is an ad hoc, volunteer committee appointed by the Select Board. Its purpose is to plan and carry out land acquisition projects for the preservation of natural resources, open space, and future municipal use within the Town, including recreational opportunities. The Committee researches open lands within the Town, contacts property owners, and recommends appraisals, acquisitions and other land protection options to the Select Board and/or Conservation Commission. The Committee is comprised of ive at-large citizen members, one member from the Conservation Commission, and one member from the Select Board. The Town’s Conservation Administrator assists the committee. Within its long-standing commitment to the preservation of natural resources and open

space, the Committee follows guiding principles set forth in the Town’s Open Space and Recreation Plans and Comprehensive Plan. These include the protection of wildlife habitat areas, development of public awareness regarding conservation and recreation areas, preservation of historic cultural properties and sites, preservation of large tracts of undeveloped land, and enhancement of recreational opportunities and trail interconnections. FY20HIGHLIGHTSIn FY2021, the Land Acquisition Committee continued to capitalize on our outreach efforts to the abutters of town properties for future easements or purchases. We’ve had a number of conversations with interested parties and added some of the parcels discussed to the towns list of pre-approved properties. This will give the town the option of potentially purchasing all or a portion of these properties from willing residents should the opportunity


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arise from further discussions. Further, the Committee worked to establish easement agreements for additional trails to improve connectivity through Bedford. FY21PROJECTIONSIn FY21, if the Committee continues to serve, we will continue reaching out to residents to discuss parcels and easements where residents

are willing and interested to negotiate with the town to enhance the available public space and town resources. The Land Acquisition Committee will continue to develop partnerships with other town committees and the Select Board to better understand and ful ill its charter goals and to anticipate future needs.

LandAcquisitionCommittee


ChristinaWilgren,Chair PURPOSEThe Bedford Municipal Affordable Housing Trust (BMAHT) works to create and preserve affordable housing for the bene it of low- and moderate-income households. BMAHT works cooperatively with the other Town boards and committees, state agencies, and local non-pro its. It is a joint committee composed of sev-en members appointed by the Select Board for two-year, staggered terms. The seven members include two Select Board members, the Town Manager, two members of the Bedford Housing Partnership, and two at-large members. The Trust meets as needed. FY20HIGHLIGHTSThe challenges of COVID-19 have highlighted myriad needs and vulnerabilities of people across the US, across Massachusetts and right here in Bedford. Initially due to an insuf icient number of committee members, the Trust was unable to meet as early during the pandemic as desired to respond to the emergency rental needs due to the loss of employment income. BMAHT offered the Initial Rental Assistance Program to provide security deposit and irst

month’s rent from HOME Funds. There was one Initial Rental Assistance recipient in FY2021 enabling a household to move into Bedford from another town in Massachusetts. In FY2021 there were pressing housing securi-ty problems which will continue for the fore-seeable future. The BMAHT is invested in pre-serving and creating numerous affordable units both rental and, especially, ownership. FY21PROJECTIONSBMAHT will restart the Small Grants Program in the fall to assist qualifying Bedford residents to make safety repairs and increase their secu-rity in their homes. The grant amount will be increased from $3,000 to $4,000 to re lect price increases in labor and materials. The Initial Rental Assistance Program will also continue to be offered using HOME Funds. The Emergency Rental Assistance Program (ERAP) will be created using $40,000 Bedford Municipal Affordable Housing Trust funds to help keep quali ied Bedford renters in need who have had their income cut due to COVID-19.


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Using the Select Board’s Housing Study, the Minuteman Advisory Group on Interlocal Co-ordination’s Healthy Aging Healthy Living March 2020 study, as well as best practices from around the Commonwealth and the coun-try, and assistance from the Regional Housing Services Of ice consultants and hopefully working across multiple committees to pre-vent the inertia of siloed information and per-spectives, we anticipate a more active FY21 in helping address affordable housing issues in

Bedford. An extra harsh economy created by the COVID-19 pandemic on top of existing in-tractable inancial opportunity differentials, an extraordinarily tight housing market due to a failure to create more housing, increasing pres-sure of Air B’n’Bs and other investment seekers beating out those in search of homes in which to live, are all exacerbating an already untena-ble situation for too many.

PatrioticHolidayCommittee

PaulPurchia,Chair PURPOSEThe Committee’s primary focus is planning town ceremonies for Memorial Day, Veterans Day, and other patriotic holidays and events with a focus on recognizing Veterans of the US Armed Services. The committee provides advice and recommendations to the Select Board concerning town-owned veterans’ memorials on the Town Common and Veterans Memorial Park, including any proposed changes and/or additions to these memorials. When appropriate, the committee also uses its best efforts to recognize and promote the contributions and sacri ices made by our Veterans. The Patriotic Holiday Committee consists of nine volunteer members appointed by the Select Board. Committee members are Jon O’Connor (American Legion liaison), Bobbie Ennis, Barbara Purchia, Al Fay, James Burton, John Cooper, Mike Rosenberg (committee liaison), Bill Linnehan (Bedford Veterans Service Of icer), John Monahan, RecordingSecretary, Joseph Piantedosi, Vice‐Chair, and Paul Purchia, Chair.

FY20HIGHLIGHTS The committee continued to work throughout the year with our Select Board and School Committee liaisons, school administrators, veteran’s organizations, and various town committees and organizations on behalf of our veterans. Veterans’Day‐November11,2019Ceremonies to honor our veterans were held at Veterans Memorial Park. The Bedford Police and Fire ighters Honor Guard and the Bedford Minuteman Company led ceremony participants into the park. Ceremonies included an opening prayer, the Pledge of Allegiance led by Bedford scouts, singing of God Bless America accompanied by the high school band, followed by several speeches. Small American lags were placed on the town’s Veterans' Memorial Wreath by ceremony attendees to remember special veterans in their lives. This was followed by the sounding of TAPS, the singing of our National Anthem accompanied by the high school band, and a closing prayer.


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PatrioticHolidayCommittee

MemorialDay‐May25,2020As a result of the COVID-19 pandemic, the town parade and town ceremonies honoring our fallen veterans were canceled. Ceremonies canceled included those at Shawsheen Cemetery and the Shawsheen River, the Old Burying Ground, the Fallen Veterans Memorial at Bedford High School, the WWI Memorial on the Town Common and the ceremony at Veterans Memorial Park. In lieu of in-person ceremonies, a virtual Memorial Day ceremony was recorded with the assistance of Bedford TV. The virtual ceremony included opening remarks by Chair Paul Purchia and re lections by American Legion Commander Jon O’Connor and Al Chisholm from the VFW, Select Chair Ed Pierce and State Representative Ken Gordon. Opening and closing prayers were led by John Cooper representing the American Legion and VFW. Vice Chair Joe Piantedosi recognized and thanked all veterans for their service. He then read a Final Roll Call of Bedford veterans who had passed on during the past year. A closing prayer concluded our ceremonies. The committee continued to work with our Select Board and School Committee liaisons, school administrators and town organizations throughout the year. Our goal is to effectively communicate and interact with Bedford’s school administrators, teachers, and students with the help and advice of the Bedford School Committee.

FY21PROJECTIONS The Patriotic Holiday Committee will continue to plan and conduct meaningful ceremonies in FY202121 to recognize and honor the sacri ices of our veterans. In accordance with town directives the November 2020 Veterans Day ceremony will be held virtually. The committee will identify and recruit new committee members as needed in the coming year. We will continue to increase our efforts to honor and assist our veterans wherever possible and to promote patriotism in our community by working through local media outlets, with town committees such as the Bedford Historical Society and the Bedford School Committee, and with local veteran groups. The committee will continue to coordinate our efforts with Bedford’s Veterans Agent and will make a concerted effort to involve veterans who are residents of the Bedford Green on the VA campus and Bedford VA patients in town events and activities. The committee will work with the Bedford School Committee, Bedford and Hanscom school administrations during the coming school year to increase participation in the annual Memorial Day essay competition. It is the goal of Patriotic Holiday Committee to help all students better understand and appreciate the sacri ices made by our veterans to keep our nation free.


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TownCenter

Keith Backman, Chair, Town Center ofBedford,Inc.FayRusso,Consultant,TownCenterDirector/FacilitiesCoordinator Town Center of Bedford, Inc., a non-pro it 501©(3) organization, has managed rentals in the Town of Bedford building (former Union/Center School) (Town Center) since July of 1985. Rental management of The Great Room in Old Town Hall was assumed in FY05, as well as rentals of Rail Diesel Car #6211 at the Bedford Depot in the fall of 2009. All of these properties are owned by the Town of Bedford. Although Town Center of Bedford, Inc. manages the rentals and invoicing for the leases, spaces are leased by the Facilities Department and then voted upon by the Select Board. PURPOSE The purpose of Town Center of Bedford, Inc. is 1) to preserve the former Union/Center School (Town Center), Old Town Hall, and RDC #6211; 2) to provide space at Town Center for town departments, non-pro it organizations, and rentals by individuals; 3) to provide space at Old Town Hall for tenants and occasional rentals; 4) to provide a novel setting for small parties and meetings in the RDC #6211; and 5) to make a contribution to the quality of life in the Town of Bedford. [From the Mission Statement] EMPLOYEESTATISTICS1 full-time paid Consultant, serving as Town Center Director/Facilities Coordinator FY20HIGHLIGHTSSpaces in each of the locations have been leased or rented to the Bedford Chamber of Commerce,* Minuteman Senior Services, Recreation Kids’ Club, and Iskwelahang Pilipino in the Town Center building. Colasante Hair Studio, The Glass Cooperative, Babe Ruth

Baseball and Softball League, Inc., and Scott Cahaly are tenants in the Bedford Depot. Bedford T.V. and Mary Peacock Photography are tenants in Old Town Hall. Until mid-March of 2020 activities abounded in all of the spaces and rented on an hourly basis with events such as bridal and baby showers, birthday parties for children and adults, anniversary parties, various groups including condominium associations, etc. A unique event was a puzzle party set up in all the multi-use spaces in Town Center and included registration for the participants in the rail car. First prize, according to the organizers, was “bragging rights.” Nineteen of the regular programs/meetings renting on an hourly basis and ranging from weekdays to monthly meetings on the weekends were put on hold from mid-March. Old Town Hall ‐ Temporarily closed to thepublicasofMarch13,2020 A popular site for parties such as bridal and baby showers, birthday and anniversary parties, and memorial gatherings are very often booked in the third loor Great Room. The fee charged also covers the set up with a custodian remaining on the premises for services and available for clean up. A yearly tradition in The Great Room includes the Change of Command of the Bedford Minuteman Company in September along with the celebration of the newly selected Bedford Citizen of the Year. The 2019 Citizen of the Year was Jeffrey Hoyland who sadly passed away later in the year.


