ARPA Project Suggestion Portal

ARPA Project Suggestion Portal

Community Project Suggestions (20 TOTAL)

Administrative Information

  • A.) Stephen Thayer
  • B.) Sthayer199@yahoo.com
  • C.) 9788284153
  • D.) 72 mall st apt 14
    Lynn, Massachusetts 01905
  • E.) 51-65 years old
  • F.) Male
  • G.) White
    • Hispanic/Latino: No
  • H.) Yes
  • I.) Renter

Project Name

Title: Second turf field

Category: Negative Economic Impacts

Project Description

I think they should build a nice turf stadium at berry Park

Additional Information

Timeline/Cost: 2 year with no track so u could be closer to the field of play

File Upload:

Administrative Information

  • A.) Daniel Silverman
  • B.) disman22@gmail.com
  • C.) 9782778047
  • D.) 35 Central Square
    Unit 402
    Lynn, Massachusetts 01901
  • E.) 18-35 years old
  • F.) Male
  • G.) White
    • Hispanic/Latino: No
  • H.)
  • I.) Homeowner

Project Name

Title: Central Square Pedestrian and Cycling Upgrades

Category: Negative Economic Impacts

Project Description

Central Square is at the heart of our city and is a location already enjoying the benefits of dense housing, mixed-use buildings, and relatively frequent public transportation service. This is also the area of the city that first greets people who arrive to Lynn by commuter rail or bus from Boston. The wide, single-lane roadway in Central Square, however gives the impression that this is a place where cars are prioritized over people and results in dangerous conditions for pedestrians crossing the road and cyclists trying to use the road. There is plenty of room in Central Square to accommodate protected bike lines and improved/additional crosswalks, all while maintaining most (if not all of the parking spots) there now. Parking spots could be pushed out further from the curb to make way for bike lines on both sides of the road to accommodate two-way cycling traffic. Another crosswalk, as well as a new curb cut that goes further into the roadway to improve visibility of pedestrians, should be added roughly in front of where RAW Art Works is now. This is already an area where pedestrians cross because the nearest crosswalks are too far away or awkwardly positioned, like with the crosswalks near the flat-iron building. The slip ramp that is located at the intersection of Union Street and Central Square should also blocked off and turned into a true pedestrian plaza. With more residential and commercial development on the way to Central Square, it is imperative that we make this area of the city a place where people feel comfortable accessing all of the services available in the neighborhood by walking, rolling, and cycling.

Additional Information

Timeline/Cost: Pilot versions of these changes could be done very cheaply with concrete barriers, bike lane posts, and road paint. Future repaving of the roadway is presumably something that will happen soon based off the current condition of the roadway. At that point, these changes could be accommodated with new curb extensions, curb-protected bike lanes, and a redesign of the intersection of Union Street and Central Square.

File Upload:

Administrative Information

  • A.) Bryan McAskill
  • B.) bryan.mcaskill@gmail.com
  • C.) 9787288017
  • D.) 250 Euclid Ave
    LYNN, Massachusetts 01904
  • E.) 18-35 years old
  • F.) Male
  • G.) White
    • Hispanic/Latino: No
  • H.) No
  • I.) Homeowner

Project Name

Title: Exercise/Fitness Park Structure

Category: Negative Economic Impacts

Project Description

Included in attachment.

Additional Information

Timeline/Cost: Total Costs: anticipated around $10k (no more than $20k) – for materials and shipping. Installation: TBD

File Upload: https://lynnarpa.com/wp-content/uploads/formidable/6/exercise_fitness_park_proposal.pdf

Administrative Information

  • A.) Colin Codner
  • B.) colin@greaterlynnchamber.com
  • C.) 7815922900
  • D.) 583 CHESTNUT ST STE 8
    Greater Lynn Chamber of Commerce
    Lynn, Massachusetts 01904
  • E.) 36-50 years old
  • F.) Male
  • G.) White
    • Hispanic/Latino: No
  • H.)
  • I.) Homeowner

Project Name

Title: Co-Working Community Commercial Kitchen

Category: Negative Economic Impacts

Project Description

Development of a community accessible co-working commercial-grade kitchen facilty. This facility would enable individuals with food-based entreprenurial ideas to be able to launch those concepts in a location that is condusive to business success, in alignment with food safety codes, and reduces the risk of high cost leases and capital investment.

Additional Information

Timeline/Cost: $500,000 – fully operational within 12 months

File Upload:

Administrative Information

  • A.) Angela Letizia
  • B.) anletizia@yahoo.com
  • C.) 8577199242
  • D.) 29 WEBSTER ST
    Lynn, Massachusetts 01902
  • E.) 36-50 years old
  • F.) Female
  • G.) White
    • Hispanic/Latino: No
  • H.)
  • I.) Homeowner

Project Name

Title: Clean up King’s Beach

Category: Infrastructure

Project Description

Improve the water quality of King’s Beach by improving wastewater treatment

Additional Information

Timeline/Cost:

File Upload:

Administrative Information

  • A.) Joe Skahan
  • B.) skahanmusic@gmail.com
  • C.) 508-247-7869
  • D.) 12 Rust ST
    Lynn, Massachusetts 01902
  • E.) 36-50 years old
  • F.) Male
  • G.) White
    • Hispanic/Latino: No
  • H.) I have Bipolar Disorder
  • I.) Homeowner

Project Name

Title: Renovations to Parkland Avenue Dog Park

Category: Infrastructure

Project Description

The Barkland Avenue Dog Park (located on Parkland Avenue in Lynn) has been in stages of disrepair for sometime. From its surface, lack of water supply and shade, adequate parking and more. We are looking for funding to repair and make the dog park up to date with other community dog parks as examples (Peabody) We would like to create a better surface area for the dogs (currently dirt, rocks, glass etc) fix broken water supplies, add shade, expand and pave parking-lot, install lights so park amy be used at night or late afternoons in the winter, install new pet waste containers, replace kiosk, repair fence and entrance area, , put in adequate trash receptacles, keep some one to maintain the park and a few other odd things. This will benefit the community and draw more people to the park. Currently people do not bring their pets there due to its condition. We have composed a letter and sent it to the city with over 50 signatures of support (attached). We need this in our community to compete with surrounding communities that have the same.

Additional Information

Timeline/Cost: . The project timeline is to have this completed on a rolling basis by the end of the summer 2022. The park can be closed for a short periods to complete work. Here is a rough estimate of costs. Expand size of parking lot / pave parking lot and paint yellow space lines / install parking “bumpers” – $25,000 2. Purchase / install lights (controlled by DPW via an app) – $25,000 3. Purchase park shade structure for dogs and owners – $15,000 4. Purchase / install rice pebble for 5,3633 SF small park and 16,878 for large park – $50,000 5. Purchase / install dog climber ramp, crawl tunnel / other dog equipment – $5,000 6. Purchase / install kiosk/ message board – $1,500 8. Repair water stations – $7,5000 9. Purchase / install 3 benches – $3,000 10. Upgrade / repair fence / expand “transfer area”- $10,000 11. Purchase / install 2 poop bag stations / purchase bags – $1,000 12. Install proper signage – $1,000 13. Purchase 4 trash receptacles – $4,000 14. Annual maintenance budget – $3,500 x 5 years 15. Recommend random spot checks at the dog park by DPW staff to ensure safety and that dogs are registered with the City 16. Recommend that as part of the senior tax abatement program, a senior be assigned to the dog park to monitor, clean, refill poop bag dispensers, and take out the trash barrels a few days per week. TOTAL= $166,000

File Upload: https://i0.wp.com/lynnarpa.com/wp-content/uploads/formidable/6/Barkland-pet-page-1.jpeg?resize=150%2C150&ssl=1, https://i0.wp.com/lynnarpa.com/wp-content/uploads/formidable/6/Barkland-pet-page-2.jpeg?resize=150%2C150&ssl=1

Administrative Information

  • A.) Pablo Gomis
  • B.) fr.pablo@gmail.com
  • C.) 8577560093
  • D.) 29 Green Street
    Lynn, Massachusetts 01902
  • E.) 36-50 years old
  • F.) Male
  • G.)
    • Hispanic/Latino: Yes
  • H.)
  • I.) Homeowner

Project Name

Title: Latino Youth Pilgrimage to Israel

Category: Negative Economic Impacts (Household/Business/Non-Profit Assistance)

Project Description

This is a summer project organized by Saint Joseph Catholic Church to provide youth of the city of Lynn that come from hispanic families, most of them with undocumented parents and with strong financial hardships, to take them on a mission trip to Israel, to visit the places wher Jesus Christ lived and died. We expect through this project to give these young people the opportunity to create a group that will be based in good moral values and to remove them from potential situations of drugs and alcohol abuse, gang related activities and homelesseness.

Additional Information

Timeline/Cost: This Pilgrimage-trip will take place from July 12 to July 23. We have 30 youth that is working really hard to get the funds needed to go. The Cost is $3,000 per person, this price will include transportation, lodging, meals and guided tours. Saint Joseph Parish will need $90,000 in order to take all the youth. We can pay the travel agency (ITC SRL ITALY TRAVEL CONSULTING) even after the pilgrimage takes place. We have made a payemen already. I will send attached the last wire transfer as proof of the project. Any help would be highly appreciated.

File Upload: https://lynnarpa.com/wp-content/uploads/formidable/6/4-8-2022.pdf

Administrative Information

  • A.) Michael Mellor
  • B.) mmellor@law.harvard.edu
  • C.) 617-901-7506
  • D.) 48 High Rock Street #2
    Lynn, Massachusetts 01902
  • E.) 36-50 years old
  • F.) Male
  • G.) White
    • Hispanic/Latino: No
  • H.)
  • I.) Homeowner

Project Name

Title: Revitalize High Rock Park

Category: Public Health

Project Description

PLEASE SEE ATTACHED PDF FILES (1 MAP-BASED PRESENTATION + 3 PHOTO ALBUMS)

OVERVIEW

High Rock Park is a 7-acre park that defines the border between Downtown Lynn and The Highlands. It was placed in the National Register of Historic Places in 1979 and was conveyed to the City of Lynn in 1988.

The park has an opportunity to be an urban oasis in Lynn’s most densely-populated neighborhood. Unfortunately, persistent anti-social behaviors and a lack of upkeep prevent it from living up to its promise. This proposal addresses both of those problems. It reduces chances for wrongdoing and increases opportunities for our community to enjov the space.

The plan starts with closing the Circuit Avenue parking circle, except for permitted events. Circuit Avenue is the starting point for a large percentage of problem behaviors. In the daytime, its primary user group never even leaves their cars to use the park. They drink in their cars, drive erratically, and block egress from the road and driveways. At night, people park their cars to engage in illegal activities in the park. This steady stream of anti-social activity discourages most people from using the park.

 The plan then continues with a thorough cleanup of the park’s edges and a major remodeling of the park’s amenities. This remodel includes a futsal court, new playground structures, a community garden, and a sitting area at a scenic vantage-point.

 A safe and clean park with more things to do will entice more people. More people using the park for good will reduce the number of people using the park for bad. Therefore, the park will be safer, cleaner, and more populated than ever.

 

1. CIRCUIT AVENUE PARKING CIRCLE

PROBLEMS

  • Public drinking
  • Public urination
  • Reckless driving
  • Cars blocking road, driveways and hydrant
  • Fireworks
  • Drug dealing
  • Prostitution
  • Fights
  • Broken glass
  • Overflowing garbage

PROPOSAL

Install locked gates at each end of the circle. They can be unlocked for permitted events. Clearly mark “No parking unless permitted event” in middle of road and along driveways and hydrant.

If possible, make a handicap accessible parking space in front of each gate (may be difficult with grade of road).

2. FUTSAL COURT

People of all ages come to this generic cement court to play futsal. It even gets shoveled after snow storms. The one problem is that it’s also a fireworks launching pad in the summer.

PROPOSAL

Make it a real futsal court

3. DRUG SPOT #1

The rock behind 28-38 High Rock St. and the stairs from High Rock Terrace are known spots for alcohol and heroin use.

PROPOSAL

  • Clean broken glass, drug paraphernalia, etc.
  • Police patrols on foot

4. HIGH ROCK TOWER

One of the crown jewels of Lynn, and a historic landmark that can help bring the revitalization of downtown further north and east.

PROPOSAL

  • Turn lights back on
  • Fix security cameras
  • Hold more public events

5. PLAYGROUNDS (UPPER & LOWER)

The play structures are very popular, despite the problems with the area.

PROBLEMS

  • Old structures (with some sharp edges)
  • Grafitti on structures
  • Lack of wood chips
  • Broken glass
  • Trash
  • Illegal behavior to the immediate north and south

PROPOSAL

Update and modernize play structures.

6. DRUG SPOT #2 (GARDEN OPTION #1)

There is a broken fence and some trees separating this space from the playgrounds. People drink and use heroin here. It is also a homeless encampment (with tents) at times. There have been overdoses and fires here on multiple occasions.

PROPOSAL

  • Clean up broken glass, drug paraphernalia, etc.
  • Clear brush, dead trees, etc.
  • Police patrols on foot

Perhaps the fence can be removed and the space can be opened up to become a community garden.

NOTE: Rumor has it that this land is owned by KIPP. May make proposal more difficult.

7. DRUG SPOT #3

There is an overgrown area with an abandoned staircase that goes down to Mt. Hood Terrace. During the park cleanup on 4/29/22 I removed dozens of large dead tree limbs and 8 hypodermic needles.

PROPOSAL

  • Clear brush, dead trees, etc.
  • Clean broken glass, drug paraphernalia, etc.
  • Police patrols on foot

8. SCENIC ROCK

This is a beautiful spot with amazing views all the way to the Blue Hills. It even already has a concrete platform on top of it. The problems with it are that it’s full of broken glass and it’s hard to climb up and down.

PROPOSAL

  • Clean the broken glass
  • Build stairs to ascend it
  • Place benches on the existing platform

9. DRUG SPOT #4 (GARDEN OPTION #2)

During the warmer months (no tent needed) the area behind the Hutchison House becomes another drug spot and sleeping location.

PROPOSAL

  • Clear brush, dead trees, etc.
  • Clean broken glass, drug paraphernalia, etc.
  • Police patrols on foot

Perhaps a community garden can be installed, either to the east or west of the Hutchison House.

10. GARBAGE FIELD

This is a steeply sloped edge of the park that abuts people’s homes. It is overrun with brush and weeds. Wind blows the garbage (from the garbage barrels and elsewhere) down the hill and into this area, where it stays for years.

PROPOSAL

  • Clear brush, dead trees, etc.
  • Clean garbage

11. SLEDDING SLOPE

Despite it being dangerous and illegal, children and families continue to use this slope for sledding after every significant snow storm. This is obviously a problem, and some day a child is going to crash into Essex Street and get hit by a car.