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*The Bedford Chamber of Commerce vacated its rental space in June of 2020 and that space is now leased to the Bedford Recreation Department. Alcohol is allowed in the rail car as well as The Great Room with a permit from the Select Board. There is a $35 permit fee and a $100 refundable deposit. Documentation includes a certi icate of liability insurance naming the Town of Bedford as an additional insured. A TIPS bartender is required at the function along with a copy of his or her license. Upon receipt of the documentation the permit request is included on the Select Board’s agenda for approval. Town Center – Temporarily closed to the public as of March 13, 2020 The irst loor Shawsheen Room with adjacent kitchen is an ideal location for children’s birthday parties and family get-togethers. The 1,793 square foot room is also used by dance organizations as rehearsal space and for exercise classes. The Shawsheen Room is also the site of luncheons three days a week, Monday, Wednesday, and Friday sponsored by Minuteman Senior Services. They also sponsor and volunteers deliver Meals on Wheels to house-bound seniors. For the past twenty-nine years the Bedford Community Table/Pantry has made available bags of groceries for those in need along with the preparation and serving of dinners Thursday evenings in the Shawsheen Room. The Bedford Food Bank will begin in August of 2020 to distribute groceries as the Food Bank moves from the John Glenn Middle School to Town Center. The second loor Union School Room is extremely popular for dance and exercise

classes during daytime and Monday through Friday evenings. RailCarThe rail diesel car on permanent display at the Bedford Depot is enjoyed by train enthusiasts from small children to a ninety- ive year old senior. The entry section of the car holds many artifacts about railroading; the former baggage car has several tables and chairs for the serving of food or for meetings, and twenty-two double-sided seating completes the car. The Polar Express, which was so popular with young and old for several years, is cancelled for December of 2020 due to the virus. ‐BedfordDepotThe four tenants (see above) in the Depot were allowed to re-open in June should they choose. MaintenanceDuring the shut-down to the public, repairs and heavy duty cleaning and painting of town buildings have been the focus of the personnel from the Facilities Department. With the normal busyiness in Town Center seven days a week, the repairs/upgrade by the personnel from Facilities during this shut-down was much appreciated during this quiet period. AdministrativeThe invoicing and accounting of revenue from the ten+ leases and numerous occasional rentals continue to be handled by the Town Center Director/Facilities Coordinator, with the funds deposited in the Old Town Hall and Town Center and/or Depot Park Revolving Funds. Expenses are processed, accounted for, and disbursed from the Revolving Funds. The Federal and State tax returns of Town Center of Bedford, Inc. (a non-pro it organization) are


TownCenter


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BedfordDepotThe four tenants in the Depot were allowed to re-open in June should they choose. MaintenanceDuring the shut-down to the public, repairs and heavy duty cleaning and painting of town buildings have been the focus of the personnel from the Facilities Department. With the normal busyiness in Town Center seven days a week, the repairs/upgrade by the personnel from Facilities during this shut-down was much appreciated during this quiet period. AdministrativeThe invoicing and accounting of revenue from the ten+ leases and numerous occasional rentals continue to be handled by the Town Center Director/Facilities Coordinator, with the funds deposited in the Old Town Hall and Town Center and/or Depot Park Revolving Funds. Expenses are processed, accounted for, and disbursed from the Revolving Funds. The Federal and State tax returns of Town Center of Bedford, Inc. (a non-pro it organization) are iled within ive months from the end of the iscal year, along with the requirement of the

Secretary of State to ile an annual report by non-pro it organizations. Monthly and end-of-the-year revenue reports are submitted to the Town Manager with distribution to the Select Board. A listing of occasional rentals is submitted monthly to the Finance Department, with a copy to the Facilities Department for tracking up-to-date usage and revenue. The Town Center Board of Directors elected at its most recent Annual Meeting in September, 2019, were: Keith Backman, chairman, Thomas Larkin, vice-chairman, Geraldine Welch, secretary, Suzanne Neal, treasurer, and William Moonan, member/liaison from the Select Board. Board members receive no compensation. FY21PROJECTIONSA goal from last year was the purchase of a sound system for Old Town Hall and compiling a cookbook for sale to cover the purchase of the sound system. In view of the pandemic these items have been put on hold – but with the hope that said projects, and life in general, will be able to resume by the irst of the year.

TownCenter

TransportationAdvisoryCommittee

ScotShaw,ChairPURPOSEThe Transportation Advisory Committee (TAC) has the following charge from the Select Board: “To examine, evaluate and advise the Select Board regarding board actions and measures that will improve overall resident mobility, expand the use of non-automobile based methods of local and regional transportation, and improve traf ic circulation and availability of transportation services that implement the transportation-related recommendations of

the Town’s Vision Statement and Comprehensive Plan.” [Article 32 of the town’s general bylaws] The responsibilities of the committee as outlined in the town’s bylaws are: To identify priority locations for sidewalk

and crosswalk additions and extension and to secure public support for proposed sidewalk projects.

To determine feasibility of preferred traf ic calming and safety techniques/locations including signage improvements consistent


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with sound engineering principles. To recommend intersection and roadway

improvements as well as bicycle path/route upgrades and additions.

To investigate expansion of transportation services including interconnections with neighboring Town services and MBTA services.

To engage residents and businesses in the establishment of a Transportation Management Association or similar employer-based organization.

To identify funding opportunities for implementation of recommended actions.

MEMBERSTATISTICS The committee is composed entirely of volunteers with no paid staff. The committee consists of seven members appointed by the Select Board, to include one Select Board member and one Planning Board member, one member each representing bicycle interests, pedestrian interests, local business interests and two at-large residents. FY20HIGHLIGHTSANDUPDATES GreatRoadBicycleAccommodationsThe Great Road Master Plan includes making improvements to accommodations for non-vehicular traf ic on the Great Road. This year, TAC held several joint meetings with the Bicycle Advisory Committee (BAC) to hear Department of Public Works (DPW) reports on options for Great Road bicycle accommodations. Within existing constraints, primarily right of way, we identi ied preferred approaches that would provide marked bicycle lanes with consistent car and bicycle

interactions along the road. SidewalkPrioritizationLast year, we identi ied ive priority sidewalk projects for the DPW to build into their funding plans for the next several years. This year, DPW asked that we identify the next slate of projects, so that they could have more options to work on as opportunity arose. BusStopSheltersLocationsWe recently saw the beginning of what we hope will be a continuing process to install covered shelters at bus stops in town. We were asked and provided DPW with guidance for where additional shelters could be installed. CharterandBylawsUpdatesTAC worked with the Charter and Bylaw Committee to suggest updated language for our committee. The proposed changes would include the importance of considering multi-use paths in addition to sidewalks. FY21PROJECTIONS Address continuing issues with bicycle

accommodations on the Great Road as further portions of the Master Plan are implemented

Support the town’s efforts to successfully design, engineer, and implement the extension from the existing Minuteman Bike Trail in the Railroad Avenue area to the planned and approved extension from the Middle School to Concord Road along the town owned railroad bed and current unpaved but well used path.

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VolunteerCoordinatingCommittee

JosephPiantedosi,ChairPURPOSEThe Volunteer Coordinating Committee (VCC) is established by Bedford’s Charter to assist in identifying and recruiting quali ied candidates for all appointive of ices in the Town, with the following exceptions: paid Town staff positions, elected of icials (unless a vacant position needs to be appointed between elections) and candidates for the VCC itself. The VCC makes every attempt to identify multiple candidates so that the appointing authority (usually the Select Board) has more than one individual to consider for each appointment. To meet its goals of recruiting potential candidates for committee vacancies during FY2021, the members of the VCC continued to follow the policies adopted over the past few years which include: 1. Maintain contact with the chairs of all

appointed boards, committees, and commissions. Through this liaison arrangement, the VCC can ascertain whether the committee experiencing the vacancy has any special recommendations for the vacant position or seeks speci ic qualities in the candidates under consideration.

2. Treat equally all appointees who meet the minimum quali ications for appointment.

3. Encourage all potential applicants to read the most recent Bedford Annual Town Report and the Town Bylaws to understand the missions and activities of the committee of interest.

4. Urge all potential candidates for appointment to attend a meeting of the committee of interest.

5. Inform the appointing authority of all the

potential appointees who meet minimum requirements, even if it (VCC) recommends only a certain number of candidates to the appointing authority for interviews.

6. Contact individuals who were not appointed – as well as residents who are not quite ready to volunteer – to encourage them to consider other committee openings.

7. Continue to utilize as a guide to evaluate applicants for Finance Committee (FinCom) and Capital Expenditure Committee (CapEx) vacancies.

Tier 1 criteria are the “most important for VCC consideration: a) A candidate understands the time

requirements for serving on FinCom and CapEx and can demonstrate an ability to meet these time demands.

b) Town Meeting attendance is required, veri ied by the Town Clerk’s of icial records, if necessary.

c) Attendance at FinCom/CapEx meetings is required (provided such meetings are available) to understand these committees’ iscal roles and responsibilities.