Of course, you can’t control what people do.

PROPOSAL

Change the border fence the length of Essex Street to prevent bodily harm from sledding (e.g. baseball outfield fence padding).

CONCLUSION

High Rock Tower Park is an icon of the city of Lynn. Every politician and aspiring musician uses the park for their media branding. Every new city vehicle (e.g. fire truck, police cruiser) gets its picture taken by the tower. The park deserves to be in a condition equal to the esteem people have for it.

High Rock Tower Park is a link between the redeveloping downtown and The Highlands, one of the most diverse, impoverished and densely-settled parts of the city. Revitalizing it can push the progress being made downtown beyond the borders of downtown.

Revitalizing High Rock Tower Park can improve quality of life for many people. It can be done relatively quickly and will have long-lasting effects.

Administrative Information

  • A.) Kevin Cole
  • B.) flaxpondassociation@yahoo.com
  • C.) 781-593-9473
  • D.) 21 Verona Street
    Lynn, Massachusetts 01904
  • E.) 51-65 years old
  • F.) Male
  • G.) White
    • Hispanic/Latino: No
  • H.)
  • I.) Homeowner

Project Name

Title: Flax Pond Erosion/Clean Water

Category: Infrastructure (Water/Sewer/Broadband)

Project Description

Address and fix erosion along Flax Pond’s shoreline focusing on Lakeview Avenue area,  Chestnut Street/splash pad area, and Town’s Court by tennis/basketball court area.  Erosion seems to be caused by flooding rain water that is not draining correctly and flows into the shoreline of the pond.  Are the draining systems in this area not working properly? 

The curbing along Lakeview Avenue is basically gone and people will also park along this area, which results in rain water being easily able to flow down the embankment causing the erosion.   In our opinion a higher curb and some type of barrier along the curb area will help this problem. 

On the Towns Court area there are trenches running down to the pond to the point where the washouts have left numerous trees roots exposed.

At the Chestnut Street side the erosion has also left trenches that lead down to the pond.  When the flooding water flows into the pond it also carries with it trash and other things that would have a negative effect on the water quality.

Administrative Information

  • A.) Edward Power
  • B.) lexper40@aol.com
  • C.) 7813891178
  • D.) 98 Den Quarry Road
    Lynn, Massachusetts 01904
  • E.) 36-50 years old
  • F.) Male
  • G.)
    • Hispanic/Latino:
  • H.)
  • I.) Homeowner

Project Name

Title: Invest in public safety – Lynn Fire Department

Category: Public Health-Negative Economic Impact: Public Sector Capacity

Project Description

While there have been recent apparatus purchases, several improvements to fire stations were delayed or canceled with the Covid pandemic.  Half of the city’s fire stations are well over 100 years old and most of them need investments for improving the conditions of them.

Additionally, the city is seeing unprecedented growth and development.  serious consideration should be given to increasing fire protection for the city to keep pace with growth.

Additional Information

Timeline/Cost: Cost unknown

File Upload:

Administrative Information

  • A.) Marie Carver
  • B.) mcarver@maloneyproperties.com
  • C.) 17818442987
  • D.) 30 Pleasant St., Lynn, Ma. 01902
    St. Mary’s Plaza-Office, 30 Pleasant St.
    Lynn, Massachusetts 01902
  • E.) >65 years old
  • F.) Female
  • G.) White
    • Hispanic/Latino: No
  • H.) I am not disabled; I’m submitting this form/suggestion on behalf of elders/disabled adults that I work with in 2 subsidized elder housing sites in downtown Lynn.
  • I.) Renter

Project Name

Title: Vehicle(s): wheelchair accessible/air conditioned/new/state of art vans for use of elders/disabled adults.

Category: Public Health-Negative Economic Impact: Public Sector Capacity

Project Description

I’d like to suggest the City of Lynn purchase 1 or more vehicles. Must be wheelchair accessible, state of art (air conditioned) vehicles (vans that holds 5-25? people).  I’d like the vehicle(s) to be available not only for the City-new Senior Center but also for the use of all elder housing sites (not just City Of Lynn housing), possibly Rest Homes/Nursing Homes, individual elders/disabled adults (for more than medical appts.; for grocery shopping, errands, social activities, etc.) and for groups (trips, meetings, etc.). 

Additional Information

Timeline/Cost: N/A

File Upload:

Administrative Information

  • A.) Kirirath Saing
  • B.) ksaing@elementcare.org
  • C.) 781-732-1488
  • D.) 44 Verdmont Avenue.
    Lynn, Massachusetts 01904
  • E.) 51-65 years old
  • F.) Male
  • G.) Asian
    • Hispanic/Latino: No
  • H.) No.
  • I.) Homeowner

Project Name

Title: City Infrastructure

Category: Infrastructure (Water/Sewer/Broadband)

Project Description

The entire city of Lynn need to be improve with regard to infrastructure. Water, Sewer, and Broadband. Pick a point and start.

Additional Information

Timeline/Cost:

File Upload:

Administrative Information

  • A.) Michelle Guzman
  • B.) mguzmancommunityorganizer@gmail.com
  • C.) 7814179002
  • D.) 33A Jackson St, Unit 201, Condo Bldg
    Lynn, Massachusetts 01902
  • E.) 36-50 years old
  • F.) Female
  • G.) Mixed Race (two or more races)
    • Hispanic/Latino: Yes
  • H.)
  • I.) Homeowner

Project Name

Title: Tourism in Blossom St

Category: Negative Economic Impacts (Household/Business/Non-Profit Assistance)

Project Description

Michelle Guzman, founder, owner and tour guide of Lynn Walking Shoe Tours in partnership with Kayak and Sail Lynn would like to open small business and tourism opportunities at Blossom St in Lynn. Currently, Blossom St is the location and operation site of Kayak & Sail Lynn. In a collaboration with Lynn Walking Shoe Tours, together, we would like to duplicate the size of our operations to attract more people to visit Lynn, but also for current Lynn residents. While we duplicate the size of our operation, we are creating a creative-cultural artistic space for tourism at this unused and undeveloped area. Duplicating the size of our operation will mean more revenue for the city, but also happy, healthy residents, which after Covid-19 there is a big demand for outdoors activities.

Kayak and Sail Lynn offers a healthy activity in kayaking and sailing for all ages. Lynn Walking Shoe Tours offer a lesson of history, heritage and culture with the benefits of walking and social distancing interactions. With ARPA funds, we can develop this undeveloped and unused Blossom St area and transform it in a point of entrance for the ferry or an area of tourist information developing the parking area and vacant lot that belongs to the city. Both organizations agree that this area has a lot of potential and we’d like to present 2 options:

  1. Bringing the ferry back! It’s no brainer that local residents on the Lynnway would benefit from this service to Boston, but also current residents and specially seniors are interested to bring this service back. With the option of a new Governor, Lynn has the opportunity to bring this subject back to the table of discussion. This time, there are several groups interested to support this request. If the ferry is back, Lynn Walking Shoe Tours along with Kayak and Sail Lynn would optimize their services to supply the demand to create a good impression to our visitors. In the case of Lynn Walking Shoe Tours, Michelle Guzman would implement a visitor information booth and Kayak and Sail Lynn would offer more services to tourist and visitors. Last, the vacant lot owned by the city on Blossom St can develop a creative-cultural artistic space for small business and artists; by using organic innovative ways to create spaces like shipping containers, open theaters, etc, etc.
  2. Plan B, the ferry is not coming. With or without the ferry, Blossom St area has a lot of potential. There is potential to open a visitor’s information booth. People can park there and void traffic and parking difficulty in downtown. People parking here could walk or rent a bike to go to downtown. Last, as mentioned above, the vacant lot owned by the city on Blossom St can develop new opportunities to small business and artists.

Regardless of the option, this is a win-win situation. Lynn Walking Shoe Tours in partnership with Kayak and Sail Lynn offers to residents healthy activities in the city, but also put Lynn in the map as an option for serious tourism, bringing this to the city more revenue and good reputation in the North Shore and Essex County. 

Additional Information

Timeline/Cost: Timeline will depend when funds will be available and which option will come first. However, there will be 2 phases: Phase 1: Designing services in Lynn Harbor. Phase 2: Execution. Cost: TBD

File Upload:

Administrative Information

  • A.) Isaac Simon Hodes
  • B.) isaac@lynnunited.org
  • C.) 781-346-9199
  • D.) 28 Flint Street, Apt 3
    Lynn, Massachusetts 01905
  • E.) 36-50 years old
  • F.) Male
  • G.) White
    • Hispanic/Latino: No
  • H.)
  • I.) Renter

Project Name

Title: Community Plan for Equitable Recovery Through Housing Stabilization

Category: Public Health

Project Description

See attached pdf file.

Administrative Information

  • A.) Marven Hyppolite
  • B.) marven@eccoaction.org
  • C.) 781-521-7271
  • D.) 18 Empire St.
    Lynn, Massachusetts 01902
  • E.) 18-35 years old
  • F.) Male
  • G.) Black/ African American
    • Hispanic/Latino: Yes
  • H.)
  • I.) Renter

Project Name

Title: Community Plan for Equitable Recovery Through Housing Stabilization

Category: Public Health

Project Description

See attached PDF file.

Administrative Information

  • A.) Allison Luke
  • B.) missaliel@gmail.com
  • C.) 857-200-0117
  • D.) 285 Lynn Shore Drive
    Apt. 301
    Lynn, Massachusetts 01902
  • E.) 36-50 years old
  • F.) Female
  • G.) Asian, Black/ African American
    • Hispanic/Latino: Yes
  • H.) Epilepsy
  • I.) Renter

Project Name

Title: Community Plan for Equitable Recovery Through Housing Stabilization

Category: Public Health-Negative Economic Impact: Public Sector Capacity

Project Description

See attached PDF.

Administrative Information

  • A.) Zamara Babb
  • B.)
  • C.) 978-652-8027
  • D.) No address
    Lynn, Massachusetts 01901
  • E.) 18-35 years old
  • F.) Female
  • G.) Black/ African American
    • Hispanic/Latino:
  • H.)
  • I.)

Project Name

Title: Expanding Wrap Around Services

Category: Public Health

Project Description

From 5/26 Youth Action Board Meeting hosted by the Lynn Housing Authority

The ARPA funds could be used to expand resources for young people experiencing housing insecurity, with particular attention to the LGBTQ community, domestic violence survivors, and those struggling with mental illness. Wrap around services would be provided for young people struggling with stable housing and financial security. For example, Lynn could expand resources for affordable apartment units for young people who are homeless, and provide them with onsite jobs, mental health supports, and safe areas. Providing supports to maintain physical health will also be important. For example, providing subsidized vouchers to access community gyms and the addition of free or affordable community exercise programs across Lynn.

Additional Information

Timeline/Cost:

File Upload:

Administrative Information

  • A.) Alejandro Rodriguez
  • B.)
  • C.) 8567-407-8151
  • D.) 34 Munroe St
    Lynn, Massachusetts 01901
  • E.) 18-35 years old
  • F.) Male
  • G.) Black/ African American
    • Hispanic/Latino: Yes
  • H.)
  • I.)

Project Name

Title: Park Infrastructure Improvements

Category: Infrastructure (Water/Sewer/Broadband)

Project Description

From 5/26 Youth Action Board Meeting hosted by the Lynn Housing Authority

ARPA can be used to improve infrastructure in the city of Lynn, especially in parks and on public roads. Park maintenance can be increased to include more routine trash pick ups, especially around Barry Park, High Rock Park, and the old children’s park. The areas near Franklin St apartments and surrounding areas of North Commons and near Pine need more safety and health measures. These areas could use more street cleaning and the addition of street lights, especially on dead end streets. Lastly, potholes are a big problem in Lynn and more permanent solutions need to be explored to prevent and fill them more quickly.

Additional Information

Timeline/Cost:

File Upload:

Administrative Information

  • A.) Alex Hansen
  • B.)
  • C.) 781-666-8108
  • D.) 100 Willow St.
    Lynn, Massachusetts 01901
  • E.) <18 years old
  • F.) Female
  • G.) Mixed Race (two or more races)
    • Hispanic/Latino: No
  • H.) yes, mental illnesses
  • I.)

Project Name

Title: Expand Opportunities for Economic Well Being for Youth

Category: Negative Economic Impacts (Household/Business/Non-Profit Assistance)

Project Description

From 5/26 Youth Action Board Meeting hosted by the Lynn Housing Authority

ARPA funds can be used to provide more unrestricted supports for Lynn residents in crisis, for example, having immediate stipends on hand available for rent, utilities, food, or fuel assistance “emergency fund”. Funds could be used to expand affordable housing services in Lynn by increasing youth boarding houses and independent living programs. Programs in Lynn that focus on financial wellness can be expanded–especially those that focus on paying off high interest debt and medical bills. More supports would be available for young parents for childcare, baby formula, diapers, and medical care. Increase training programs that reduce barriers for entry, especially for young parents by providing supports like child care and stipends.

Additional Information

Timeline/Cost:

File Upload:

Administrative Information

  • A.) Christopher Ciriaco
  • B.)
  • C.) 731-226-9046
  • D.) Homeless
    Lynn, Massachusetts 01901
  • E.) 18-35 years old
  • F.) Male
  • G.) Black/ African American
    • Hispanic/Latino: Yes
  • H.)
  • I.)

Project Name

Title: Improving Security in Lynn

Category: Public Health

Project Description

From 5/26 Youth Action Board Meeting hosted by the Lynn Housing Authority

ARPA funds can be used to improve safety in the city of Lynn. For example, emergency safety towers can be added to the City of Lynn Parks. Community policing would be expanded and more training would be provided for the police to focus on de-escalation, mental health crises, and implicit bias. Expanding mental health supports will be critical, especially for youth, survivors of violence, and immigrants who may have experienced trauma. Safety measures would be expanded in schools and skill building like self-defense classes would be provided at no cost.

Additional Information

Timeline/Cost:

File Upload:

Proposals by Project Category

Department Project Proposals: (38 TOTAL)

Administrative Information

A.) Aaron Clausen

B.) May 3, 2022

C.) aclausen@lynnma.gov

D.) 17815866853

General Project Information

Title: Harbor Park Shoreline Restoration – Preliminary Design

A.) New project or expansion to existing: New Project.

B.) Please identify if applicable:

Timeline

A.) Estimated Start Date: September 1, 2022

B.) Estimated Completion Date: March 31, 2023

C.) Estimated Start Date:

See attached scope

D. Additional Files: https://lynnarpa.com/frm_file/aWQ6NzUxNHxmaWxlbmFtZTpTaG9yZWxpbmUtUmVzdHJhdGlvbi1EZXNpZ25fTHlubi1XYXRlcmZyb250LWF0LUxhbmRmaWxsX0RyYWZ0Lnhsc3g=

Project Description

Project includes site analysis, and preliminary design development for shoreline restoration in proximity to the Lynn Harbor Park project. The design work will seek to meet design objectives of the Lynn Waterfront Open Space Master Plan and Harbor Park master plan currently underway. The final deliverable will include a preferred shoreline restoration plan and permitting strategy that has been vetted by state regulatory agencies.

Spending Category for Eligible Use

Eligible Use: Negative Economic Impacts (Household/Business/Non-Profit Assistance)

Allowable Expenditures for American Rescue Plan Act (ARPA) Funds

  • Public Health:

  • Negative Economic Impacts: 2.22 Strong Healthy Communities: Neighborhood Features that Promote Health and Safety

  • Services to Disproportionately Impacted Communities:

  • Premium Pay:

  • Infrastructure Improvements:

  • Revenue Replacement:

  • Administrative & Other:

Please explain how the project qualifies under the expenditure category

The funding will support shoreline restoration in proximity to the proposed Harbor Park project. Design and engineering work to support this work is necessary to identify a preferred restoration of the shoreline. By restoring the shoreline the City will be able to advance work related the Harbor Park project creating a new 30+ acre park on the City’s waterfront.

How Does Funding Relate to COVID-19 Pandemic?

Shoreline restoration is necessary to ensure the existing landfill park is resilient to the effects of climate change, in particular sea level rise and flooding during coastal storm surge. The restoration project is also necessary to mitigate further erosion of the shoreline and preserve 10+ acres of the site for publicly accessible recreational open space.

Benefits to Residents/Businesses

Shoreline restoration is an important component of the creation of a 30+ acre public park and recreational open space for all Lynn residents.

Specific Outcomes or Accomplishments?

preferred design & permitting approach for shoreline restoration

Project Cost & Financing

A.) Estimated TOTAL cost: $258,000

B.) Amount of Lynn ARPA funds requested: $158,000

C.) Appropriated or phased funding: Appropriated

D.) Matching funds available from another source: Yes

If yes, identify:

$100,000 was appropriated through state earmark of ARPA 2022 Spending Bill..

E.) Other funding opportunities: No

If yes, identify:

F.) Ongoing/recurring costs: No

If yes, identify:

G.) Cost savings beyond 2026: No 

If yes, identify:

H.) Increase in future City revenue: No  

If yes, identify:

I.) Additional staff required: No  

If yes, identify:

Benefit to residents disproportionately impacted by the COVID-19 pandemic?

Yes

Please identify if “yes”:

Once implemented the public park is located in an eligible census tract and will provide new public park and recreational opportunities for all Lynners

Does the proposed project reduce adverse climate impacts and/or promote environmental sustainability?

Yes

Please identify if “yes”:

Shoreline restoration will improve resiliency of the existing landfill materials from sea level rise, and coastal flooding from storm surge.

Does the project benefit a neighborhood, region of the City, or the City as a whole?

Entire City

Please identify if “yes”:

Administrative Information

A.) Aaron Clausen

B.) May 3, 2022

C.) aclausen@lynnma.gov

D.) 17815866853

General Project Information

Title: Lynn Harbor Park – Phase I Implementation

A.) New project or expansion to existing: New Project.

B.) Please identify if applicable:

Timeline

A.) Estimated Start Date: November 30, 2023

B.) Estimated Completion Date: April 30, 2025

C.) Estimated Start Date:

Attached Exhibits include project schedule, and preliminary budget

D. Additional Files: https://lynnarpa.com/frm_file/aWQ6NzUxNXxmaWxlbmFtZTozLjMuMjItRXhoaWJpdHMucGRm

Project Description

Phase I of the Lynn Harbor Park project seeks to transform an existing legacy municipal landfill on Lynn’s waterfront into a 30+ acre public park, and recreational amenity. The first phase will create park elements directly on-top of the existing landfill, parking and public access to the landfill park. Additional information available upon request.

Spending Category for Eligible Use

Eligible Use: Negative Economic Impacts (Household/Business/Non-Profit Assistance)

Allowable Expenditures for American Rescue Plan Act (ARPA) Funds

  • Public Health:

  • Negative Economic Impacts: 2.22 Strong Healthy Communities: Neighborhood Features that Promote Health and Safety

  • Services to Disproportionately Impacted Communities:

  • Premium Pay:

  • Infrastructure Improvements:

  • Revenue Replacement:

  • Administrative & Other:

Please explain how the project qualifies under the expenditure category

The project will be the first phase in creating a new public park and open space on Lynn’s waterfront. Phase I will include approximately 20 acres of the full park build-out and will include parking and public access to this new park amenity.

How Does Funding Relate to COVID-19 Pandemic?

A new public park will provide additional access to the community for open space and recreational opportunities.

Benefits to Residents/Businesses

The harbor park will offer a new signature park on the waterfront for access to outdoor recreational opportunities. The Waterfront Open Space Master Plan envisioned a network of open spaces and pathways improving access to existing and new open spaces as part of a broader waterfront redevelopment plan. The harbor park is envisioned has the signature park and central meeting space of this new envisioned network of open spaces. he park is also envisioned as a catalyst for redevelopment of Lynn’s waterfront consistent with the Lynn Waterfront Master Plan and Open Space Master Plan.

Specific Outcomes or Accomplishments?

In addition to the creation of a new open space it is expected that this investment will catalyze new private investment and economic development on Lynn’s waterfront.

Project Cost & Financing

A.) Estimated TOTAL cost: $10,500,000

B.) Amount of Lynn ARPA funds requested: 3,100,000

C.) Appropriated or phased funding: Appropriated

D.) Matching funds available from another source: Yes

If yes, identify:

They Commonwealth through the Executive Office of Energy and Environmental Affairs has committed $7.4 million dollars to the project. The funding is currently included in the Governor’s proposed budget for FY 2023

E.) Other funding opportunities: Yes

If yes, identify:

Once the property is transferred to a public agency (proposed MassDevelopment) the City can seek additional grant funds to implement future phases of the project

F.) Ongoing/recurring costs: Yes

If yes, identify:

Park Maintenance, and Landfill monitoring costs. Future phases of park buildout will require additional funds.

G.) Cost savings beyond 2026: No 

If yes, identify:

H.) Increase in future City revenue: Yes  

If yes, identify:

It is expected the park project will drive economic development and private investment to the City’s waterfront.

I.) Additional staff required: No  

If yes, identify:

Benefit to residents disproportionately impacted by the COVID-19 pandemic?

Yes

Please identify if “yes”:

The park project is located in an eligible census tract. The park resource will improve access to open space and recreational amenities to all Lynners.

Does the proposed project reduce adverse climate impacts and/or promote environmental sustainability?

Yes

Please identify if “yes”:

The park project transforms an existing landfill, containing waste material, and provides a park for community benefit.

Does the project benefit a neighborhood, region of the City, or the City as a whole?

Entire City

Please identify if “yes”:

Administrative Information

A.) dan oneill

B.) May 6, 2022

C.) doneill@lynnwatersewer.org

D.) 7818440569

General Project Information

Title: LWSC Wastewater Treatment Facility Capital Improvement Projects

A.) New project or expansion to existing: New Project.

B.) Please identify if applicable:

Timeline

A.) Estimated Start Date: July 1, 2022

B.) Estimated Completion Date: June 30, 2026

C.) Estimated Start Date:

design 7/21; construction 7/22

D. Additional Files:

Project Description

CIP at WWTP to assure compliance w Clean Water Act for 100,000 residents of Lynn for the next 20 years

Spending Category for Eligible Use

Eligible Use: Infrastructure Improvements

Allowable Expenditures for American Rescue Plan Act (ARPA) Funds

  • Public Health:

  • Negative Economic Impacts:

  • Services to Disproportionately Impacted Communities:

  • Premium Pay:

  • Infrastructure Improvements: 5.2 Clean Water: Centralized wastewater collection and conveyance

  • Revenue Replacement:

  • Administrative & Other:

Please explain how the project qualifies under the expenditure category

Improvements to 11 wastewater pump stations throughout Lynn and odor control at the WWTP facility to the benefits of Lynn residents and businesses.

How Does Funding Relate to COVID-19 Pandemic?

Importance of wastewater treatment in residential neighborhoods and odor control for Lynnway developments, businesses and the downtown area.

Benefits to Residents/Businesses

Replacement of antiquated wastewater pump stations in residential areas and odor control for Lynnway businesses, development and downtown areas.

Specific Outcomes or Accomplishments?

Compliance with wastewater conveyance and odor control protection for the next 20 years

Project Cost & Financing

A.) Estimated TOTAL cost: 13,000,000

B.) Amount of Lynn ARPA funds requested: 13,000,000

C.) Appropriated or phased funding: Phased

D.) Matching funds available from another source: Yes

If yes, identify:

MADEP State Revolving Fund Program will finance this project at 2% interest to the ratepayers of Lynn

E.) Other funding opportunities: No

If yes, identify:

The ratepayers of Lynn

F.) Ongoing/recurring costs: Yes

If yes, identify:

Maintenace of the wastewater pump stations and odor control facilities are contracted to outside vendors

G.) Cost savings beyond 2026: Yes 

If yes, identify:

Costs repair savings; environmental compliance savings; residential sewerage backup in neighborhoods savings

H.) Increase in future City revenue: Yes  

If yes, identify:

Odor control Will assist with Lynnway developments pump station improvements will benefit residential areas

I.) Additional staff required: No  

If yes, identify:

Benefit to residents disproportionately impacted by the COVID-19 pandemic?

Yes

Please identify if “yes”:

Benefits lower income residents and communities of color in the West Lynn area

Does the proposed project reduce adverse climate impacts and/or promote environmental sustainability?

No

Please identify if “yes”:

Does the project benefit a neighborhood, region of the City, or the City as a whole?

Entire City

Please identify if “yes”:

Administrative Information

A.) Capt. Dave Brown

B.) May 9, 2022

C.) brown@lynnpolice.org

D.) 7814774309

General Project Information

Title: Tele-Language Non-Emergent Translation Services for Lynn Police Department

A.) New project or expansion to existing: New Project.

B.) Please identify if applicable:

Timeline

A.) Estimated Start Date: July 1, 2022

B.) Estimated Completion Date: July 1, 2022

C.) Estimated Start Date:

Once authorized, the services become operational.

D. Additional Files:

Project Description

The translation services connect non-English speaking citizens of Lynn, to police services, 24/7. All languages are covered. This is for non-emergency purposes, not serviced by 911.

Spending Category for Eligible Use

Eligible Use: Public Health-Negative Economic Impact: Public Sector Capacity

Allowable Expenditures for American Rescue Plan Act (ARPA) Funds

  • Public Health:

  • Negative Economic Impacts:

  • Services to Disproportionately Impacted Communities: 3.4 Public Sector Capacity: Effective Service Delivery

  • Premium Pay:

  • Infrastructure Improvements:

  • Revenue Replacement:

  • Administrative & Other:

Please explain how the project qualifies under the expenditure category

Tele-language translation services, will provide the LPD with translation services for non-emergency purposes 24/7. People can request police assistance, and this will help prevent gaps in police services, due to language barriers.

How Does Funding Relate to COVID-19 Pandemic?

Due to COVID, Zoom and other means of communicating have become common practice. This translation phone service will be another tool, especially for those who do not speak English, or have access to a computer.

Benefits to Residents/Businesses

This translation service will help connect police services to those who do not speak English 24/7.

Specific Outcomes or Accomplishments?

A better police service to the community.

Project Cost & Financing

A.) Estimated TOTAL cost: Approximately 6,000 to 10,000 per year.

B.) Amount of Lynn ARPA funds requested: 10,000

C.) Appropriated or phased funding: Phased

D.) Matching funds available from another source: No

If yes, identify:

E.) Other funding opportunities: No

If yes, identify:

F.) Ongoing/recurring costs: Yes

If yes, identify:

Each year there will be a cost for this translation service.

G.) Cost savings beyond 2026: No 

If yes, identify:

H.) Increase in future City revenue: No  

If yes, identify:

I.) Additional staff required: No  

If yes, identify:

Benefit to residents disproportionately impacted by the COVID-19 pandemic?

Yes

Please identify if “yes”:

Citizen’s who do not speak English as a first language will benefit from this service. Non English speaking residents reside in areas impacted by COVID.

Does the proposed project reduce adverse climate impacts and/or promote environmental sustainability?

No

Please identify if “yes”:

Does the project benefit a neighborhood, region of the City, or the City as a whole?

Entire City

Please identify if “yes”:

This would connect city wide police services to those in need.

Administrative Information

A.) Daniel O’Neill

B.) May 9, 2022

C.) doneill@lynnwatersewer.org

D.) 781-596-2400

General Project Information

Title: LWSC Water System Improvements: Various Locations

A.) New project or expansion to existing: New Project.

B.) Please identify if applicable:

Timeline

A.) Estimated Start Date: July 1, 2022

B.) Estimated Completion Date: April 15, 2024

C.) Estimated Start Date:

  1. July 1-December 21, 2022: Design, model, prepare specifications 2. January 1, 2023- April 15, 2024: Bid and Construction

D. Additional Files:

Project Description

Upgrade and installation of water mains that are undersized or new mains to supplement water supply in various area of the city.

Spending Category for Eligible Use

Eligible Use: Infrastructure Improvements

Allowable Expenditures for American Rescue Plan Act (ARPA) Funds

  • Public Health:

  • Negative Economic Impacts:

  • Services to Disproportionately Impacted Communities:

  • Premium Pay:

  • Infrastructure Improvements: 5.11 Drinking water: Transmission & distribution��

  • Revenue Replacement:

  • Administrative & Other:

Please explain how the project qualifies under the expenditure category

Water mains transmit, carry, and distribute drinking water.

How Does Funding Relate to COVID-19 Pandemic?

COVID-19 emphasized the importance of fire and domestic water availability, especially individuals working remotely and remaining confined to their residences.

Benefits to Residents/Businesses

Increased flows will result in improved fire protection, and availability for increased domestic usage, especially during peak times.

Specific Outcomes or Accomplishments?

This project will result in improvements to overall safety, access to water, and water availability.

Project Cost & Financing

A.) Estimated TOTAL cost: $3,900,000.00

B.) Amount of Lynn ARPA funds requested: $3,900,000.00

C.) Appropriated or phased funding: Phased

D.) Matching funds available from another source: No

If yes, identify:

E.) Other funding opportunities: No

If yes, identify:

F.) Ongoing/recurring costs: No

If yes, identify:

G.) Cost savings beyond 2026: Yes 

If yes, identify:

Savings will be realized beyond 2026 from less frequent need for repairs, unaccounted for water, and losses due to fire protection inadequacy.