Tier 2 criteria are “somewhat important” for VCC consideration: a) Business experience is desirable, but not

compulsory. b) Finance/accounting/budget experience is

desirable, but not compulsory. c) Participation on other town government

committees (elected or appointed) is desirable, but not compulsory.

d) Participation in local non-government organizations (church, school, sports, etc.) is desirable but not compulsory.

e) Recommendations from the committee that has the vacancy.


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VolunteerCoordinatingCommittee

FY20HIGHLIGHTS:During FY20, the VCC’s actions at its monthly meetings resulted in the approval of 13 candidates to be interviewed by the appointing authorities to ill vacancies on the vast majority of boards, committees and commissions. The major activities performed by the VCC this iscal year were:

Due to the Covid 19 pandemic the VCC held only four meetings. The reappointment process by the Select Board which was typically done in May in past years was also put-on hold while the Select Board drafted new guidelines for re-appointment. As a result, vacancies due to this process were also on hold during this period. Attended Town Meeting and Special Town

Meetings. Vacancies were displayed on a screen to recruit candidates.

VCC chair and committee updated the “Committee Chair Responsibilities” document which has not yet been adopted by the Select Board.

Updated the volunteers needed lyer throughout the year to assist with committee vacancy recruitment.

Submitted a “Bedford Needs You” lyer to the school parent organizations.

Submitted articles to Bedford Minuteman and Bedford Citizen listing committee vacancies and encouraging Bedford residents to apply for vacancies.

Reviewed changes to the VCC’s section of the Town Charter.

Utilized social media to highlight Town Committee needs.

FY21PROJECTIONS:The VCC will continue its discussion and trials of various strategies for marketing committee

vacancies to Bedford residents in an effort to encourage more residents to participate in Town committees. Some strategies for the coming iscal year will include: Submitting articles regarding committee

vacancies and related information to the local print and online media.

Create and submit slides for the e-newsletters of all school parent organizations regarding committee vacancies.

Update the presentation and/or slides needed for Town Meeting announcements and coordinate with the Town Moderator.

Contact candidates who were not appointed to their desired committee and pointing out other vacancies.

Reach out to committee chairs and other committee members for potential applicants.

Continue to brainstorm new methods by which recruitment of quali ied candidates may occur.

Work with the Select Board after they complete their board and committee evaluation goals and support their program which shall include identifying new measures to recruit residents for town committees.

Complete and submit plan as directed by the Select Board to outline updated recruitment strategies for new volunteers.


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Town Clerk and Elections

BoardofRegistrars

BoardofRegistrarsPURPOSEThe Board consists of the Town Clerk and three Select Board-appointed citizens who are recommended by the Democratic and Republican Committees. The Board’s purpose is to assist the Town Clerk’s Of ice in protecting the integrity of the Voters’ List by ensuring proper additions, subtractions, and political designations. Information is collected during the annual census to make sure the voting list is up to date. POLITICALPARTIESThe Commonwealth of Massachusetts recognizes four political parties and twenty-ive political designations. The four recognized

political parties are: Democratic, Republican, Green-Rainbow and Libertarian. Authorized political designations are: American First Party, American Independent Party, American Term Limits, Conservative Party, Constitution Party, Green Party USA, Interdependent 3rd Party, Latino-Vote Party, Massachusetts Independent Party, Natural Law Party, New Alliance Party, New England Independence Party, New World Council, Pirate, Pizza Party, Prohibition Party, Rainbow Coalition, Reform Party, Socialist, Time sizing Not Downsizing, Twelve Visions Party, United Independent Party, Veterans Party American, We The People, Working Families, and the World Citizens Party. Voters may also choose to remain “unenrolled”.

NUMBEROFVOTERSBYPARTY:AsofMarch3,2020

FY20HIGHLIGHTSTownMeetingsA Special Town Meeting was held on November 4, 2019. There were 231 registered voters present. The Annual Town Meeting scheduled for March was postponed to July 2020 due to concerns with large group gatherings during the COVID-19 pandemic. CaucusBedford holds a Town Caucus, allowed under M.G.L Chapter 53, Sections 117-121 in January to nominate candidates for elected town of ice. Elections The Presidential Primary was held on March 3, 2020 and 4,053 voters participated. Of the 4,053 voters, 828 elected to vote early. The Annual Town Election was held on March 14, 2020 and 1,240 voters participated.

Democratic 2,773

Republican 1,042

Green-Rainbow 5

Libertarian 39

Unenrolled 6,201

Political Designations 44

Total 10,104

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170

RosemaryHarvell,InterimTownClerkPURPOSEThe Town Clerk’s Of ice serves as a central information point for local government. The of ice responds to inquiries from the public as well as from other departments, boards and committees. The Town Clerk’s Of ice oversees the polls and the conduct of all elections and election-related activity for federal, state, and local elections. The of ice also conducts the annual census and maintains the street and voter lists. As the Town’s recording of icial, the Town Clerk keeps records of all births, marriages and deaths, all actions of Town Meeting and elections, zoning decisions, and Annual Reports. The Town Clerk also maintains the bylaws, the of icial town bulletin board, and records of oaths of of ice, appointments and resignations of all Town Of icials. The of ice also issues some state licenses and permits, including marriage licenses, business certi icates and renewals, dog licenses, fuel storage license renewals, raf le/bazaar permits and requests for public documents. The Town Clerk’s Of ice is the custodian of the of icial records and documents of the town and are responsible for the maintenance, preservation, and disposition of these records. Additionally, the Town Clerk’s Of ice is also busy certifying nominations papers, providing certi ied copies of vital records and other documents, often meeting residents outside the building with documents or to administer the oath of of ice to board and committee members due to the COVID-19 Pandemic. EMPLOYEESTATISTICS:FY20 was saw a number of changes in the staf ing of the Town Clerk’s Of ice. Longtime

Town Clerk, Doreen Trembley retired in January along with Department Assistant Tze-Ping Huang. Interim Town Clerks Pamela Carakatsane (short term) and Rosemary Harvell (long term) were appointed to run the of ice until a new Town Clerk could be hired. Archivist Ashley Large and Administrative Assistant Ashley Cote continued to serve full-time in the Clerk’s Of ice. ANNUALCENSUS:Census forms are mailed annually to all households at the beginning of every year. The annual census is a state requirement and provides information about our community and is used as a basis for State aid. Failure to respond affects State-aid status and eventually voter eligibility. DBA:In Massachusetts, a Doing Business As (DBA) iling is done at the local level. The Town of

Bedford issues roughly 35 DBA Certi icates each year. The cost of iling is $35 for new businesses and $20 for each renewal. DOGLICENSING:The dog licensing period is June 1st – August 31st. Residents have a choice of applying for a one year, two year, or three year license for their dogs. A current one year license costs $15, a two year license costs $18 and a three year license costs $25. ELECTIONS:The Town Clerk is also the Chief Election Of icial and works to ensure elections are held in compliance with Federal, State and Town bylaws. There were two elections held in FY 20, the Annual Town Election and the Presidential Primary. Both elections were held at the beginning of March.


TownClerkIf ll


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TownClerk

The Presidential Primary was held on Tuesday, March 3, 2020. Towns were required to offer one week of in-person early voting, which was the irst time early voting was held for a primary election. Due to concerns with COVID-19, Bedford saw 828 residents vote early for this election. The Annual Town Election was held on Saturday, March 14, 2020 three days prior to the implementation of restrictions due to COVID-19. The Town Clerk’s Of ice took precautions to ensure all residents were able to vote safely. Precautions included wearing gloves, thoroughly cleaning the voting booths in between voters and requiring social distancing was maintained for all present, voters and workers. New election machines and booths were purchased to be used in the next iscal year. RECORDSMANAGEMENT:The Town Clerk’s Of ice has a full-time Archivist, Ashley Large, who ensures the town is following proper retention and preservation procedures of town records. She works diligently to provide greater public access to

town records. One new project will increase access to these records is the addition of a virtual reading room through the Town Clerk’s page on the Town’s website that will provide access to digital documents. This virtual reading room will contain Annual Town Reports and documents such as early record books, warrants and more. For part of the year, the Archivist spent time on a weekly basis with the Facilities Department working to organize their vast collection. This involved combing through the materials in search of documents marked for permanent retention or those of historical signi icance. The remaining documents were appraised for retention and destruction, per the State’s Municipal Retention Schedule. The Archivist also worked with the Board of Health, which became one of the irst Town Departments to use Laser iche, a digital storage and records management software. The Archivist has ielded many reference requests throughout the year, both internal and external. She endeavors to uphold the principals of access and preservation, while coordinating the Municipal Records Management Program.