H.) Increase in future City revenue: Yes  

If yes, identify:

Will allow additional volume and capacity for future city planning.

I.) Additional staff required: No  

If yes, identify:

Benefit to residents disproportionately impacted by the COVID-19 pandemic?

Yes

Please identify if “yes”:

Yes, many aged pipes are located in low-income areas of the city which are often more densely populated, which the old infrastructure is not designed for.

Does the proposed project reduce adverse climate impacts and/or promote environmental sustainability?

Yes

Please identify if “yes”:

Yes, water loss reduction and reducing “Unaccounted for Water” promote environmental sustainability so precious, clean water is not wasted.

Does the project benefit a neighborhood, region of the City, or the City as a whole?

Entire City

Please identify if “yes”:

Administrative Information

A.) Daniel O’Neill

B.) May 9, 2022

C.) doneill@lynnwatersewer.org

D.) 7815962400

General Project Information

Title: LWSC Water System Improvements: Phase 4&5

A.) New project or expansion to existing: Expansion of Existing Project.

B.) Please identify if applicable: Continuation of water main replacement in conjunction with ongoing sewer and drain improvement projects which have been deemed ineligible for a loan through the State Revolving Fund.

Timeline

A.) Estimated Start Date: June 30, 2022

B.) Estimated Completion Date: October 15, 2024

C.) Estimated Start Date:

  1. 100% Design Completed (submitted April 2022) 2. Construction to be completed October 15, 2024

D. Additional Files:

Project Description

Replacement of old, problematic water mains in the vicinity of an ongoing sewer and drain project (WLSS).

Spending Category for Eligible Use

Eligible Use: Infrastructure Improvements

Allowable Expenditures for American Rescue Plan Act (ARPA) Funds

  • Public Health:

  • Negative Economic Impacts:

  • Services to Disproportionately Impacted Communities:

  • Premium Pay:

  • Infrastructure Improvements: 5.11 Drinking water: Transmission & distribution��

  • Revenue Replacement:

  • Administrative & Other:

Please explain how the project qualifies under the expenditure category

Water mains transmit & carry drinking water, providing access to potable water.

How Does Funding Relate to COVID-19 Pandemic?

COVID-19 emphasized the importance of fire and domestic water availability, especially individuals working remotely and remaining confined to their residences.

Benefits to Residents/Businesses

Increased flows will result in improved fire protection, and availability for increased domestic usage, especially during peak times.

Specific Outcomes or Accomplishments?

Increased flow for increased usages in the city, in addition to more reliable fire protection.

Project Cost & Financing

A.) Estimated TOTAL cost: $3,500,000.00

B.) Amount of Lynn ARPA funds requested: $3,500,000.00

C.) Appropriated or phased funding: Appropriated

D.) Matching funds available from another source: No

If yes, identify:

E.) Other funding opportunities: No

If yes, identify:

F.) Ongoing/recurring costs: No

If yes, identify:

G.) Cost savings beyond 2026: Yes 

If yes, identify:

Savings will be realized beyond 2026 from less frequent need for repairs, unaccounted for water, and losses due to fire protection inadequacy.

H.) Increase in future City revenue: Yes  

If yes, identify:

Will allow additional volume and capacity for future city planning.

I.) Additional staff required: No  

If yes, identify:

Benefit to residents disproportionately impacted by the COVID-19 pandemic?

Yes

Please identify if “yes”:

Yes, many aged pipes are located in low-income areas of the city which are often more densely populated, which the old infrastructure is not designed for.

Does the proposed project reduce adverse climate impacts and/or promote environmental sustainability?

Yes

Please identify if “yes”:

Yes, water loss reduction and reducing “Unaccounted for Water” promote environmental sustainability so precious, clean water is not wasted.

Does the project benefit a neighborhood, region of the City, or the City as a whole?

Entire City

Please identify if “yes”:

Administrative Information

A.) Daniel O’Neill

B.) May 9, 2022

C.) doneill@lynnwatersewer.org

D.) 781-596-2400

General Project Information

Title: LWSC Water System Improvements: Broadway- Lynnfield Street

A.) New project or expansion to existing: New Project.

B.) Please identify if applicable:

Timeline

A.) Estimated Start Date: July 1, 2022

B.) Estimated Completion Date: September 30, 2023

C.) Estimated Start Date:

  1. July 1-December 21, 2022: Design, model, prepare specifications 2. January 1, 2023- September 30, 2023: Bid and Construction

D. Additional Files:

Project Description

Water Main upgrade and replacement for infrastructure that is outdated, carries low pressure, and provides low flows; increasing overall volume in the system.

Spending Category for Eligible Use

Eligible Use: Infrastructure Improvements

Allowable Expenditures for American Rescue Plan Act (ARPA) Funds

  • Public Health:

  • Negative Economic Impacts:

  • Services to Disproportionately Impacted Communities:

  • Premium Pay:

  • Infrastructure Improvements: 5.11 Drinking water: Transmission & distribution��

  • Revenue Replacement:

  • Administrative & Other:

Please explain how the project qualifies under the expenditure category

Water Mains transmit and distribute water for use throughout the City.

How Does Funding Relate to COVID-19 Pandemic?

COVID-19 emphasized the importance of fire and domestic water availability, especially individuals working remotely and remaining confined to their residences.

Benefits to Residents/Businesses

Increased flows will result in improved fire protection, and availability for increased domestic usage, especially during peak times.

Specific Outcomes or Accomplishments?

This project will result in improvements to overall safety, access to water, and water availability.

Project Cost & Financing

A.) Estimated TOTAL cost: $2,600,000.00

B.) Amount of Lynn ARPA funds requested: $2,600,000.00

C.) Appropriated or phased funding: Phased

D.) Matching funds available from another source: No

If yes, identify:

E.) Other funding opportunities: No

If yes, identify:

F.) Ongoing/recurring costs: No

If yes, identify:

G.) Cost savings beyond 2026: Yes 

If yes, identify:

Savings will be realized beyond 2026 from less frequent need for repairs, unaccounted for water, and losses due to fire protection inadequacy.

H.) Increase in future City revenue: Yes  

If yes, identify:

Will provide additional volume and allowed capacity for future city planning.

I.) Additional staff required: No  

If yes, identify:

Benefit to residents disproportionately impacted by the COVID-19 pandemic?

Yes

Please identify if “yes”:

Will provide benefits for businesses and residents located in project proximity.

Does the proposed project reduce adverse climate impacts and/or promote environmental sustainability?

Yes

Please identify if “yes”:

Yes, water loss reduction and reducing “Unaccounted for Water” promote environmental sustainability so precious, clean water is not wasted.

Does the project benefit a neighborhood, region of the City, or the City as a whole?

Region (Ward, District)

Please identify if “yes”:

Administrative Information

A.) Christopher Gomez-Farewell

B.) May 11, 2022

C.) cgomez@lynnma.gov

D.) 7817181763

General Project Information

Title:

A.) New project or expansion to existing: New Project.

B.) Please identify if applicable:

Timeline

A.) Estimated Start Date: July 1, 2022

B.) Estimated Completion Date: July 1, 2023

C.) Estimated Start Date:

Initially we would reach out to the contractors, dealerships and businesses the city has relationships with to see if any brand new handicap accessible vans with wheelchair lifts are available. From doing research we know everything is on back order due to the chip shortage and it would take about a year to receive a new van.

D. Additional Files:

Project Description

This project would entail the purchasing of a van or bus below cdl regulations for use at the senior center. Lynn’ s seniors have been without a senior center for almost three years and now that we are about to open a new location it would be perfect timing for a new van/bus as well. Lynn’s seniors have long struggled with transportation access especially our minority and impoverished community. This van could be the difference between someone making it to a doctors appointment or not, going food shopping, picking up medicine or making it to the senior center to receive services and attend programming and activities. This van will also be used for senior center activities, outings and events.

Spending Category for Eligible Use

Eligible Use: Public Health

Allowable Expenditures for American Rescue Plan Act (ARPA) Funds

  • Public Health: 1.14 Other Public Health Services

  • Negative Economic Impacts:

  • Services to Disproportionately Impacted Communities:

  • Premium Pay:

  • Infrastructure Improvements:

  • Revenue Replacement:

  • Administrative & Other:

Please explain how the project qualifies under the expenditure category

Many seniors suffered with isolation, fear and depression during the pandemic. Having a van to drive them to their appointments, food shopping, outings and the senior center would alleviate the stress of having to find a ride and having to pay for it. This van could bring them to reconnect with old friends at the senior center and enjoy the many programs they enjoyed there.

How Does Funding Relate to COVID-19 Pandemic?

During the pandemic seniors were stuck at home and in fear because they are the most vulnerable population so many became depressed and isolated. Often choosing to miss doctor’s appointments or go food shopping for fear of catching Covid-19. Now that we are returning to some semblance of normalcy the seniors need our help to get back active in the community. This funding can buy a van which will give them safe, free access to transportation to go see there friends at the senior center, go to doctor’s appointments and food shopping.

Benefits to Residents/Businesses

Transportation access is a major problem in the city and this will help our elder population get around in Lynn especially are low-income seniors that are on fixed incomes and can’t afford to pay for UBER or Lyft all the time. It will also help our elderly handicap population who have limited options when it comes to transportation.

Specific Outcomes or Accomplishments?

The major accomplishment of this project is that we will be able to offer far better services and programming to our most vulnerable population , our senior population. This could improve the overall health of our senior population by being bale to bring them to doctors appointments where they can be more mindful of their health consistently, driving them to super markets where they can buy healthier foods instead of eating out and bringing them places where they can socialize with other seniors so they are no longer isolated.

Project Cost & Financing

A.) Estimated TOTAL cost: 75,000

B.) Amount of Lynn ARPA funds requested: 75,000

C.) Appropriated or phased funding: Appropriated

D.) Matching funds available from another source: No

If yes, identify:

E.) Other funding opportunities:

If yes, identify:

Their could possibly be some funding from The Elder Services budget but not much.

F.) Ongoing/recurring costs: No

If yes, identify:

G.) Cost savings beyond 2026: Yes 

If yes, identify:

This will save the elder services department from having to buy another van in the future where undoubtedly the price for handicap vans with wheelchair lifts will continue to rise. It will help the community save money by not having to pay for rides from ride share companies, taxi’s and other forms of public transportation.

H.) Increase in future City revenue: No  

If yes, identify:

I.) Additional staff required: No  

If yes, identify:

Benefit to residents disproportionately impacted by the COVID-19 pandemic?

Yes

Please identify if “yes”:

Our senior population who has been disproportionately impacted by Covid-19 the most will benefit most from this project in a number of ways. The purchase of van for the senior center will help seniors rejoin the community and society as a whole as we regain some normalcy. They will be able to get rides to and from the senior center where they can receive services, participate in activities and go on trips. It will also help many seniors with their day-to-day struggles that most people take for granted. This could be an immense help to seniors who have struggled with transportation access.

Does the proposed project reduce adverse climate impacts and/or promote environmental sustainability?

No

Please identify if “yes”:

Does the project benefit a neighborhood, region of the City, or the City as a whole?

Entire City

Please identify if “yes”:

Lynn’s seniors live everywhere throughout the city so it would benefit the city as a whole.

Administrative Information

A.) Jennifer Almonte

B.) May 12, 2022

C.) jalmonte@lynnma.gov

D.) 17815866943

General Project Information

Title: Vaccination Temperature Protection

A.) New project or expansion to existing: Expansion of Existing Project.

B.) Please identify if applicable: Health Department Vaccination Clinics

Timeline

A.) Estimated Start Date: June 1, 2022

B.) Estimated Completion Date: June 30, 2022

C.) Estimated Start Date:

N/A as the project is the one time purchase of a cooler to transport and store  vaccines.

D. Additional Files:

Project Description

Per CDC Vaccine Storage and Handling Guidelines, the protection and efficiency of delivering temperature sensitive vaccines are one of the most important logistical systems of the medical field. With more and more of the drugs available on the market needing to be stored in a controlled environment, a constant improvement of cold chain management is required. Packaging and temperature monitoring are critical facets of cold chain logistics. Protecting temperature-sensitive vaccines are vital to the function and effectiveness of the drug and therefore, vaccines that undergo any form of divergence can be deemed unusable and unsafe…meaning a wasted product. Therefore, proper packaging and monitoring is essential when attempting to maintain product integrity

 

The cooler requested passively controls the temperature of vaccines or other medications for an extended period of time in most cases days. It utilizes phase change material (PCM) in the form of 6 interior panels to control its internal temperature. There are three temperature profiles for the cooler, Frozen, Fridge and Room Temp. Based on the volume and types of vaccines our department administers we are requesting the following cooler and interior panels:

 

Cool Cube 96 at Refrigerator temps-$2,299

Lab Freezer Temps PCM System for Cool Cube™ 96 (6 Panels)-$749.00

See Link: Protect the Cold Chain – VeriCor, LLC (vericormed.com)

Spending Category for Eligible Use

Eligible Use: Public Health

Allowable Expenditures for American Rescue Plan Act (ARPA) Funds

  • Public Health: 1.1 COVID-19 Vaccination

  • Negative Economic Impacts:

  • Services to Disproportionately Impacted Communities:

  • Premium Pay:

  • Infrastructure Improvements:

  • Revenue Replacement:

  • Administrative & Other:

Please explain how the project qualifies under the expenditure category

The cooler will support the following Public Health Functions:

Mobile vaccinations- COVID-19 vaccines, flu clinics, other vaccines or medications as needed

Transport and Transfer of vaccines from other sources- our department receives vaccines directly from the State in bulk. At times the need arises for smaller quantities of vaccines which we can request from other facilities such as Community Health Center, Hospital, another Health Dept., or Community Pharmacy which we go and personally pickup. Per CDC and manufacturer guidelines, the temp and cold chain of these vaccines during transport must be maintained and properly accounted. This cooler will allow our department to better account for maintenance of vaccines cold chain. 

Emergency Backup- protect vaccine or medication inventory in the case of a power outage.

Emergency Preparedness- able to transport and mobilize medications while maintaining the integrity of the products.

How Does Funding Relate to COVID-19 Pandemic?

The COVID-19 pandemic emphasized the need of our Lynn residents to have access to medical resources. With vaccinations playing a vital role in the lowering the risks of severe illness, hospitalizations, and death that may come with vaccine preventable diseases, the ability to provide these services within the community is crucial. The cooler requested will help the Health Department’s efforts in providing mobile vaccinations of COVID-19 and other vaccines for our residents.

Benefits to Residents/Businesses

Our mobile vaccination clinics help reduce the incidence of vaccine preventable disease and protect the overall health and well-being of our Lynn residents including its workforce.

Specific Outcomes or Accomplishments?

As we continue to work towards increasing the rates of vaccinated individuals in our population, our vaccination program should have the flexibility to be able to meet our residents “where they are.” If the need arises in an outdoor setting, our department will have the proper tools to be able to mobilize and provide vaccination in that setting for extended periods of time regardless of the environmental factors that may arise. With the purchase of this cooler, the Lynn Health Department’s Vaccination program will be better positioned to provide access to our residents to vaccinations of COVID-19 and other vaccines and helps us be better prepared in the case of a future pandemic.

Project Cost & Financing

A.) Estimated TOTAL cost: 3048

B.) Amount of Lynn ARPA funds requested: 3048

C.) Appropriated or phased funding: Appropriated

D.) Matching funds available from another source: No

If yes, identify:

E.) Other funding opportunities: No

If yes, identify:

F.) Ongoing/recurring costs: No

If yes, identify:

G.) Cost savings beyond 2026: Yes 

If yes, identify:

Increase our department’s ability to have mobile vaccination clinics regardless of the environmental conditions that may spoil vaccines. Should the need arise to mobilize a vaccine clinic in the near or distant future and as long as the vaccines storage volume and temp is within the capacity of this cooler, there would not be need to purchase a fridge for a mobile clinic site.

H.) Increase in future City revenue: No  

If yes, identify:

I.) Additional staff required: No  

If yes, identify:

Benefit to residents disproportionately impacted by the COVID-19 pandemic?

Yes

Please identify if “yes”:

Allows our department to be more assessible to the community as we would be able to continue to provide mobile vaccination opportunities without the current time constraints and concerns of vaccine spoilage.

Does the proposed project reduce adverse climate impacts and/or promote environmental sustainability?

Please identify if “yes”:

Does the project benefit a neighborhood, region of the City, or the City as a whole?

Please identify if “yes”:

Administrative Information

A.) Christopher Gaeta

B.) May 13, 2022

C.) cgaeta@lynnma.gov

D.) 781-586-6700

General Project Information

Title: AssessPro AP5 Upgrade – CAMA (Computer Assisted Mass Appraisal) Software

A.) New project or expansion to existing: New Project.

B.) Please identify if applicable: n/a

Timeline

A.) Estimated Start Date: May 1, 2023

B.) Estimated Completion Date: June 3, 2024

C.) Estimated Start Date:

Launch: 5/1/2023

Install new servers: 6/1/2023

System conversion: 8/1/2023

AP5 training: 1/1/2024

Webpro AP5 live: 3/1/2024

Completion: 6/3/2024

D. Additional Files:

Project Description

Complete CAMA system conversion upgrade.

  • AssessPro AP5 Upgrade (RE/PP/GIS/WEB) Approx. 23,000 Parcels costing $32,570.
  • 7 Years of conversion data available with upgrade
  • Additional years @ $750 each
  • WebPro AP5 Online Property Search
  • Installation and set-up

Spending Category for Eligible Use

Eligible Use: Public Health-Negative Economic Impact: Public Sector Capacity

Allowable Expenditures for American Rescue Plan Act (ARPA) Funds

  • Public Health:

  • Negative Economic Impacts:

  • Services to Disproportionately Impacted Communities: 3.4 Public Sector Capacity: Effective Service Delivery

  • Premium Pay:

  • Infrastructure Improvements: 5.21 Broadband: Other projects

  • Revenue Replacement:

  • Administrative & Other:

Please explain how the project qualifies under the expenditure category

The CAMA (computer-assisted mass appraisal) software we currently use is version 4.5.4, last updated in 2009. Our vendor has notified us that version 4.5.4 may not work on future Window upgrades.

As the Assessing Department continues to accelerate its cutting edge technology in the industry, the leading software component is holding us back. The new technology the Assessing Department has brought into the office is not compatible with many of the features and requires additional programming to make it work with the current system. Through the Covid-19 shut-downs, we began working with multiple software companies that continually run into compatibility issues with version 4.5.4. The compatibility of the current system results in increased programmer costs and makes the implementation process less efficient.

The CAMA system, typically referred to as “Patriot,” is the software the Assessors for a multitude of functions that assist in the execution of evaluation and taxation of real estate and personal property. We also maintain public records and our costing and land tables in the CAMA system.

How Does Funding Relate to COVID-19 Pandemic?

Through the Covid-19 shut-downs, we began working with multiple software companies that continually run into compatibility issues with version 4.5.4. The compatibility of the current system results in increased programmer costs and makes the implementation process less efficient. Some of the technology that does not function properly with our current system is our GIS Mapping and imagery, automated deed entry, and report exports. Since the pandemic, we have seen a shift in customers to more online-based requests and fewer walk-in customers. To better serve the taxpayers of Lynn, our CAMA system should be the most up-to-date available.

Benefits to Residents/Businesses

As the tax base increases and more technology evolves, we must provide the most efficient and accurate services to the residents and businesses of Lynn. As the largest municipality in Essex County and one of the most technologically advanced Assessing Department, we continue to operate on the oldest Patriot CAMA system active. If we can improve our primary system, it will allow us to continue integrating cutting-edge technology to serve taxpayers better. If we run into an issue where computer upgrades are not compatible with our CAMA system, the Assessing Department would come to a standstill. A shutdown of our system would directly impact issuing new values and tax bills. We do not know when this could happen; however, it is something we should address proactively.

Specific Outcomes or Accomplishments?

Improved efficiencies and technology. An upgrade of our CAMA system is paramount in attaining our goals of being among the most technologically advanced Assessing Departments in the State.

Project Cost & Financing

A.) Estimated TOTAL cost: 45000

B.) Amount of Lynn ARPA funds requested: 45000

C.) Appropriated or phased funding: Appropriated

D.) Matching funds available from another source: No

If yes, identify:

E.) Other funding opportunities:

If yes, identify:

None

F.) Ongoing/recurring costs: Yes

If yes, identify:

Support for Patriot is currently contracted through the Information Technology Department at a costs of roughly $25,000 per year.

G.) Cost savings beyond 2026: No 

If yes, identify:

H.) Increase in future City revenue: No  

If yes, identify:

I.) Additional staff required: No  

If yes, identify:

Benefit to residents disproportionately impacted by the COVID-19 pandemic?

No

Please identify if “yes”:

Does the proposed project reduce adverse climate impacts and/or promote environmental sustainability?

No

Please identify if “yes”:

Does the project benefit a neighborhood, region of the City, or the City as a whole?

Entire City

Please identify if “yes”:

Administrative Information

A.) Christopher Gomez-Farewell

B.) May 13, 2022

C.) cgomez@lynnma.gov

D.) 7817181763

General Project Information

Title: Food for Seniors in need

A.) New project or expansion to existing: New Project.

B.) Please identify if applicable:

Timeline

A.) Estimated Start Date: July 1, 2022

B.) Estimated Completion Date: July 1, 2023

C.) Estimated Start Date:

Once money is dispersed we will enter into an agreement with a catering company to begin to deliver congregate meals to the senior center. Once delivered we disperse food to those that need food at the senior center. This meal that we will be possibly be giving to seniors at the senior center is crucial to them because many seniors don’t have quality food to eat at home. When the senior center was open before for many that was their only quality meal for the day and they would go home and eat anything available (ex. crackers, chips). Our project milestones would be to begin to serve our senior community with a nutritious meal Monday thru Friday and help against the fight against senior food insecurity.

D. Additional Files:

Project Description

Once funding is available we will enter into an agreement with a catering company who will deliver congregate meals to the senior center. Every month we will receive a menu for the following months meals. Each Wednesday we will place a order for how many meals cold and hot we want for the following week. Once we receive the meals we distribute to the seniors accordingly.

Spending Category for Eligible Use

Eligible Use: Negative Economic Impacts (Household/Business/Non-Profit Assistance)

Allowable Expenditures for American Rescue Plan Act (ARPA) Funds

  • Public Health:

  • Negative Economic Impacts: 2.1 Household Assistance: Food Programs

  • Services to Disproportionately Impacted Communities:

  • Premium Pay:

  • Infrastructure Improvements:

  • Revenue Replacement:

  • Administrative & Other:

Please explain how the project qualifies under the expenditure category

Food insecurity is one of the biggest issues we face in Lynn, especially our senior population. So being able to distribute food to our most vulnerable population in a location where they can also receive services and programming is huge. Seniors will be able to receive most of the services needed in one location.

How Does Funding Relate to COVID-19 Pandemic?

The proposed project relates to the pandemic because the pandemic exasperated and put a light on the issue of food insecurity for seniors. Being able to provide a nutritious meal 5 days a week for a senior who would otherwise be eating anything available is huge. This ARPA funding would help us fight against food insecurity for a year and give us time to figure out other long term accommodations and possible partnerships for food distribution at the senior center.

Benefits to Residents/Businesses

This project will benefit the residents of Lynn by giving the senior population a place where they can count on a quality, nutritious meal 5 days a week. This his will have a calming affect on many seniors because they will no longer have to worry on a daily basis where there next meal is coming from.

Specific Outcomes or Accomplishments?

In doing this project we hope to help seniors who are in need of a quality meal and can’t afford to buy one on their own. Once word gets out about our food distribtuion we hope to be the hub of food distribution for Lynn’s seniors in need.

Project Cost & Financing

A.) Estimated TOTAL cost: 200,000

B.) Amount of Lynn ARPA funds requested: 200,000

C.) Appropriated or phased funding: Phased

D.) Matching funds available from another source: No

If yes, identify:

E.) Other funding opportunities:

If yes, identify:

As of right now their isn’t but my department will be working diligently  on finding other sources of funding.

F.) Ongoing/recurring costs: Yes

If yes, identify:

The money requested will give my department a year to find alternate funding in terms of grants or partnerships. If no alternate funding is found we will have now had the time to allocate it to our elder services budget.

G.) Cost savings beyond 2026: No 

If yes, identify:

H.) Increase in future City revenue: No  

If yes, identify:

I.) Additional staff required: No  

If yes, identify:

Benefit to residents disproportionately impacted by the COVID-19 pandemic?

Yes

Please identify if “yes”:

The Covid-19 pandemic disproportionately impacted the senior population most as they are the most vulnerable population and have suffered a lot during the pandemic. This project will directly benefit Lynn’s seniors.

Does the proposed project reduce adverse climate impacts and/or promote environmental sustainability?

No

Please identify if “yes”:

Does the project benefit a neighborhood, region of the City, or the City as a whole?

Entire City

Please identify if “yes”:

Lynn’s senior population is spread out throughout the entire city.

Administrative Information

A.) Dick Parker

B.) May 13, 2022

C.) rdpar4@aol.com

D.) 508-527-4795

General Project Information

Title: GAR Hall and Museum Capital Improvements

A.) New project or expansion to existing: Expansion of Existing Project.

B.) Please identify if applicable: The GAR property is an existing City property. At the moment, the Trustees of the GAR, Planning Department, and Inspectional Services Department are utilizing a Massachusetts Historic Commission Massachusetts Preservation Projects Fund grant to conduct a comprehensive building needs assessment with Spencer Preservation Group. This application is to implement the immediate needs that assessment has identified.

Project Description

Proposed Project

The proposed project includes necessary building repairs and improvements to the City’s Grand Army of the Republic Building and Museum (GAR Building) in downtown Lynn. There are four main components to this proposed work:

  1. Mechanical, Electrical, Plumbing and Fire Protection Upgrades ($2,550,000)
  2. Façade Restoration ($500,000)
  3. Addition to North Alley ($1,296,000)
  4. Elevator ($180,000)

Mechanical, Electrical, Plumbing and Fire Protection Upgrades: The building requires modernization of its basic systems. Although some improvements have been made, the problems with the systems require a more holistic approach to ensure safety, reliability, and prevent further damage to the building and its collection.

Façade Restoration: In 2016, during repairs to the buildings, it was discovered that the stonework had debonded from the back-up construction, and was in imminent danger of peeling off the facade. A temporary bracing system was put in place, one which not only looks bad but is not a permanent solution to the problem.

Addition to North Alley & Elevator: One challenge that has stymied efforts to invest in the GAR previously is the fact that the building is inaccessible. Massachusetts law limits the amount that can be spent on capital improvements which do not also make the building accessible to those with disabilities. This proposed project outlines both the upgrades and repairs that are needed as well as the necessary accessibility improvements in one holistic project. The addition to North Alley and the elevator are the aspects of this project that will make the building accessible, by providing an accessible entrance in the North Alley that leads to an elevator providing access to each floor of the GAR. 

The Right Time

This is the right moment to invest in the GAR. Thanks to generous funding from the Massachusetts Historic Commission, matched by Lynn’s Community Development Department, we have been working with Spencer Preservation Group on creating a comprehensive building needs assessment. As you can see from the attachments, we have a very thorough outline of the work that must be accomplished in order to turn the GAR into a modern, accessible, and safe resource for downtown Lynn. By making a major investment now, we can get out of the cycle of emergency and temporary repairs to this historic building. We have never been better informed and better prepared to invest strategically in this building.

Benefits of this Project

The benefits of a fully restored GAR building will benefit the Lynn community as a whole. In addition to creating more accessible public community space and preserving an institution of immense local historic value, this effort can position the GAR building to be a more successful tourist destination. History enthusiasts travel throughout the country to visit Civil War points of interest, and Lynn’s GAR Hall would be a true draw for these tourists. 

The preservation of this property is also consistent with the goals identified in the Downtown Lynn Cultural District Rapid Recovery Plan, completed in 2021. This project will activate underutilized property and increase foot traffic in downtown Lynn.

About the GAR

Originally built in 1885 in the Romanesque Revival style as a fraternal club and social services facility for veterans of the Civil War, the GAR Building played an important role in the city for more than twenty years, providing significant social and philanthropic support to the community. At the time, the General Lander Post #5 chapter of the Grand Army of the Republic had about 1,100 living members and was the largest chapter in the country. The most important space in the building is the two-story high Fellowship Hall located on the third floor, which is covered in 1,243 portraits of Union veterans from the G.A.R. Lynn chapter. This preservation of this space is mandated in the Acts of 1919, which transferred the building to the City.

Currently, the building houses storage and a meeting room in the basement. The basement meeting room contains artifacts from the World Wars. On the first floor, there are two storefronts, one of which has been leased to a law office. On the second floor, there is a reading room with a wall-sized bookcase built by GAR members in the 19th century, an administrative space, and exhibition space. The third floor offers more exhibition space and entry into the breathtaking Fellowship Hall.

Attachments

1 Façade Restoration and Elevator Design Goals – Discusses the design goals, design solutions, implementation, and materials for the façade restoration and the elevator addition.

1A Emergency Façade Proposal – 2016 Document discussing the delaminated brick wythe on the main façade and the emergency solution that was proposed and implemented in 2016, to be followed by a proper restoration of the brickwork on the front of the building.