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Democratic Pct.1 Pct.2 Pct.3 Pct.4 TotalPRESIDENTIALPREFERENCE

BLANKS 0 1 0 0 1DEVALPATRICK 0 4 2 4 10

AMYKLOBUCHAR 34 16 26 22 98ELIZABETHWARREN 315 232 290 267 1104

MICHAELBENNET 0 0 1 0 1MICHAELR.BLOOMBERG 156 121 154 142 573

TULSIGABBARD 6 5 10 3 24CORYBOOKER 0 1 0 0 1JULIANCASTRO 0 0 0 0 0TOMSTEYER 4 6 4 1 15

BERNIESANDERS 200 202 185 162 749JOSEPHR.BIDEN 396 272 368 297 1333JOHNK.DELANEY 0 0 0 0 0ANDREWYANG 1 2 4 2 9

PETEBUTTIGIEG 40 25 35 29 129MARIANNEWILLIAMSON 0 1 0 0 1

NOPREFERENCE 1 2 0 1 4Write‐invotes 1 0 0 0 1

Total 1154 890 1079 930 4053Democratic Pct.1 Pct.2 Pct.3 Pct.4 Total

STATECOMMITTEEMAN BLANKS 157 112 183 133 585

TODDO.BURGER 71 55 54 43 223KENNETHI.GORDON 924 723 838 753 3238

Write‐invotes 2 0 4 1 7Total 1154 890 1079 930 4053

Democratic Pct.1 Pct.2 Pct.3 Pct.4 TotalSTATECOMMITTEEWOMAN

BLANKS 1052 826 951 857 3686Write‐invotes 102 64 128 73 367

Total 1154 890 1079 930 4053Democratic Pct.1 Pct.2 Pct.3 Pct.4 Total

TOWNCOMMITTEE

BLANKS 40330 31113 37620 32473 141536Write‐invotes 60 37 145 77 319

Total 40390 31150 37765 32550 141855

Elections PresidentialPrimary,March3,2020


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Elections AnnualTownElection,March14,2020

SCHOOL COMMITTEE (3 YEAR TERMl VOTEFOR2

Pct. 1 Pct. 2 Pct. 3 Pct. 4 Total

BLANKS 106 90 99 114 409

SARAH A. SCOVILLE 317 175 249 264 1005 ANNE. GUAY 339 185 255 281 1()f,() WRITE-INS 0 0 3 3 6

762 450 606 662 2400 SCHOOL COMMITTEE (2 YEAR TERMl VOTEFOR1

Pct. 1 Pct. 2 Pct. 3 Pct . 4 Total

BLANKS 72 51 59 75 257 J. BRADLEY MORRISON 309 173 242 256 900 WRITE-INS 0 1 2 0 3

381 225 303 331 1240 SCHOOL COMMITTEE (1 YEAR TERMl VOTE FOR ONE

Pct. 1 Pct. 2 Pct. 3 Pct . 4 Total

BLANKS 63 48 55 75 241 DANIEL HARTLEY BROSGOL 318 175 245 256 994 WRITE-INS 0 2 3 0 5

381 225 303 331 1240

BALLOT QUESTION 1 Pct. 1 Pct. 2 Pct. 3 Pct . 4 Total

BLANKS 17 15 19 27 78 YES 315 170 246 254 985 NO 49 40 38 so 177

381 225 303 331 1240

BALLOT QUESTION 2 Pct. 1 Pct. 2 Pct. 3 Pct. 4 Total

BLANKS 17 15 17 30 79 YES 319 184 253 266 1022 NO 45 26 33 35 139

381 225 303 331 1240


BLANKS 35 23 29 33 120 YES 316 182 253 277 1028 NO 30 20 21 21 92

381 225 303 331 1240


BLANKS 36 26 31 36 129 YES 322 188 260 276 1046 NO 23 11 12 19 65

381 225 303 331 1240


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Elections AnnualTownElection,March14,2020


BlANKS 32 23 28 36 119 YES 323 182 264 275 104L NO 26 20 11 20 77

381 225 303 331 124(


BlANKS 24 17 17 32 ~

YES 336 195 270 284 1085 NO 21 13 16 15 65

381 225 303 331 124(


BlANKS 22 16 19 29 86 YES 335 193 273 287 10&:

NO 24 16 11 15 fi6

381 225 303 331 124(


BlANKS 32 21 20 27 100 YES 297 168 244 259 %8 NO 52 36 39 45 172

381 225 303 331 124(


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Legislative

SPECIALTOWNMEETING‐November4,2019

The Moderator called the 2019 Special Town Meeting to order. The Special Town Meeting convened at 7:05 p.m. in the Bedford High School Auditorium. A quorum of two hundred and thirty-six registered voters was present. The Town Clerk read the return of service. The Moderator welcomed the new voters. The Moderator announced that her name is “Cathy Cordes”. The Moderator presides over Town Meeting. The Moderator stated the Town Clerk is “Doreen Tremblay”. The Town Clerk takes the minutes. The tellers for the evening if we need a counted vote are: Marion Connarton Kelly Craven Sarah Craven Cynthia Donahue Peter Donahue Jane Gallagher-Reid Lee Vorderer The Moderator thanked the tellers for their assistance. She also introduced the Town of icials sitting at the base of the stage and in the audience as the Selectmen, Finance Committee, new Town Counsel George Hall, Town Manager Sarah Stanton, Fire Chief, Police Chief and School Committee, Superintendent of Schools, Planning Board, Finance Committee, Capital Expenditure Committee, department heads and other Town of icials. The Moderator welcomed all voters present tonight. The Moderator stated the Town Meeting is the legislative branch of the Town. Town Meeting is not an election or a spectator sport, but a deliberative event. Each voter makes an informed decision from the motion presented. Decisions make Bedford the town WE want it to be. As each motion is presented, you will hear information about the motion and recommendations from various boards and committees. Voters ask questions and make statements. Finally, the vote is taken. This is a one-person-one vote democracy at its most direct and best. The Moderator reviewed the debate rules of the Town Meeting. A voter may not speak unless the Moderator recognizes them. The voter must stand at the microphone. Microphone number will recognize voters. The Moderator announced a new procedure for tonight. If you would like to speak but are unable to stand, please hold up the green card. Sarah Craven will give you a mike to speak from your seat. Name and address are required before speaking. A voter may not speak more than twice in debate without permission from the Moderator except to correct a statement. Questions do not fall under the debate rules. Time limits imposed by the debate rules must be respected. Questions must be directed through the Moderator. This is not a debate between two people. You are encouraged to ask questions or state your position on the motion presented. You may speak to provide a new point of view or new information in an effort to persuade undecided voters. However, continued repetition of previously heard information as a show of support takes time and does little to in luence the outcome of the vote. Please be respectful of your neighbor’s time and be as brief as possible. Debate must be kept within the scope of the motion. Amendments must be in writing for the Moderator and Town Clerk. There is no clapping and booing. Local cable is broadcasting live. Cameras will not be focused on individuals during voting. Please pull out the cell phone and turn off the ringer. If you need to use the phone, leave the hall to talk. You received a green card at


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check-in for hand counts. If you did not receive a card, please return to the hall to get one. Do not tear the card in half to share with another voter. Neither vote will count. Speak to the issues not the individuals. Please be respectful of opinions that differ from yours. Speak for yourself and not others. Bedford has a great reputation around the State for a respectful Town Meeting and I know you will honor that tonight.

Michael Rosenberg made the following motion and the motion was seconded. Voted, that the Town adopt the following procedure for the current Annual Town Meeting: A. A speaker presenting an article or amendment to an article shall be limited to ten (10) minutes; B. Other speakers shall be limited to ive (5) minutes; C. No article shall be presented after 10:45 p.m.; D. Town Meeting by majority vote may waive A, B, or C; Recommendations: Selectmen: Recommended approval Finance Committee: Recommended approval Moderator declared motion passes with a two-thirds majority having been met.

Margot Fleischman made the following motion and the motion was seconded. Voted, that the Town recon irm a property tax surcharge of three percent (3%) of the taxes assessed annually on real property which shall be dedicated to the Community Preservation Fund, such surcharge to be imposed on taxes assessed for iscal years beginning on or after July 1, 2020. Recommendations:

Selectmen: Recommended approval Finance Committee: Recommended approval Community Preservation Committee: Recommended approval

Moderator declared motion passes unanimously.

Emily Mitchell made the following motion and the motion was seconded.Voted, that the Town amend the vote taken under Article 9—Land Acquisition Fund at the 2019 Annual Town Meeting, and Article 18—Community Preservation Land Acquisition Fund Amendment at the 2017 Special Town Meeting, by amending the real property speci ied for acquisition in said Article 9 of the 2019 Annual Town Meeting and Article 18 of the 2017 Special Town Meeting so as to add Parcel 23 on Assessors Map 29, located at 229 Old Billerica Road consisting of 0.92 acres +/-. Recommendations:

Selectmen: Recommended approval Finance Committee: Recommended approval Community Preservation Committee: Recommended approval

ARTICLE 1—DEBATE RULES

ARTICLE 2—COMMUNITY PRESERVATION SURCHARGE—Effective July 1, 2020

ARTICLE 3—LAND ACQUISITION FUND


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Historic Preservation Commission: De initely Recommended approval Moderator declared motion passes with two-thirds majority.

Michael Rosenberg made the following motion and the motion was seconded. Voted, that the Town rescind the $2,000,000 borrowing authorization and appropriation as voted under Article 2 of the July 2018 Special Town Meeting for the Acquisition of Navy Property off Hartwell Road. Recommendations:

Selectmen: Recommended approval Finance Committee: Recommended approval

Moderator declared that unanimous.

Margot Fleischman made the following motion and the motion was seconded.Voted, that the Town appropriate the sum of $5,094.70 for the purposes of Transportation services in the Town of Bedford; and that in order to meet such appropriation, the Town will transfer $5,094.70 from the funds received from the Commonwealth Transportation Infrastructure Fund on June 28, 2019 to the Commonwealth Transportation Infrastructure Special Revenue Fund. Recommendations: Selectmen: Recommended approval

Finance Committee: Recommended approval Moderator declared motion passes unanimously.

Michael Rosenberg made the following motion and the motion was seconded. Voted, that the Town establish a 300th Anniversary Stabilization Fund as provided under Massachusetts General Law Chapter 40 Section 5B; and further to raise and appropriate $10,000 into this Stabilization Fund; and further rescind the appropriation of $10,000 voted at the 2019 Annual Town Meeting in Article 23 Special Revenue Article – 300th Anniversary in 2029. Recommendations:


Moderator declared this motion passes unanimously.

ARTICLE 4—RESCIND 2018 BOND AUTHORIZATION ACQUISITION OF NAVY PROPERTY OFF HARTWELL ROAD

ARTICLE 5—APPROPRIATE FUNDS FOR TRANSPORTATION INFRASTRUCTURE FUND

ARTICLE 6—300TH ANNIVERSARY STABILIZATION FUND


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William Moonan made the following motion and the motion was seconded. Voted, that the Town appropriate the sum of $42,129 to be added to Article 28, Operating Budgets – FY2020, Account #4000, Department of Public Works, as voted at the 2019 Annual Town Meeting with $41,065 to be added to the Salaries segregation, therein to fund the provisions of a collective bargaining agreement between the Town of Bedford and the AFSCME, AFL-CIO, State Council 93, Local 1703 commencing on July 1, 2019 for Public Works Department employees who are members of this collective bargaining unit; by transferring $42,129 from said Article 28, Operating Budget Fiscal Year 2020, Account Number 1220, Selectmen. Recommendations:


Moderator declared the motion passes unanimously.