1B Structures North Draft – 2022 Report from Structural Engineer

1C Drawings – Conceptual Drawings showing the location of the new elevator, the new egress for the GAR Building, and the proposed new window system.

2 GAR Bldg – Needed Building System Upgrades – Summary of work needed to bring the GAR Building up to current requirements for: Accessibility, Life Safety, HVAC, Electrical, Plumbing, Fire Suppression and Structural Integrity

2A MEP&FP Report – 2022 Report from MEP Engineers

3 General Cost Estimate May 2022 

4 Lynn GAR Outline Specification Work Summary – General Outline Specifications for this entire project

5 Lynn GAR Schedule –Proposed timeline for the entire project.

Spending Category for Eligible Use

Eligible Use: Negative Economic Impacts (Household/Business/Non-Profit Assistance)

Allowable Expenditures for American Rescue Plan Act (ARPA) Funds

  • Public Health:

  • Negative Economic Impacts: 2.35 Aid to Tourism, Travel, or Hospitality

  • Services to Disproportionately Impacted Communities:

  • Premium Pay:

  • Infrastructure Improvements:

  • Revenue Replacement:

  • Administrative & Other:

Please explain how the project qualifies under the expenditure category

We selected Revenue Replacement / Provision of Government Services based on the advice of Capital Strategic Solutions. 

How Does Funding Relate to COVID-19 Pandemic?

The COVID-19 pandemic made it impossible to use the G.A.R. building for its intended use as a public gathering place. Emergency repairs that were needed for the building could not be paid for, in part because monies needed to be prioritized for ventilation improvements in the schools and other city buildings. As a result, the building is in a greater state of disrepair and requires immediate funding to prevent further damage.

Benefits to Residents/Businesses

This project will benefit numerous stakeholders. Residents will be able to use this building because of its improved access and repair. Currently, the building is in severe danger of permanent damage, and is totally inaccessible to anyone who cannot comfortably use stairs. This project will increase the number of residents who can use the building and make it a safer, more enjoyable space for all.

The building, properly restored, can also serve as an economic driver for Downtown Lynn. Tourists flock to Civil War monuments and places of interest; the GAR’s unique status could unlock a number of new visitors to downtown Lynn. This, in turn, can support local businesses who will benefit from increased tourism and foot traffic.

Specific Outcomes or Accomplishments?

This project will achieve the following outcomes:

  • The implementation of necessary improvements and repairs that have long been deferred
  • An increase in the number of public meetings housed in the facility
  • An increase in the number of dollars raised by nonprofits in support of programming of the museum
  • An increase in the number of dollars received by the City or the Trustees of the GAR for further preservation and activation of the site through other grants. (Many grants are currently difficult to utilize because of the major accessibility issues and the sheer scale of repairs needed.)
  • An increase in the number of tourists to Lynn, dollars spent in food and retail businesses in the downtown, and jobs in these businesses

Project Cost & Financing

A.) Estimated TOTAL cost: $4,526,000

B.) Amount of Lynn ARPA funds requested: $4,526,000

C.) Appropriated or phased funding: Appropriated

D.) Matching funds available from another source: No

If yes, identify:

E.) Other funding opportunities: Yes

If yes, identify:

We are happy to seek HUD Community Development Block Grant funds, funds from the Massachusetts Cultural Facilities Fund or further funding from the Massachusetts Historic Commission to help pay for this work. 

In addition, local community members have organized the Friends of the GAR, a 501(c)3 dedicated to fundraising for the building. Once the scope of the repairs are clear, this organization may be able to help raise donations to support the reconstruction of the building.

However, the cost of renovating the building is substantial. Grants and donations will not be enough alone to cover the cost, and other funders may be hesitant to make contributions at all if the City isn’t able to appropriate funds as well.

F.) Ongoing/recurring costs: No

If yes, identify:

G.) Cost savings beyond 2026: Yes 

If yes, identify:

Although the price tag for this work is steep, it will ultimately save the City money if we can preemptively repair the building before further damage occurs. For example, the poor HVAC system has caused steam damage and mold damage throughout the building and collection. Our “temporary” fix for the facade is also in danger of failing. If we continue to defer these projects, we are likely to have more urgent and more costly repairs in the future. In addition, by making these necessary improvements to the building, we can improve energy efficiency for the building, which will likely result in further cost savings to the City.

H.) Increase in future City revenue: No  

If yes, identify:

I.) Additional staff required: No  

If yes, identify:

Benefit to residents disproportionately impacted by the COVID-19 pandemic?

Yes

Please identify if “yes”:

This project will make the GAR building accessible to persons with disabilities, who were disproportionately impacted by COVID-19. Currently, the building is inaccessible to anyone who cannot use stairs.

Does the proposed project reduce adverse climate impacts and/or promote environmental sustainability?

Yes

Please identify if “yes”:

Presumably, the upgrades to the HVAC system and building envelope will improve energy efficiency for the building.

Does the project benefit a neighborhood, region of the City, or the City as a whole?

Entire City

Please identify if “yes”:

Although the restoration and preservation of the GAR Building promises economic benefits to the downtown area in particular, this is a community resource that all Lynners should be able to access. By making the building safe and accessible, Lynners will be able to use this space for public meetings, making it an asset that benefits everyone.

Administrative Information

A.) Candice McClory

B.) May 13, 2022

C.) cmcclory@lynnma.gov

D.) 7814796883

General Project Information

Title: CHA Implementation project

A.) New project or expansion to existing: New Project.

B.) Please identify if applicable:

Timeline

A.) Estimated Start Date:

B.) Estimated Completion Date: December 31, 2026

C.) Estimated Start Date:

Start date dependent on completion of Community Health Assessment

Launch will be designed according to identified community needs in health assessment

Phase 1: Select advisory board to prioritize needs and even strategies

Phase 2&3 : Develop community events to support”

  • Physical health
  • Mental Health
  • Substance misuse
  • Youth Prevention
  • other identified community needs listed in assessment

 

 

D. Additional Files:

Project Description

Based on the community health assessment guidelines , this project aims to give support to public health initiatives through strengthening civic and community engagement. Outreach efforts will create partnerships between the community and providers through public events based on needs assessment, such as, mental health, healthcare, prevention, and overdose education.

Spending Category for Eligible Use

Eligible Use: Public Health

Allowable Expenditures for American Rescue Plan Act (ARPA) Funds

  • Public Health:

  • Negative Economic Impacts:

  • Services to Disproportionately Impacted Communities: 3.4 Public Sector Capacity: Effective Service Delivery

  • Premium Pay:

  • Infrastructure Improvements:

  • Revenue Replacement:

  • Administrative & Other:

Please explain how the project qualifies under the expenditure category

Outreach and community engagement efforts directly support effective service delivery though building and maintaining relationships with the community and public health providers in the area.

How Does Funding Relate to COVID-19 Pandemic?

According to the ARPA survey, 932 individuals prioritized public health as a main concern, with 49% stating mental health needs and 33% addressing substance abuse needs. 72.6% of respondents indicated that the pandemic had a negative impact on their household with 16.2% stating that mental health/substance abuse was a concern. The effects of Covid-19 disrupted critical development stages within school-aged children. CDC states that “The household income of many families with young children has been affected during Covid-19 pandemic due to job lost and wages. Economic insecurity is linked to adverse childhood experiences that can negatively impact their social-emotional development, learning and health. Young children living in families that are experiencing economic difficulties may feel unsafe. They may have inconsistent access to healthy foods, safe transportation and housing.” Funding for this project  will provide community engagement and reintroduce the resources available in the area to those in need.

Benefits to Residents/Businesses

Funding of project will create opportunities for local providers to build relationships and reengage the community with services provided as well as update on community events,.

Specific Outcomes or Accomplishments?

Specific outcomes of this project include, but are not limited to, community engagement, and strengthening of provider relationships. Examples of intended accomplishments include , awareness events in community, such as, Prom night safety event with vendors and educational component, overdose awareness events and trainings, youth prevention campaigns including “Hidden in Plain Site” campaign for parental/guardian awareness on teen substance misuse.

Project Cost & Financing

A.) Estimated TOTAL cost: 20,000

B.) Amount of Lynn ARPA funds requested: 20,000

C.) Appropriated or phased funding: Appropriated

D.) Matching funds available from another source: No

If yes, identify:

E.) Other funding opportunities: No

If yes, identify:

F.) Ongoing/recurring costs: No

If yes, identify:

G.) Cost savings beyond 2026: Yes 

If yes, identify:

This project will work towards strengthening mental health and wellness in the community by reengaging providers and local community through awareness events and campaigns. To date there has been 146 overdoses in Lynn which is up from 108 at this time in 2021. This project aims to increase quality of life within the community which can result in a savings of lives.

H.) Increase in future City revenue: Yes  

If yes, identify:

This project will host events open to vendors and promotes campaigns strengthening awareness of providers and businesses in the area which will increase revenues for both providers and businesses.

I.) Additional staff required: No  

If yes, identify:

Benefit to residents disproportionately impacted by the COVID-19 pandemic?

Yes

Please identify if “yes”:

According to Mass.gov, “More than 48% of Massachusetts youth report feeling sad or hopeless everyday for more than 2 weeks.” Which is up from 27% in 2017. 35% of youth reported that they need information on how to access a therapist. More than 44% of black youth (non hispanic) reported using more substances since the pandemic began. The youth latinx community had reported using 17% more substances since the pandemic began.” This project aims to strengthen the relationships between at risk communities and providers.

Does the proposed project reduce adverse climate impacts and/or promote environmental sustainability?

No

Please identify if “yes”:

Does the project benefit a neighborhood, region of the City, or the City as a whole?

Entire City

Please identify if “yes”:

932 of the 1600 respondents to the ARPA survey stated that public health measures are a concern, respondents were both business owners and residents of the city. This show that public health concerns are across a broad spectrum of consumers as well as providers.

Administrative Information

A.) Norris Guscott

B.) May 13, 2022

C.) nguscott@lynnma.gov

D.) 17817181148

General Project Information

Title: Health Division Accreditation: CHA & CHIP

A.) New project or expansion to existing: New Project.

B.) Please identify if applicable:

Project Description

PROJECT BACKGROUND

In order to empower the City’s ability to protect the health of residents and businesses, the Public Health Division seeks to begin the process of national accreditation by spearheading the City’s inaugural CHA (Community Health Assessment) and CHIP (Community Health Implementation Plan). Not only does accreditation ensure City Hall officials are aware of the clinical and social needs of Lynn’s most vulnerable residents/stakeholders, but also provides multiple frameworks for successful implementation of various public health interventions to diverse populations of the highest quality thanks to its prodigious national network; it also provides the Health Division with national contacts and strategies that enable it to wisely use existing resources while strategically placing it in positions for future exclusive public health funding opportunities.

 

To receive national accreditation, the City of Lynn’s Health Division/BOH must undergo a rigorous, cross-sectoral, multi-faceted, peer-reviewed assessment process to ensure it is excelling in multiple areas of the public health quality standards and measures (set by the Public Health Accreditation Board). The Health Division requests $115,000 dollars to implement (over 3 years):

  • The Application Process
  • A Community Health Assessment (and associated costs)
  • A Community Health Improvement Plan (and associated costs)

The CHA and CHIP are both core components in the Health Division being granted Accreditation and the Health Division anticipates addressing these areas of the process now will ensure a more efficient application process.

Spending Category for Eligible Use

Eligible Use: Public Health

Allowable Expenditures for American Rescue Plan Act (ARPA) Funds

  • Public Health:

  • Negative Economic Impacts:

  • Services to Disproportionately Impacted Communities: 3.4 Public Sector Capacity: Effective Service Delivery

  • Premium Pay:

  • Infrastructure Improvements:

  • Revenue Replacement:

  • Administrative & Other:

Please explain how the project qualifies under the expenditure category

The spending for the Accreditation: CHA and CHIP project qualifies under ‘Public Sector Capacity: Effective Service Delivery’ expenditure given the expected impact Accreditation will have on the City of Lynn’s Public Health’s Division capacity to plan, deliver, and research health-related policies and programming for residents and businesses. According to  a report published by PHAB, Accreditation yields the following capacity building results for health divisions/departments:

Quality Improvement:

  • 80% of local health departments accredited by June 2017 reported they had implemented a

formal quality improvement program. This is a larger percentage than those health departments

reported in earlier profiles, and larger than the percentage among non-accredited health

departments.

  • When surveyed one year after becoming accredited, more than 95% of respondents agree or

strongly agree that accreditation has stimulated QI and PM opportunities within their health

departments.

  • Numerous studies report that health departments have documented measurable improvements in the efficiency of processes, programs, or services and increased effectiveness because of their engagement in QI.

Partnerships

  • 78% of health departments surveyed four years after becoming accredited report that since

becoming accredited, their health department has strengthened their relationships with key

partners in other sectors.

  • A longitudinal study found that jurisdictions with accredited health departments, when

compared to non-accredited health departments, offer a broader array of public health

services, involve more partners in the delivery of those services, and enjoy a higher percentage

of comprehensive public health systems.

Accountability:

  • 89% of health departments surveyed one year after becoming accredited said that accreditation

has stimulated greater accountability and transparency within the health department.

  • 79% of health departments surveyed one year after becoming accredited said that accreditation

has improved the health department’s accountability to external stakeholders.

  • Average return on investment of $8.56 for every dollar spent

Workforce:

  • Nearly 90% of health departments surveyed one year after becoming accredited reported

that accreditation has improved their health department’s ability to identify and address

gaps in employee training and workforce development.

  • Evaluation data and several case studies highlight the effect that accreditation has in

boosting staff pride, removing silos, and increasing collaboration within agencies.

Resources:

  • 68% of health departments accredited for four years indicated that since becoming

accredited, there has been improved utilization of resources in their health department.

  • 41% of health departments that have been accredited for four years said accreditation has

improved their health department’s competitiveness for funding opportunities.

Community Health/Equity:

  • In a survey of health departments four years after becoming accredited, 50% said health

department activities implemented as a result of being accredited have led to improved

health outcomes in the community.

  • In a survey of health departments shortly after becoming reaccredited, 61% said

reaccreditation helped their health department use health equity as a lens for identifying and

addressing health priorities.

Emergency Preparedness:

  • The Accreditation Standards & Measures include many requirements related to preparedness.

Due to the relationship between accreditation and preparedness efforts, the National Health

Security Preparedness Index (NHSPI) includes whether the state health department is PHAB accredited as a positive indicator.

  • In a survey of accredited health departments, more than 80% indicated that overall,

accreditation has helped their response to the COVID-19 pandemic.

  • Preparation for accreditation has been particularly helpful in response to the COVID-19

pandemic in the areas of preparedness plans and policies and relationships with other sectors

and stakeholders.

  • From 2015-2019, emergency preparedness was the most common emerging health topic

addressed by health departments, as reported in their Annual Reports. In 2020, health equity

became the most common topic

 

Works Cited

The Value and Impact of Public Health Department Accreditation . Public Health Accreditation Board, https://phaboard.org/wp-content/uploads/PHAB-Value-and-Impact.pdf.

How Does Funding Relate to COVID-19 Pandemic?

Health Divisions/departments play a critical role in preparing for, responding to, and recovering from emergencies as evidenced by the COVID-19 pandemic. The PHAB Standards & Measures include specific preparedness requirements to ensure a health department’s ability to appropriately respond to public health emergencies, such as:

  • Timely investigations of health problems and environmental public health hazards (Standard 2.1)
  • Containment/mitigation of health problems and environmental public health hazards (Standard 2.2)
  • Access to laboratory and epidemiological/environmental public health expertise and capacity to investigate and contain/mitigate public health problems and environmental public health hazards (Standard 2.3)
  • Urgent and non-urgent communications, including risk communications plan (Standard 2.4 & Measure 3.2.4)
  • All hazards emergency operations plan (Standard 5.4)
  • A commitment to Health Equity and Community outreach (CHA & CHIP)

A quote from Goodhue County Health and Human Services in MN below outlines just how crucial accreditation is to their COVID-19 response.

 

“We truly believe being accredited is helping our department respond to the COVID-19 outbreak. Our public information and social media work has been fantastic – our Facebook page is reaching tens of thousands of people a week! Our accreditation work in the area of emergency preparedness helped us have more clarity about when and how to activate incident command and implement our continuity of operations plan (COOP). Our disease prevention and control work helped all of us better understand the state’s role and our role. We called a meeting of our ethics committee to decide how to distribute our stockpile of expired N-95s and surgical masks.”

– Goodhue County Health and Human Services

Benefits to Residents/Businesses

In addition to all of the information listed in above sections (i.e background information), please see below:

Accreditation will help the City of Lynn residents in the following ways:

  • Increasing the capacity of the public health division to deliver public health programs, policies, and initiatives
  • Increasing the department’s national and local networks to specialists, funding sources, and public health interventions which bodes well for residents and businesses
  • Ensures the public health division implements ‘gold star’ standards that improves all areas of the City’s economic health (i.e building a diverse & skilled workforce, innovation/evaluation for quality improvement, and health regulatory/policy implementation) mass monitoring and social health (i.e equitable access, mobilize communities/partnerships, and cross-sectoral collaboration)

Specific Outcomes or Accomplishments?

In addition to all of the information listed in above sections (i.e background information, milestones, expenditure), please see below:

The City of Lynn will receive the following outcomes/accomplishments during (and following) the implementation of the intended project:

  • Access to additional national/local funding sources
  • Access to network of public health specialists
  • Access to laboratory
  • Codified, peer-reviewed standards (regulations/SOPs) that all accredited health divisions/departments who partake in this process implement. For Lynn, this means our capacity to deliver and expand on the standards below would increase exponentially with them being:
    • Building an maintaining a strong organizational structure for public health
    • Assessing and monitoring population health in real time
    • Investigating, diagnosing, and addressing health hazards and root causes
    • Communicating effectively to inform and educate residents and businesses
    • Strengthening, supporting, and mobilizing communities and partnerships
    • Creating, championing, and implementing policies, plans, and laws
    • Utilizing legal and regulatory actions
    • Enabling equitable access for programs
    • Building a diverse and skilled workforce
    • Improving and innovating through evaluation, research, and quality improvement

Project Cost & Financing

A.) Estimated TOTAL cost: 115,000

B.) Amount of Lynn ARPA funds requested: 115,000

C.) Appropriated or phased funding: Appropriated

D.) Matching funds available from another source: No

If yes, identify:

E.) Other funding opportunities: Yes

If yes, identify:

The Public Health Coordinator has extensive background in evaluation /impact analysis, oversees  the division’s grants operations, and has successfully brought in prior large-sum grants. If directed to do so by the Public Health Director/ Mayor, the PH Coordinator can allocate time to identifying and applying for grants to offset the cost (please note grant identification takes time and would extend original timeline. Also, as with all grants- it is NOT guaranteed).

F.) Ongoing/recurring costs: No

If yes, identify:

G.) Cost savings beyond 2026: Yes 

If yes, identify:

Not immediately but per PHAB Report:

“One study found that across 35 public health projects that sought to capture the economic
impact of their QI work, there was an average return on investment of $8.56 for every dollar
spent.”

The Value and Impact of Public Health Department Accreditation . Public Health Accreditation Board, https://phaboard.org/wp-content/uploads/PHAB-Value-and-Impact.pdf.

H.) Increase in future City revenue: Yes  

If yes, identify:

Per PHAB Report:

“One study found that across 35 public health projects that sought to capture the economic
impact of their QI work, there was an average return on investment of $8.56 for every dollar
spent.”

The Value and Impact of Public Health Department Accreditation . Public Health Accreditation Board, https://phaboard.org/wp-content/uploads/PHAB-Value-and-Impact.pdf.

I.) Additional staff required: No  

If yes, identify:

Benefit to residents disproportionately impacted by the COVID-19 pandemic?

Yes

Please identify if “yes”:

Yes, you can re-read the benefits in the following sections: ‘Project Background’, ‘Project Milestones’, ‘Outcomes’, ‘Question 10’

To further expand, Accreditation allows the division as a whole to expand it’s capacity to deliver new, cutting edge programs (i.e grant funded programs geared towards social and clinical determinants of health) to the most vulnerable in a cutting edge, efficient manner. As public health experts, we know the pandemic impacted the most vulnerable (minorities, low ses, senior-citizens, members of the disability community) negatively than other groups. Given the CHA and CHIP are geared towards assessing the City’s  health needs  with a focus on the most vulnerable(and then implementing it), One can argue that a municipality having a CHA and CHIP are required in order to engage residents disproportionately impacted by COVID-19.

Does the proposed project reduce adverse climate impacts and/or promote environmental sustainability?

Yes

Please identify if “yes”:

As most sections have referenced earlier, the CHA & CHIP are focused on improving the clinical and social determinants of health of Lynn residents and businesses.  Part of social (and clinical)  determinants of health is the environment of where target populations are residing, Given this fact alone, one can deduct there will be ample data/policies/programming related to environment that yields from this project.

Also, please see below for specific PHAB standards that relate to environment:

  • Timely investigations of health problems and environmental public health hazards (Standard 2.1)
  • Containment/mitigation of health problems and environmental public health hazards (Standard 2.2)
  • Access to laboratory and epidemiological/environmental public health expertise and capacity to investigate and contain/mitigate public health problems and environmental public health hazards (Standard 2.3)
  • Urgent and non-urgent communications, including risk communications plan (Standard 2.4 & Measure 3.2.4)
  • All hazards emergency operations plan (Standard 5.4)
  • A commitment to Health Equity and Community outreach (CHA & CHIP)

Does the project benefit a neighborhood, region of the City, or the City as a whole?

Entire City

Please identify if “yes”:

Please see all sections above as they give breakdowns on how Accreditation: CHA & CHIP will benefit the entire City

In short, accreditation: CHA & CHIP will provide the health division/department with additional means of funding, programming, means to acquire specialists, means to analyze data, data-sets, and a slew of other resources beneficial to Public Health. Given that we, the health division are charged with overseeing public health for the entire city then the entire city (especially the most vulnerable), businesses, our wards- Lynn residents and Lynn in general will benefit.

Administrative Information

A.) James Marsh

B.) May 13, 2022

C.) jmarsh@lynnma.gov

D.) 781-586-6770

General Project Information

Title: Barry Park Phase I Supplemental Funding

A.) New project or expansion to existing: Expansion of Existing Project.

B.) Please identify if applicable: The sought funds will supplement received PARC Grant award and CBDG allotment.

Timeline

A.) Estimated Start Date: July 1, 2021

B.) Estimated Completion Date: June 30, 2022

C.) Estimated Start Date:

Barry Park Phase I is on course to be completed with the FY22 grant cycle.

D. Additional Files: https://lynnarpa.com/frm_file/aWQ6NzcxNnxmaWxlbmFtZTpCYXJyeS1QYXJrLUJpZC1TZXQtRHJhd2luZ3MucGRm

Project Description

The City of Lynn Community and Economic Development Department was awarded $400,000 through the Commonwealth’s PARC Grant Program in 2021 to fund the installation of a splash pad and multiuse court. The grant proposal also included upgrades to accessible walkways, seating and hardware including trash receptacles and bollards. The City of Lynn Community and Economic Development Department contributed a match of $180,000 in CBDG resources. As a result of our current economic situation and supply chain complications because of COVID-19, the estimated cost of phase one has increased and caused in a funding shortfall. Therefore, The City of Lynn Community and Economic Development Department seeks funds to complete this segment of signature improvements to Barry Park.

Spending Category for Eligible Use

Eligible Use: Negative Economic Impacts (Household/Business/Non-Profit Assistance)

Allowable Expenditures for American Rescue Plan Act (ARPA) Funds

  • Public Health:

  • Negative Economic Impacts: 2.22 Strong Healthy Communities: Neighborhood Features that Promote Health and Safety

  • Services to Disproportionately Impacted Communities:

  • Premium Pay:

  • Infrastructure Improvements:

  • Revenue Replacement:

  • Administrative & Other:

Please explain how the project qualifies under the expenditure category

This project will increase access to open space and to a splash pad, a cooling mechanism installed to ease the impacts of rising temperatures.

How Does Funding Relate to COVID-19 Pandemic?

Surrounded by Environmental Justice populations and located in within a Minority Population area, there are Minority, Income and English Isolation Populations that will greatly benefit from these improvements. Now accessible form the Northern Strand Community Path, Barry Park’s status of a destination park will be further elevated with continued improvements to infrastructure will provide post COVID-19 access to green space and promote physical activity, resulting in positive physical and mental health benefits.

Benefits to Residents/Businesses

Barry Park is an epicenter of youth sports and community recreation. Infrastructure improvements will establish Barry Park as a destination playground within Lynn and allow for increased contracted usage, a youth sport tournament host site and increase patronage of abutting businesses that include stores and restaurants.

 

This project caters to the needs of this Environmental Justice and Minority Population by providing access to amenities, such as a splash pad, that are available in other parts of the City. Geographically, the closest splash pad is over one mile from Barry Park.

Specific Outcomes or Accomplishments?

This project can be measured by tracking park usage, documenting the number of games played, practices held, and organizations requesting use of City facilities.

Project Cost & Financing

A.) Estimated TOTAL cost: 830,000

B.) Amount of Lynn ARPA funds requested: 300,000

C.) Appropriated or phased funding: Appropriated

D.) Matching funds available from another source: Yes

If yes, identify:

Barry Park funding sources include FY22 PARC Grant funding as well as CBDG resources.

E.) Other funding opportunities: No

If yes, identify:

F.) Ongoing/recurring costs: No

If yes, identify:

G.) Cost savings beyond 2026: No 

If yes, identify:

H.) Increase in future City revenue: Yes  

If yes, identify:

Sport tournament fees and annual league rentals will provide revenues.

I.) Additional staff required: No  

If yes, identify:

Benefit to residents disproportionately impacted by the COVID-19 pandemic?

Yes

Please identify if “yes”:

This project impacts an Environmental Justice and Minority Population area of Lynn that was disproportionately impacted by that COVID-19 pandemic both locally and nationally.

Does the proposed project reduce adverse climate impacts and/or promote environmental sustainability?

Yes

Please identify if “yes”:

The proposed splash pad is a cheaper and safer alternative to swimming pools to act as a community cooling location.

Does the project benefit a neighborhood, region of the City, or the City as a whole?

Entire City

Please identify if “yes”:

Administrative Information

A.) James Marsh

B.) May 13, 2022

C.) jmarsh@lynnma.gov

D.) 781-586-6770

General Project Information

Title: Rehabilitation and Restoration of E Dock at Lynn Municipal Marina, Seaport Landing

A.) New project or expansion to existing: Expansion of Existing Project.

B.) Please identify if applicable: Rehabilitation and Restoration of E Dock at Lynn Municipal Marina, Seaport Landing

Timeline

A.) Estimated Start Date: July 1, 2022

B.) Estimated Completion Date: June 30, 2024

C.) Estimated Start Date:

The Department of Community and Economic Development is currently rehabbing and expanding access to Lynn Harbor through improvements at the Lynn Municipal Marina, Seaport Landing.  As a result of a bankruptcy filing the construction of E Dock has been canceled and the City was unable to recuperate payments already made and only $3,000 recovered through the claim process.

An upgraded E Dock will serve as a wave attenuator to protect the existing infrastructure, introduce additional profitable dock space, and mitigate the impact of tidal trends caused by Climate Change.

The solicited funds would allow for the needed infrastructure improvements that will increase and improve public access to the City’s waterfront.

D. Additional Files: https://lynnarpa.com/frm_file/aWQ6Nzc2NHxmaWxlbmFtZTpBQ0stUHJvcG9zYWwtc3VibWl0dGVkLTMuMTYuMjAyMi5wZGY=

Project Description

Funding will provide the City of Lynn Department of Community and Economic Development with the resources to guarantee the marina is fully functional after the devastating damage in February of 2013 caused by the Northeast Snowfall Impact Scale (NESIS) category 3 storm.

The City has worked in partnership with FEMA since 2013 to rebuild damaged docks and mitigate future vulnerabilities. The installation of an upgraded dock and implementation the recommendations highlighted through a study that has been funded by the Seaport Economic Council, will undertake modernization and improvement of localized infrastructure to make the entire marina fully functional and better support development growth near the Lynn Harbor and to increase and improve public access to the City’s waterfront.

Spending Category for Eligible Use

Eligible Use: Negative Economic Impacts (Household/Business/Non-Profit Assistance)

Allowable Expenditures for American Rescue Plan Act (ARPA) Funds

  • Public Health:

  • Negative Economic Impacts: 2.37 Economic Impact Assistance: Other

  • Services to Disproportionately Impacted Communities:

  • Premium Pay:

  • Infrastructure Improvements:

  • Revenue Replacement:

  • Administrative & Other:

Please explain how the project qualifies under the expenditure category

This project will increase access to the Harbor. Additionally, E Dock will mitigate against the impacts of storm surge caused by extreme weather.

How Does Funding Relate to COVID-19 Pandemic?

Surrounded by Environmental Justice populations and located near a Minority Population area, there are Minority, Income and English Isolation Populations that will greatly benefit from these improvements. These improvements will mitigate the results of Climate Change including rising sea levels, increased storm surge, and impacts of extreme weather.