William Moonan made the following motion and the motion was seconded. Voted, that the Town appropriate the sum of $63,144 to be added to Article 28, Operating Budgets – FY2020, Account #2200, Fire Department, as voted at the 2019 Annual Town Meeting with $62,594 to be added to the Salaries segregation, therein to fund the provisions of a collective bargaining agreement between the Town of Bedford and the Bedford Permanent Fire ighters Local 2310 IAFF, commencing July 1, 2019 for Fire Department employees who are members of this collective bargaining unit; by transferring $63,144 from said Article 28, Operating Budget Fiscal Year 2020, Account Number 1220, Selectmen. Recommendations:


Moderator declared the motion passes unanimously.

Ben Thomas made the following motion and the motion was seconded. Voted, that the Town amend the sums appropriated under Article 28 of the 2019 Annual Town

ARTICLE 7—APPROPRIATE FUNDS FOR AFSCME, AFL-CIO, STATE COUNCIL 93, LOCAL 1703

COLLECTIVE BARGAINING AGREEMENT—FY2020

ARTICLE 8—APPROPRIATE FUNDS FOR BEDFORD PERMANENT FIREFIGHTERS LOCAL 2310 IAFF

COLLECTIVE BARGAINING AGREEMENT—FY2020

ARTICLE 9—AMEND FY2020 OPERATING BUDGETS


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SPECIALTOWNMEETING‐11/4/2019Meeting, Operating Budget - Fiscal Year 2020, beginning July 1, 2019, to be raised in the tax levy unless otherwise speci ied, by amending the following speci ied accounts with the following revised amounts: Account #1301- Insurance and Bene its

Amend so as to decrease the total appropriation by $400,000, for a revised total appropriation amount of $12,927,381.

Account #1303 – Principal and Interest Amend so as to decrease the non-exempt principal segregation by $180,000 for a revised

total of $3,220,416. Further amend so as to increase the non-exempt interest segregation by $180,000 for a

revised total of $1,863,283. Account 3001 – Vocational Education

Amend so as to increase the total appropriation by $35,000, for a revised total appropriation amount of $660,000.

Account 4000 – Public Works Amend so as to decrease the total appropriation by $99,387 for a revised total appropriation

amount of $13,068,305. Further amend so to decrease the MWRA Sewer Segregation by $146,387 for a revised

segregation of $3,655,000. Further amend so to increase the Water Segregation by $47,000 for a revised segregation of

$2,045,000

Recommendations:Selectmen: Recommended approval Finance Committee: Recommended approval

Moderator declared motion passes unanimously. Voters presented two amendments: The irst amendment restricted who can rent the ADU and how many people can live in the ADU. The second amendment was that no detached building unit is to be built without a permit from the Zoning Board of Appeals. The Moderator stated the irst amendment is not speci ic enough. Also, the amendment must be less restrictive. The Moderator stated this amendment would not be considered as written. The Moderator stated the second amendment would not be considered since it must be less restrictive as per the bylaws. Peter Ricci made a motion to table this article inde initely. The Moderator stated this motion requires a two-thirds vote. A point of order was requested to ask if the motion could be brought up again. The Moderator stated a revised bylaw may be presented at a future Town Meeting but this motion is dead if it fails. The Moderator declared that not a two-thirds majority to pass this motion.

Amy Lloyd made the following motion and the motion was seconded.

ARTICLE 10—ZONING BYLAW AMENDMENT ACCESSORY DWELLING UNITS


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I move that the Town approve the amendments to the Bedford Zoning Bylaw as printed in Article 10 of the warrant: (additions shown in bold and deletions in strikeout) SECTION 4—CLASSIFICATION OF PRINCIPAL USES 4.2.1 Single Family Dwelling A detached dwelling unit designed and used exclusively as a single housekeeping unit with common cooking and living facilities provided that in the Limited Business District such use conforms to the dimensional regulation for the Residence C District. No more than one dwelling shall be located upon a lot except as provided pursuant to Subsections 4.2.4, and 4.2.5and4.2.9. 4.2.9 Accessory Apartments DwellingUnits(ADUs) An accessory apartment dwellingunitis a second dwelling unit located eithera)within orattachedto a structure con-structed as a detached one single‐family dwelling, subordinate in size to the principal dwelling unit and separated from it in a manner that maintains the appearance of the structure as a one-family unit, orb)inadetachedaccessorystructureonthesamelotastheprincipaldwelling,foruseasacompletelivingunit,withprovisionsforcooking,eating,sanitation,andsleeping. 4.2.9.1 General Objectives The provision of accessory dwelling units in owner occupied one single‐family dwellings is intended to:

1) increase the number of small dwelling units available for rent in town, 2) increase the range of choice of housing ac-commodations, 3) encourage greater diversity of population with particular attention to young adults and

senior citizens, 4) en-courage a more economic and energy-ef icient use of the town’s housing supply while

maintaining the appearance and character of the town’s single-family neighborhoods, and

5) helptheTownmeetitshousingneedswithoutdetractingfromitshistoricdevelopmentpattern.

4.2.9.2 GeneralConditions and Requirements forallAccessoryDwellingUnits The Building Inspector shall issue a building permit for an accessory apartment in a detached, one family dwelling in any resi-dential district provided that the unit meets the standards of the building code and each of the following conditions and requirements is met: General

The owner of the dwelling in loton which the accessory apartment dwellingunitis created, shall occupy either of the dwelling units onthelot in the located structure in question, except for temporary absences of up to six months. For the pur-poses of this section, the “owner” shall be one or more individuals residing in a dwelling, who hold title tothelot and for whom the either dwelling unit is the primary resi-dence for voting and tax purposes. Landownershipshallnotbedividedorconvertedintocondominiums.

There shall be no more than one ac-ces-sory apartment dwellingunitwithin a one family dwell-ing,whetherinternalordetached,onanylot.

There shall be no boarders or lodgers within either unit of a dwelling with an ac-cessory


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apartment dwellingunit. TheprovisionsofSection5.1.6shallnotapplytopermittedaccessorydwellingunits.

The gross loor area of the dwelling, in-cluding the basement shall be at least 1,800 square feet. (Note: Gross loor area is de- ined as the sum of the gross horizon-tal ar-eas of several loors of a building measured from the exterior face of exterior walls, or from the center line of a wall separating two (2) buildings, but not in-cluding interior parking spaces or any space where the loor to ceiling height is less than six (6) feet.)

(iv) The maximum gross loor area of the ac-cessory apartment dwellingunit shall not exceed 30% of the gross loor area of the dwelling be900squarefeet,or1,000squarefeet if Enhanced Energy Ef iciency and/or Universal Design standards aremet.Gross loorareaforthispurposeisde inedasthesumofthegrosshorizontalareasof several loorsmeasured from the exterior face of exteriorwalls or from thecenterlineofawallseparatingunits,butnotincludinginteriorparkingspacesoranyspacewherethe loor‐to‐ceilingheight is lessthansix(6) feet.TheUniversalDesign standard for this purpose is de ined as providing at least the followingfeatures:lowthresholdentrance(maximum4inches)andnointeriorthresholds;abedroom on themain entry level; infrastructure in bathrooms to accommodateinstallationofgrabbarsaround toiletsand tubs/showers;and clearwidthatalldoor openings of a minimum of 32 inches. The Enhanced Energy Ef iciencystandard for thispurpose isde inedasa ive‐pointHERS rating improvementorequivalentcomparedtotheotherwiseapplicableenergyef iciencyrequirementoftheBuildingCode,withveri icationtothesatisfactionoftheBuildingInspector.

(vi) There shall be no more than two (2) bedrooms in an accessory apartment dwellingunit.

(vii) No structure that is not connected to the public water and sanitary sewer sys-tems shall have an accessory apartment dwellingunit.

(vii)Anydwellingunitoffered forshort‐termrentalasde inedunderMGL64GshallonlybeauthorizedbytheZoningBoardofAppealsbySpecialPermit.

4.2.9.3AdditionalRequirementsforInternalAccessoryDwellingUnits (b)Exterior Appearance of a Dwelling with an Internal Accessory Apartment DwellingUnit The accessory apartment dwellingunitshall be de-signed so that the appearance of the structure remains that of a single-family dwelling, subject further to the following conditions and re-quirements:

(i) All stairways to second or third sto-ries shall be enclosed within the exterior walls of the dwelling. (ii) Any new entrance shall be located on the side or in the rear of the dwelling. (iii) Where there are two or more existing entrances on the front façade of a dwelling, if modi ications are made to any entrance, the result shall be that one appears to be the principal entrance and the other en-trances appear to be secondary.

4.2.9.4AdditionalRequirementsforDetachedAccessoryDwellingUnits


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(i)TheheightlimitforadetachedADUis25feetand1.5stories.(ii)AdetachedADUshallbesitedfurtherfromthefrontlotlinethantherearwallof

theprincipaldwelling,withatleast10feetbetweenbuildingwalls,andatleast15feetfromsideandrearlotlines.

(iii)ThemainentrancetoadetachedADUshallfaceeitherthestreetortheinteriorofthelot.(iv)WherethedetachedADUisproposedtobelessthan25feetfromasideorrearlotline,windowsabovethe irst looronanywallfacingsuchlotlineshallbefrosted,stained,orotherwiseconstructedtoobscurelineofsighttoabutters.

4.2.9.5Off-Street ParkingrequirementsforallADUs There shall be provided at least two off-street parking spaces for the principal dwelling unit and at least two oneoff-street parking spaces for the accessory unit. In order to maintain the appearance of a single-family neighborhood, all parking spaces on the lot shall be subject further to the following conditions and requirements:

Each parking space and the driveway leading thereto shall be paved or shall have an all-weather gravel orpermeablegrasspaversurface. No motor vehicles shall be regularly parked on the premises other than in such a parking space.

No more than two outdoor parking spaces shall be located in the required front yard. All other parking spaces shall be either: 1) outdoor parking spaces located in a side or rear yard or 2) in a garage or carport.

Parking spaces shall be located so that both the principal dwelling unit and the accessory apartment dwellingunitshall have at least one parking space with direct and unimpeded access to the street without passing through a parking space designated to serve the other dwelling unit.

Where there are more than two outdoor parking spaces, there shall be provided suitable screening with evergreen or dense deciduous plantings, walls, fence, or a combination thereof in the area between the parking spaces and the nearest side lot line and, if the parking space is in the front yard and parallel to the street, in the area between the parking space and front lot line. Screening shall be suf icient to minimize the visual impact on abutters and to maintain the single-family appearance of the neighborhood.

Table I: USE REGULATIONS 4.2.9 Accessory Apartment to be retitled as “AccessoryDwellingUnit.” SECTION 6—DIMENSIONAL AND LANDSCAPING REQUIREMENTS 6.2.7 Side Yards Side yards shall be measured from the nearest point of any dwelling or structure to each side lot line, provided that nothing shall prevent the projection of uncovered steps and ramps or the construction of walls and fences. Notwithstanding the foregoing, in the Resi-dential Districts or for single-family dwellings in a Limited Business District, a building of accessory use may be placed not less than 10 feet from a side line, and not less than 10 feet from another building on the same


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lot, so long as such building is not to be located nearer the side line of the right of way than the rearmost point of the dwelling or any structure attached thereto, exceptfordetachedaccessorydwellingunitswhicharegovernedbySection4.2.9. 6.2.8 Rear Yards Rear yards shall be measured from the nearest point of any dwelling or structure at-tached thereto to the rear lot line, provided that nothing shall prevent the projection of uncovered steps and ramps or the construc-tion of walls and fences. In the Residential Districts or for single-family dwellings in the Limited Business District, no building of ac-cessory use shall be placed nearer to the rear lot line than 10 feet.DetachedaccessorydwellingunitsaregovernedbySection4.2.9. SECTION 7—SPECIAL PROVISIONS 7.4 Parking Regulations 7.4.1 Required Spaces

7.4.1.1 Dwelling including multiunit structure Two parking spaces for each dwelling unit,unlessotherspeci iccriteriaareprovided.

Recommendations: Selectmen: Recommended approval Finance Committee: Recommended approval Planning Board: Unanimously recommended approval Council on Aging: Recommended approval Moderator declared motion fails (In Favor-130, Opposed-80).

Mark Siegenthaler made the following motion and the motion was seconded. Voted, that the Town approve the following amendments to the Zoning Bylaw: (additions shown in bold and deletions in strikeout) SECTION 6—DIMENSIONAL AND LANDSCAPING REQUIREMENTS 6.2.10 Height In all Districts, the building height shall not exceed the dimensions noted in Table II Dimensional Regulations. In all Districts, except Residential Districts, the height of a building shall be measured as the vertical distance from the average ground level around the perimeter of a building to either the top of the highest ridge in case of a pitched roof, or the highest point of the exterior in the case of a lat roof. In the Residential Districts, the height of a building shall be measured as the vertical distance from the base elevation to the top of the highest ridge in the case of a pitched roof, or the highest point of the exterior in the case of a lat roof. ForanyaccessorybuildinginaResidentialDistrict,themaximumheightshallbetwenty‐ive(25)feetandoneandahalf(1½)stories. Forthispurpose,ahalfstoryisde inedasaspaceunderaslopingroofthathasthelineofintersectionoftheroofandwallfacenotmorethanthree(3)feetabovethe loorlevelandinwhichthehabitablespacewithheadroomof ive(5)feetormoreoccupiesnomorethansixty(60)percentofthe loorarea.

ARTICLE 11—ZONING BYLAW AMENDMENT HEIGHT OF ACCESSORY STRUCTURES

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Spacesnotsatisfyingthisde initionshallbeconsideredafullstory. Chimneys, spires, towers, ventilators, skylights, tanks, antennae, and other projections not used for human occupancy or storage may extend not more than 8 feet above the height limits herein ixed.

Recommendations: Selectmen: Recommended approval Finance Committee: Recommended approval Planning Board: Recommended approval Moderator declared the motion passes with a two-thirds majority being met.

Jeffrey Cohen made the following motion and the motion was seconded. Voted, that the Town approve the following amendments to the Zoning Bylaw: (additions shown in bold and deletions in strikeout) SECTION 6—DIMENSIONAL AND LANDSCAPING REGULATIONS 6.2.10 Height In all Districts, the building height shall not exceed the dimensions noted in Table II Dimensional Regulations. In all Districts, except Residential Districts, the height of a building shall be measured as the vertical distance from the average ground level around the perimeter of a building to either the top of the highest ridge in the case of a pitched roof, or the highest point of the exterior in the case of a lat roof. In the Residential Districts, the height of a building shall be measured as the vertical distance from the base elevation to the top of the highest ridge in the case of a pitched roof or the highest point of the exterior in the case of a lat roof. Chimneys, spires, towers, ventilators, skylights, tanks, antennae, and other projections not used for human occupancy or storage may extend not more than 8 feet above the height limits herein ixed.

6.2.10.1 Base Elevation

ARTICLE 12—ZONING BYLAW AMENDMENT

BASE ELEVATION

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FIGURE 3A

FRONT ELEVATI ON

8 8

8 8

SIDE ELEVATION

TOP OF SLOPE, FRONT YARD

TOP OF SLOPE, REAR YARD

REAR ELEVATION

TOP OF SLOPE, FRONT YARD

BOTTOM OF SLOPE, REAR YARD


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Theintentofestablishingabaseelevationonresidentiallotsistoremovetheincentivetocreatelayered“plateaus”thatsigni icantlyraisethegroundlevelatthestructure’sfoundation. The base elevation is the average elevation of the ground between where the two corners of the lowest foundation wall of a building meet the ground. The base elevation shall be determined prior to disturbing the original ground which includes, but is not limited to, demolition of existing building, excavation for new building, clearing and grubbing, cutting and illing, and general grading of the land. The base elevation shall be certi ied by a registered land surveyor and shown on a certi ied plot plan to be veri ied by the Building Inspector prior to commencement of work on the property. In Residential Districts, withapprovaloftheBuildingInspector,the base elevation may be adjusted toanelevationnotmorethantwo(2)feethigherthantheexistingbaseelevationatthebuildingfoundationlocationif the ground is altered to facilitate proper stormwater drainage around and/or away from the building orforissuesrelatedtosoilsortopography; however, the base elevation may not be raised more than (2) two-feet at the building foundation location theheightofthebuildingwillbecalculatedfromthenewadjustedbaseelevation. A Special Permit allowing more than thetwo(2)foot(2) two-feet adjustment to the base elevation noted above may be granted by the Zoning Board of Appeals if the Board inds that literal application of this requirement would be unreasonable because of forreasonsofdrainage,soils, or topography and that the desired relief may be granted without substantial detriment to the neighborhood and without derogating from the intent and purpose of this Bylaw suchreliefisinharmonywiththepurposeandintentofthisBylawandwillnotbesubstantiallymoredetrimentalorinjurioustotheneighborhood. Recommendations: Selectmen: Recommended approval Finance Committee: Recommended approval Planning Board: Unanimously recommended approval Moderator declared the motion passes unanimously.

Shawn Hanegan made the following motion and the motion was seconded. Voted, that the Town approve the following amendments to the Zoning Bylaw: (additions shown in bold and deletions in strikeout) SECTION 5—ACCESSORY USES AND STRUCTURES 5.1.8 Trailer and Mobile Home

5.1.8.1 Construction Trailer


TEMPORARY USES AND STRUCTURES


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In all districts, the Inspector of Buildings may authorize the temporary use of a trailer or mobile home as a construction site of ice for not more than two years, provided that the authorization shall require the removal of the such within 90 days after completion of the work for which the temporary use was permitted and provided further that, if construction is actively proceeding, the authorization for the trailer or mobile home may be renewed by the Inspector of Buildings for successive one-year periods. 5.1.8.2 Temporary Dwelling In all districts, the use of a trailer or mobile home as a temporary dwelling shall be permitted: for not more than seven days in any calendar year where the owner or occupier of a residence which has been rendered uninhabitable by ire or other natural disaster resides in a trailer or mobile home on the site of such a residence, while the residence is being rebuilt, for a period not to exceed twelve months. An extension of the time period for use of a trailer of mobile home as a temporary dwelling may be authorized by the Zoning Board of Appeals by Special Permit subject to a reasonable time limit. Any such trailer or mobile home use shall be subject to the provisions of the state sanitary code. 5.1.8.3TemporaryNon‐residentialTrailer Onnon‐residentialpropertiesinalldistricts,theBuildingInspectormayauthorizeatemporarynon‐residentialtrailerforuptotwelvemonthsforthepurposeofmeetingashort‐termortransitionalneedforstorageoroperationalcapacityrelatedtotheprincipaluseoftheproperty.SuchauthorizationmaybeextendedforgoodreasonbytheInspectorofBuildingsforsix‐monthperiodsbutfornomorethanoneadditionalyear.

Recommendations: Selectmen: Recommended approval Finance Committee: Recommended disapproval Planning Board: Unanimously recommended approval Moderator declared motion passes with a two-thirds majority.

Jacinda Barbehenn made the following motion and the motion was seconded. Voted, that the Town approve the following amendment to the Zoning Bylaw: (additions shown in bold and deletions in strikeout; full table not shown) SECTION 22—GREAT ROAD DISTRICT 22.6. Use Regulations 22.6.1 The following use regulations shall apply in the Great Road District. Table Legend Y=Permitted SP=Planning Board Special Permit


HORIZONTAL MIXED-USE IN THE GREAT ROAD/NORTH ROAD DISTRICT


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N=Prohibited Recommendations: Selectmen: Recommended approval Finance Committee: Recommended disapproval Planning Board: Unanimously recommended approval Moderator declared motion passes with a two-thirds majority. SECTION 22—GREAT ROAD DISTRICT 22.6. Use Regulations 22.6.1 The following use regulations shall apply in the Great Road District. Table Legend Y=Permitted SP=Planning Board Special Permit N=Prohibited Recommendations: Selectmen: Recommended approval Finance Committee: Recommended disapproval Planning Board: Unanimously recommended approval Moderator declared motion passes with a two-thirds majority.

Jacinda Barbehenn made the following motion and the motion was seconded. Voted, that the Town approve the following amendment to the Zoning Bylaw: (additions shown in bold; full table and list of de initions not shown) SECTION 22—GREAT ROAD DISTRICT 22.6. Use Regulations 22.6.1 The following use regulations shall apply in the Great Road District. Table Legend Y=Permitted SP=Planning Board Special Permit N=Prohibited

22.6.2 Terms and de initions applicable to this Section:

ARTICLE 15—ZONING BYLAW AMENDMENT CLARIFYING PROHIBITION OF DRIVE-THROUGH IN THE GREAT ROAD

DISTRICTS

Use GR/S GR/M GR/C GR/NR

Drive-through ser-vice

N

N

N

N


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Drive‐throughservice:Abuildingorkioskfeature,suchasawindow,door,ormechanicaldevice,throughwhichoccupantsofamotorvehiclereceiveorobtainaproductorservice.Recommendations: Selectmen: Recommended approval Finance Committee: Recommended approval Planning Board: Unanimously recommended approval Moderator declared motion passes with a two-thirds majority. The Moderator requested that voters stay to inish the Town Meeting tonight. Only four more articles to go.

Margot Fleischman made the following motion and the motion was seconded. Voted, that the Town authorize the Town Manager to enter into leases, licenses, power purchase agreements, agreements for payment in lieu of taxes, and/or other contractual agreements for terms up to twenty years with extension options for an additional ten years, subject to terms and conditions approved by the Board of Selectmen, for all or portions of the following municipal properties: Town Hall, Town Center Building, Department of Public Works, Lane Elementary School, Davis Elementary School, John Glenn Middle School, and Bedford High School for the purposes of installing and operating solar energy–generating and battery-storage facilities and supplying solar energy, including rooftop, ground-mounted and other solar facilities, and further to authorize the Selectmen and Town Manager to take such action as may be necessary under State law to effectuate said agreements. Recommendations: Selectmen: Recommended approval Finance Committee: Recommended approval Moderator declared it passes with a majority vote. Jan Shepard presented the Charter and Bylaw Review Committee report.

Edward Pierce made the following motion and the motion was seconded. Voted, that the Town propose the following amendments to the Town of Bedford Charter: CurrentText:Selectmen (wherever it appears)ProposedText:Select BoardRecommendations: Selectmen: Recommended approval Finance Committee: Recommended approval Charter & Bylaw Review Committee: Recommended approval Moderator declared motion passes unanimously.

ARTICLE 16—POWER PURCHASE AGREEMENT

ARTICLE 17—CHARTER AMENDMENT—SELECTMEN TO SELECT BOARD

ARTICLE 18—MISCELLANEOUS CHARTER AMENDMENTS

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Jan Shepard made the following motion and the motion was seconded. Voted, that the Town propose the following amendments to the Town of Bedford Charter:Article2—Section2‐15Current Text: At least one member of each elected or appointed board, commission and committee shall attend all Annual and Special Town Meetings. However, no Town Meeting power or action otherwise authorized under the Massachusetts General Laws or Bylaws of the Town shall be nulli ied if one or more said town of icers or members do not comply with the requirement of this section. ProposedText: Every elected and appointed member of a board, commission, or committee shall consider it their responsibility to represent their board, commission, or committee at all Annual and Special Town Meetings. At a minimum, the chairperson or a designated member shall attend every Town Meeting session to provide information pertinent to their board, commission, and committee activities that relate to Town Meeting Articles. However, no Town Meeting power or action otherwise authorized under the Massachusetts General Laws, this Charter, or the Town Bylaws shall be nulli ied if one or more said Town Of icers or members does not comply with this section. Article3—Section3‐3CurrentText: In addition to appointments to temporary posts and committees they may create, the Selectmen shall make the following appointments for the terms speci ied:

Length of Term

Office No. of Members Years Council on Aging 9 3

Conservation Commission 7 3

Constables 4 3

Historic District Commission 5 3

Historic District Commission Alter-nates

3 2

Historic Preservation Commission 7 3

MBTA Representative 1 3

Metropolitan Area Planning Council 1 3

Recreation Commission 5 3

Registrars of Voters 3 3

Special Police Officers Any 1

Town Counsel 1 1

Town Historian 1 3

Veterans’ Agent/Service Officer 1 1

Veterans’ Graves Officer 1 1

Volunteer Coordinating Committee 5 3

Youth and Family Services 9 3

Zoning Board of Appeals 5 3

Zoning Board of Appeals—Associate 3 3

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ProposedText: In addition to appointments to temporary posts and committees they may create, the Selectmen shall make the following appointments for the terms speci ied:

Article5—Section5‐1gCurrentText: Take an annual inventory of all property of the Town of Bedford. ProposedText: Maintain a list of ixed assets that are valued over $5,000 as required by GASB Standards. Article5—Section5‐1hCurrent Text: Be responsible for the negotiation of all contracts within the Selectmen’s jurisdiction. For the purposes of collective bargaining under Chapter 150E of the Massachusetts General Laws, the Selectmen shall be the Chief Executive Of icer and the Town Manager shall be the designated representative under Section 1 of said Chapter. Contracts negotiated by the Town Manager shall be subject to the policy of and inal approval of the Selectmen. The Selectmen may authorize the use of additional persons to assist the Town in negotiation of collective bargaining contracts as they deem advisable. Proposed Text: Be responsible for the negotiation of all contracts within the Selectmen’s jurisdiction. For the purposes of collective bargaining under Chapter 150E of the Massachusetts General Laws, the Selectmen shall be the Chief Executive Of icer and the Town Manager shall be the designated representative under Section 1 of said Chapter. Contracts negotiated by the Town

Office Number of Members Term (Years) Conservation Commission 7 3

Constables 4 3

Council on Aging 9 3

Historic District Commission 5 3

Historic District Commission Alter-nates 2 3

Historic Preservation Commission 7 3

MBTA Representative 1 3

Metropolitan Area Planning Council 1 3

Recreation Commission 5 3

Registrars of Voters 3 3

Special Police Officers Any 1

Town Counsel 1 1

Town Historian 1 3

Veterans’ Agent/Service Officer 1 1

Veterans’ Graves Officer 1 1

Volunteer Coordinating Committee 5 3

Youth and Family Services 9 3

Zoning Board of Appeals 5 3

Zoning Board of Appeals—Associate 3 3

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Manager shall be subject to the policy of and inal approval of the Selectmen. The Selectmen may authorize the use of additional persons to assist the Town in negotiation of negotiating collective bargaining contracts as they deem advisable. Article5—Section5‐liCurrentText: Search for economies that may accrue to the Town through joint purchasing of materials, property or services by two or more municipalities or two or more departments, of ices, boards, commissions or committees of the Town. ProposedText:Search for economies that may accrue to the Town through joint purchasing of materials, property, or services by two or more municipalities or two or more Town departments, of ices, boards, commissions, or committees. Article5—Section5‐3CurrentText: The Town Manager shall prepare a warrant report and arrange for its distribution to all the Town’s registered voters a minimum of seven days before each Annual Town Meeting and a minimum of fourteen days before a Special Town Meeting. The warrant report shall be constructed as follows: For each article in the warrant, a copy of the article or a summary that conveys its full contents; a statement by the submitter of the article of the reason or reasons why the provision set forth in the article should be adopted by Town Meeting; recommendations by the Selectmen and Finance Committee. The Selectmen may also invite the Town of icers, boards, commissions and committees affected by an article to submit recommendations for the report. The warrant report for a Special Town Meeting need not be prepared if the Selectmen and the Finance committee agree that the time required for its preparation would delay the holding of such a meeting suf iciently to do harm to the town. ProposedText: The Town Manager shall prepare a warrant report and arrange for its distribution to all the Town’s registered voters a minimum of seven days before each Annual Town Meeting and a minimum of fourteen days before a Special Town Meeting. The warrant report shall be constructed as follows: 1. The text of the proposed article; 2. A non-partisan summary of the article and any related factual information; 3. For an article submitted by petition, a statement by the petitioners supporting the article; 4. Recommendations by Selectmen and Finance Committee. The Selectmen may request recommendations from other boards and committees 5.Theresidentialtaximpact,ifany,ofthearticle. The warrant report for a Special Town Meeting need not be prepared if the Selectmen and the Finance Committee agree that the time required for its preparation would delay the holding of such a meeting suf iciently to do harm to the Town. Article8—Section8‐5CurrentText: If the successor fails to qualify within ive working days after receiving noti ication of his or her election, the of ice shall thereupon be deemed vacant.ProposedText:If the successor fails totaketheoathofof ice within ive working business days after receiving of icialnoti ication from theTownClerk of his or her their election, the of ice

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shall thereupon be deemed vacant.GeneralChanges: Added Oxford commas throughout. Capitalize T in “Town,” and made charter and bylaw gender neutral. Recommendations: Selectmen: Recommended approval of these items Finance Committee: Recommended approval Charter & Bylaw Review Committee: Recommended approval Moderator declared motion passes unanimously.

Robert Bruce Murphy made the following motion and the motion was seconded. Voted, that the Town propose the following amendments to the Town of Bedford Charter, Article 5-1(b): regarding the authority of appointment for the Town Assessor. Article5‐1(b)CurrentText:Appoint and remove, subject to the approval of the Selectmen, and supervise the heads of departments for which the Selectmen are responsible and all other town of icers whose appointment is required to perform a necessary town function and who are not listed in Section 3 of Article 3. A department head is de ined for this Charter as an of icial who, in the prolonged absence of the Town Manager, would normally report directly to the Selectmen. The Town Manager shall have the power of inal review and approval of subordinates’ appointments, removal and supervisions of personnel under the subordinates’ jurisdiction.ProposedText: Speci icAuthorityforAssessorAppointment. Appoint and remove, subject to the approval of the Selectmen, and supervise the heads of departments for which the Selectmen are responsible and all other town of icers whose appointment is required to perform a necessary town function and who are not listed in Section 3 of Article 3. TheTownManagershallalsohavethepowertoappointandremove,subjecttotheapprovaloftheBoardofAssessors,andsupervisetheTownAssessor. A department head is de ined for this Charter as an of icial who, in the prolonged absence of the Town Manager, would normally report directly to the Selectmen. The Town Manager shall have the power of inal review and approval of subordinates’ appointments, removal, and supervisions of personnel under the subordinates’ jurisdiction.Recommendations: Selectmen: Recommended approval Finance Committee: Recommended approval Charter & Bylaw Review Committee: Recommended approval Moderator declared motion passes with a two-thirds majority. Michael Rosenberg made a motion to adjourn the Special Town Meeting sine die. The motion was seconded. The Special Town Meeting adjourned at 10:20 PM.

ARTICLE 19—CHARTER AMENDMENT—BOARD OF ASSESSORS

Legislative



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TownCaucus—January7,2020

Interim Town Clerk Pamela Carakatsanecalled the Town Caucus to order at 7:05 pm. A quorum of 75voters was present in the Town Hall Richard T. Reed Room. Nominations for Chairperson of the Caucus took place and Emily Mitchell was elected Chairperson by a unanimous vote. Chairperson Mitchell explained the basic rules of the Caucus. The quorum is 25 voters. The Chairperson directed non-registered attendees to sit on the left side rear of the meeting room. Rules are in compliance with MGL Chapter 53 Section 121. The Chairperson asked for nominations for Secretary of the Caucus. Virginia Spencer was unanimously voted Secretary of the Caucus. Chairperson Mitchell explained the procedures for nominating candidates to each open public of ice. She reminded the audience that attendance at the Caucus is required in order for a candidate to be designated the Caucus Nominee. The 2020 Town election will be held on March 14th. Caucus Nominees must sign the acceptance form with the Interim Town Clerk at the conclusion of the Caucus. Chairperson Mitchell then reviewed all open positions and the associated term which was displayed on a screen for the audience. Having heard the proposed rules of procedure for the 2020 Caucus a motion was made and seconded to adopt all rules as proposed. Chairperson Mitchell declared the procedures adopted by a unanimous vote. Laura A Gemmeexplained the campaign inance laws as they apply to local elections. Nominations began: ASSESSORS–1VACANCY–3YEARTERM NOMINATION:REBECCAGREENNEALE‐‐2FRANCISKELLYROAD Nominator: Ron Green, 12 Old Stagecoach Road No further nominations. The nomination of RebeccaGreenNeale was accepted and approved. BOARDOFHEALTH–2VACANCIES–3YEARTERM

INCUMBENTNOMINATION:DR.ANNKIESSLING–ADDRESS Nominator: Richard Daugherty, 49 Elm Street NOMINATION:SUSANSCHWARTZ–34GLENRIDGEDRIVE Nominator: Beatrice Brunkhorst, 135 Page Road No further nominations. The nominations of Dr.AnnKiesslingandMs.SusanSchwartzwere accepted and approved.


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LIBRARYTRUSTEES–2VACANCIES–3YEARTERM INCUMBENTNOMINATION:ROBINGRACESILBERT–22PAGEROAD Nominator: Linda White, 3 Glenridge Drive INCUMBENTNOMINATION:RACHELFIELD–380CONCORDROAD Nominator: Alan MacRobert, 260 Davis Road No further nominations. The nominations of Robin Grace Silbert and Rachel Field were accepted and approved. PLANNINGBOARD–2VACANCIES–3YEARTERM INCUMBENTNOMINATION:LUCINDABARBEHENN–10IRENEROAD Nominator: Mary Ellen Carter, 57 Fletcher Road NOMINATION:STEVENHAGAN–ADDRESS Nominator: Richard Daugherty, 49 Elm Street No further nominations. The nominations of Jacinda Barbehenn and Steven Hagan were accepted and approved. SCHOOLCOMMITTEE–2VACANCIES–3YEARTERM INCUMBENTNOMINATION:ANNGUAY–276DAVISROAD Nominator: Ed Pierce, 5 Norma Road NOMINATION:SARAHSCOVILLE–311SPRINGSROAD Nominator: Rebecca Hagopian, 23 Gould Road No further nominations. The nominations of AnnGuayandSarahScovillewere accepted and approved. SCHOOLCOMMITTEE–1VACANCY–2YEARTERM NONOMINATIONSSCHOOLCOMMITTEE–1VACANCY–1YEARTERM INCUMBENTNOMINATION:DANBROSGOL–57LOOMISSTREET Nominator: Ben Thomas, 2 Appletree Lane No further nominations. The nomination of DanBrosgolwas accepted and approved. SELECTMEN–2VACANCIES–3YEARTERM INCUMBENTNOMINATION:EDPIERCE,5NORMAROAD Nominator: Ann Guay, 276 Davis Road NOMINATION:MARKSIEGENTHALER–10ANTHONYROAD

Nominator: Dan Bostwick, 23 Hartford Street NOMINATION:BOPHAMALONE,95CARLISLEROAD

Nominator: Katherine Pinney, 121 Wilson Road No further nominations. The nominations of EdPierce,MarkSiegenthaler,andBophaMalonewere accepted and approved. The Town Election is March 14, 2020.


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The 2020 Town Caucus adjourned at 9:15 pm.Respectfully submitted, Virginia H. Spencer, 32 Old Stagecoach Road Secretary of the Caucus


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VolunteerOpportunitiesandtheAppointmentProcess

OpportunitiesforVolunteerAppointmentsinBedford All Town boards and committees consist of volunteers who reside in Bedford and are registered voters. These volunteers work toward solving complex issues and setting or recommending policy that helps to shape the kind of community in which we live. Bedford is fortunate to have many potential volunteers whose skill and technical knowledge can be applied in the Town Government. There are various opportunities available to correspond with your expertise and/or interest. Why volunteer? There are as many reasons as there are volunteers. Here are a few:

• Learn more about your community • Meet people • Watch your ideas get implemented • Be aware of important events in town • Take charge of a project • Add to your resume Help guide your community

AppointmentProcessIf you would like to be a part of our Town Government, please initiate the process by completing the Volunteer Questionnaire and returning it as indicated. Please note that all candidates for appointment to a committee are interviewed, and that prior to interviewing, they are required to attend at least one meeting of the committee(s) in which they express interest. Committee Vacancies are listed on the next page.


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CurrentVacancies(asofApril16,2021) Vacancies can occur throughout the year. Terms of of ice vary from one to three years. Committees which may have openings are listed below:

CommunityMediaCommitteeAdvisetheSelectBoardonmatterspertainingtoPEGAccessprogramming.


ProtecttheenvironmentalresourcesintheTownthroughadministrationandenforcementofrelevantstatelawandTownBylaws

EnergyandSustainabilityCommittee

AdvisetheSelectmenonpoliciesandprocedurestoef icientlyandeffectivelymanagemunicipalandschoolen‐ergyexpendituresandreducecommunitygreenhousegasemissions.

HanscomAreaTownsCommittee(HATS)

CoordinatepoliciesandactivitiesofthefourtownsthatcontainHanscomField.

HistoricDistrictCommissionReviewanyproposedchangestopropertieswithintheHistoricDistrict.


Preserve,protect,develop,andmanageBedford’shistoric,archaeological,andculturalassets.

MunicipalAffordableHousingTrustCreateandpreserveaffordablehousinginBedford.

Petitioners’AdvisoryCommittee

Aidcitizensinpreparingpetitioners’articlesforTownMeeting.

TransportationAdvisoryCommitteeExamine,evaluate,andadvisetheSelectBoardonimprovementstoresidentmobilityandnon‐

automobilemodesoftransportation


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Town of Bedford Questionnaire for Volunteers Good Government Depends On You!

Please read about opportunities for volunteer appointments and the process on the other side of this Questionnaire.

Name

Address I Occu ation

Preferred Phone E-mail I 1. Interested in serving on

2. How man meetin s have ou attended of the committee s listed above?

3. No. ears lived in Bedford: stered Bedford voter?I

4. Attended Bedford Town Meetin If es, lease indicate last ear s ou attended.

5. Please describe your background or training from work and/or life experience that relates to your

interest in government.

6. What Town government experience have you had?

7. What community experience have you had? Have you served as an officer or held any leadership

position in any other community organization(s)?

8. Additional information for the Select Board to consider. (Please add to this form and/or attach a

resume as necessary.)

9. Do you have any restrictions on your availability to attend committee meetings?

10. How do you hear about this vacancy?

Feel free to call a member of the Volunteer Coordinating Committee to indicate your interest or to find out more about a committee, the time commitment involved and the process of appointment. Please complete this form and return it to the Town Manager's Office, Town Hall at 10 Mudge Way or by email to [email protected] .

Patricia Carluccio - 781-275-0645 Joseph Piantedosi- 781-275-6077 Kelly Korenak 917-741-9934 Jennifer Kelley 617-331-1983 Angelo Colao - 781-275-7225

Office Use Only Registered Voter ______ Acknowledged ______ Attended Meetings ______ _ Interviewed Appointed Appointment Letter ______ _