Benefits to Residents/Businesses

Recent studies and plans such as the Lynn Harbor Plan pay a great deal of attention to the City’s need to reclaim the Harbor and waterfront and to restore and/or create better public access to and use of the waterfront. The City of Lynn has been aggressively pursuing repositioning of its harbor and has made substantial investments in such things as the relocation of high voltage power lines and a serious of comprehensive plans to encourage reconnecting the harbor-front to the rest of the City and encourage desirable and complimentary development there while preserving and enhancing public access to the waterfront. Areas immediately adjacent or in proximity to the north, south and west of the Lynn Municipal Marina/Heritage State Park are currently experiencing rapid reinvestment with major residential and ancillary retail development projects in various stages of planning/construction. Public infrastructure investments are supporting these developments and continued invest by the City will continue to spur private investment. The installation of a newly constructed E Dock will stimulate growth at the Lynn Municipal Marina, Seaport Landing.

Specific Outcomes or Accomplishments?

Funding will enable the City to take the necessary steps to connect the downtown and other areas of the City with the emerging revitalized waterfront. The Heritage Park and Municipal Marina together will be accessible, resilient and user friendly. Together these component projects will advance both the City’s economic development objectives and the public vision articulated by the City’s harbor plan.

Project Cost & Financing

A.) Estimated TOTAL cost: 756,500

B.) Amount of Lynn ARPA funds requested: 500,000

C.) Appropriated or phased funding: Appropriated

D.) Matching funds available from another source: Yes

If yes, identify:

The City of Lynn Department of Community and Economic Development has been awarded $210,000 from the Seaport Economic Council and an additional $300,000 through a Commonwealth of Massachusetts ARPA earmark.

E.) Other funding opportunities: No

If yes, identify:

F.) Ongoing/recurring costs: No

If yes, identify:

G.) Cost savings beyond 2026: Yes 

If yes, identify:

The introduction of E Dock is a cost saving measure that will protect the City’s current invested from future storm damage. It will also act as a mitigation tool against Climate Change.

H.) Increase in future City revenue: Yes  

If yes, identify:

Reinstating E Dock will increase marina revenues through annual leases as well as event specific programming.

I.) Additional staff required: No  

If yes, identify:

Benefit to residents disproportionately impacted by the COVID-19 pandemic?

Yes

Please identify if “yes”:

This project impacts an Environmental Justice and Minority Population area of Lynn that was disproportionately impacted by that COVID-19 pandemic both locally and nationally.

Does the proposed project reduce adverse climate impacts and/or promote environmental sustainability?

Yes

Please identify if “yes”:

The installation of the wave attenuator will protect the existing infrastructure and mitigate the impact of tidal trends caused by Climate Change.

Does the project benefit a neighborhood, region of the City, or the City as a whole?

Entire City

Please identify if “yes”:

Administrative Information

A.) Christopher Reddy

B.) May 13, 2022

C.) creddy@lynnpolice.org

D.) 7814774301

General Project Information

Title: Police Department Data Analyst

A.) New project or expansion to existing: New Project.

B.) Please identify if applicable:

Timeline

A.) Estimated Start Date: July 1, 2022

B.) Estimated Completion Date:

C.) Estimated Start Date:

July 1, 2022 – Post job description and begin accepting candidate applications.

July 15, 2022 – Application period ends and candidate evaluation and background check process begins.

August 1, 2022 – Anticipated hire date.

D. Additional Files: https://lynnarpa.com/frm_file/aWQ6Nzc2NXxmaWxlbmFtZTpSZWNvbW1lbmRhdGlvbi1DcmltZS1BbmFseXN0LVBvc2l0aW9uLmRvY3g=

Project Description

Please see attached letter with proposal for establishing a Crime Analyst position within the police department.

This position would enable us to better analyze and understand the data that we collect through a range of our operations so that we could recognized crime trends earlier and adapt response protocols to address emerging problems in a timely manner.  This position would also enable us to evaluate our data over a variety of metrics and publish information to the community regarding arrests, use of force, crime patterns and other measures to increase transparency and accountability.

Spending Category for Eligible Use

Eligible Use: Public Health-Negative Economic Impact: Public Sector Capacity

Allowable Expenditures for American Rescue Plan Act (ARPA) Funds

  • Public Health: 1.11 Community Violence Interventions

  • Negative Economic Impacts:

  • Services to Disproportionately Impacted Communities:

  • Premium Pay:

  • Infrastructure Improvements:

  • Revenue Replacement:

  • Administrative & Other:

Please explain how the project qualifies under the expenditure category

The position would enable us to identify patterns or trends that contribute to crime or disorder so that we can more effectively incorporate resources toward prevention and intervention.  It would also enhance our ability to coordinate with other service providers and community representatives.

How Does Funding Relate to COVID-19 Pandemic?

We have experienced an increase in crime since the onset of the pandemic.  Most especially we have experienced a substantial increase in reports of domestic violence which may have resulted from ongoing anxiety, trauma and financial insecurity as a result of the pandemic.

Benefits to Residents/Businesses

This will enable the police department to respond more effectively to address various categories of crime which will decrease victimization.

Specific Outcomes or Accomplishments?

This project will help to identify areas for increased or decreased resource deployment which will help to impact various crime trends in a positive manner.

Project Cost & Financing

A.) Estimated TOTAL cost: $80,000 per year

B.) Amount of Lynn ARPA funds requested: $80,000 per year

C.) Appropriated or phased funding: Appropriated

D.) Matching funds available from another source: No

If yes, identify:

E.) Other funding opportunities: No

If yes, identify:

No

F.) Ongoing/recurring costs: Yes

If yes, identify:

This is intended to establish a permanent position within the police department.

G.) Cost savings beyond 2026: No 

If yes, identify:

H.) Increase in future City revenue: No  

If yes, identify:

I.) Additional staff required: No  

If yes, identify:

Benefit to residents disproportionately impacted by the COVID-19 pandemic?

Yes

Please identify if “yes”:

As previously stated it will help to identify patterns or trends in crime that have resulted in increased victimization.

Does the proposed project reduce adverse climate impacts and/or promote environmental sustainability?

No

Please identify if “yes”:

Does the project benefit a neighborhood, region of the City, or the City as a whole?

Entire City

Please identify if “yes”:

Administrative Information

A.) William Sharpe

B.) May 13, 2022

C.) sharpe@lynnpolice.org

D.) 781-477-4308

General Project Information

Title: Lynn Police Range Target System

A.) New project or expansion to existing: New Project.

B.) Please identify if applicable:

Timeline

A.) Estimated Start Date: September 12, 2022

B.) Estimated Completion Date: September 21, 2022

C.) Estimated Start Date:

Order Placement: 18 weeks manufacturing time.

9/12-9/21/2022:  Disassembly of existing firing range target system.  Installation of “Genesis” target range system.

 

The attached proposal is valid for 30 days from 5/10/2022.

D. Additional Files: https://lynnarpa.com/frm_file/aWQ6Nzc2NnxmaWxlbmFtZTpMeW5uLVBELUdlbmVzaXMtUXVvdGUtNS0xMC0yMi5wZGY=

Project Description

The Lynn Police firing range is 16 years old.  The current target system used for officer training is obsolete and at the end of its’ serviceability.  More specifically, as an older target system, the current firing range is limited in the types of training that can be provided to officers including critical contemporary skills such as de-escalation.  The current target system was principally designed for live-fire courses and this has hampered our Training unit’s capacity to instruct officers in a simulated high-stress environment.   The Genesis target system replacement will improve the capacity to deliver this type of training as it has been designed with a broad arrange of pre-programmed training drills that touch upon the contemporary training needs of police officers.   The system also features the ability to custom build program drills easily to leverage local training priorities.

On this last element, we will also be proposing a virtual trainer that we would wish to incorporate as a package with the intent to elevate the Lynn Police Department by providing the highest quality of officer training on the use of force in the state.  In combination, this modern target system will be integrated seamlessly into a training plan that will focus on improving officer communication and de-escalation skills, officer decision-making as it relates to force, use of force itself, and force reporting.

Spending Category for Eligible Use

Eligible Use: Public Health-Negative Economic Impact: Public Sector Capacity

Allowable Expenditures for American Rescue Plan Act (ARPA) Funds

  • Public Health:

  • Negative Economic Impacts:

  • Services to Disproportionately Impacted Communities: 3.4 Public Sector Capacity: Effective Service Delivery

  • Premium Pay:

  • Infrastructure Improvements:

  • Revenue Replacement:

  • Administrative & Other:

Please explain how the project qualifies under the expenditure category

With the recent passage of Police reform legislation, the City of Lynn and its’ Police Department face a number of challenges as it strives to meet requirements related to de-escalation, use of force, and officer accountability.   While these demands are codified in legislation, the funds needed to develop these skills have not been provided to the city or this agency.   As part of the effort to deliver police service that is more equitable and fair, training is the critical component for assuring that these goals are achieved.

How Does Funding Relate to COVID-19 Pandemic?

Our recent crime statistics indicate that crime is on the rise in the City of Lynn.  Our agency has hired many new officers in the last two years as a large group of veteran officers chose to retire during the pandemic.  Empirically, police studies examining the use of force have found younger officers tend to use force at higher rates.  The COVID-19 pandemic in this way has affected the agency by altering the workforce at the same time that crime and police interactions are on the rise.   This project will proactively address the correlation between officer age and the use of force by providing high-quality training.

Benefits to Residents/Businesses

Residents of the city will benefit from this project as it will result in a well-trained police force.  In this way, both citizens and businesses will have confidence in the decisions and actions of the police officers serving the community in a spirit that matches current police reform goals.

Specific Outcomes or Accomplishments?

We would hope to see declines in use of force and better decision-making in use of force decisions.  Many of these decisions cannot be quantified, but are accessed in terms of outcome success.

Project Cost & Financing

A.) Estimated TOTAL cost: 143,291

B.) Amount of Lynn ARPA funds requested: 143,291

C.) Appropriated or phased funding: Phased

D.) Matching funds available from another source: No

If yes, identify:

E.) Other funding opportunities: No

If yes, identify:

F.) Ongoing/recurring costs: No

If yes, identify:

G.) Cost savings beyond 2026: No 

If yes, identify:

H.) Increase in future City revenue: Yes  

If yes, identify:

Potentially.  Crime and the reputation of the city have been inextricably linked for some time (unfairly often).  A well-trained and professional police agency assists with developing perceptions of safety and well-being.

I.) Additional staff required: No  

If yes, identify:

Benefit to residents disproportionately impacted by the COVID-19 pandemic?

Yes

Please identify if “yes”:

Much attention has been drawn to the role of race in police interactions and the use of force.  Training will improve outcomes in this regard by empowering officers to use their discretion and judgment towards the de-escalation of encounters across racial contexts.

Does the proposed project reduce adverse climate impacts and/or promote environmental sustainability?

No

Please identify if “yes”:

Does the project benefit a neighborhood, region of the City, or the City as a whole?

Entire City

Please identify if “yes”:

The goal of this project is to have the most highly trained officers in the State.  This will enable better service to residents and businesses in the state and will set Lynn as the benchmark for other police agencies.

Administrative Information

A.) William Sharpe

B.) May 13, 2022

C.) sharpe@lynnpolice.org

D.) 781-477-4308

General Project Information

Title: VirTra Training System

A.) New project or expansion to existing: New Project.

B.) Please identify if applicable:

Timeline

A.) Estimated Start Date: August 9, 2022

B.) Estimated Completion Date: August 12, 2022

C.) Estimated Start Date:

Timeline flexible based on order placement.

 

8/9/2022-8/12/2022:  Installation and system training

D. Additional Files: https://lynnarpa.com/frm_file/aWQ6Nzc2N3xmaWxlbmFtZTpMeW5uLVBETUEtVi0xMDAtUXVvdGVfVjEucGRm, https://lynnarpa.com/frm_file/aWQ6Nzc2OHxmaWxlbmFtZTpWMTAwLVVTLVNlcnZpY2UtUGxhbi1hbmQtV2FycmFudHktUHJvdmlzaW9ucy1Gb3ItQ2FwaXRhbC1QdXJjaGFzZS5wZGY=

Project Description

This project will allow the Lynn Police Department to implement a Nationally-accredited training curriculum in a virtual training environment that will improve officer decision-making and communication skills in the context of simulated non-force and use of force scenarios.  This training environment is intended to link with a proposal for upgrading the target system within the Lynn Police Department’s firing range.  Together, these projects will elevate the quality of training for police officers in Lynn well above our current capacity.

Spending Category for Eligible Use

Eligible Use: Public Health-Negative Economic Impact: Public Sector Capacity

Allowable Expenditures for American Rescue Plan Act (ARPA) Funds

  • Public Health:

  • Negative Economic Impacts:

  • Services to Disproportionately Impacted Communities: 3.4 Public Sector Capacity: Effective Service Delivery

  • Premium Pay:

  • Infrastructure Improvements:

  • Revenue Replacement:

  • Administrative & Other:

Please explain how the project qualifies under the expenditure category

With the recent passage of Police reform legislation, the City of Lynn and its’ Police Department face a number of challenges as it strives to meet requirements related to de-escalation, use of force, and officer accountability.   While these demands are codified in legislation, the funds needed to develop these skills have not been provided to the city or this agency.   As part of the effort to deliver police service that is more equitable and fair, training is the critical component for assuring that these goals are achieved.

The VirTra-Virtual Interactive Coursework and Training Academy™ consists of a certified simulator training curriculum. V-VICTA™ is a progressive science-based approach to the use of simulation as a training system. Program materials include teacher lesson plans, student outline, presentation material, pre-tests, post-tests, course evaluations as well as interactive video learning material in conjunction with the simulator for each course.   Virtual Instructor scenarios teach, train, and test participants on a number of important skills including mental illness response, crisis de-escalation, de-escalation, and interaction with special populations such as the autistic.

How Does Funding Relate to COVID-19 Pandemic?

Our recent crime statistics indicate that crime is on the rise in the City of Lynn.  Our agency has hired many new officers in the last two years as a large group of veteran officers chose to retire during the pandemic.  Empirically, police studies examining the use of force have found younger officers tend to use force at higher rates.  The COVID-19 pandemic in this way has affected the agency by altering the workforce at the same time that crime and police interactions are on the rise.   This project will proactively address the correlation between officer age and the use of force by providing high-quality training.   It is very important to note as well, that many of the officers that we added did not attend traditional academies due to COVID 19, and that the quantity and level of training these officers received was diminished because of remote learning and Academy shut-downs.

Benefits to Residents/Businesses

Residents and businesses of Lynn will benefit from having a highly trained police force dedicated to the goals of the police reform laws of the state.  The virtual trainer project will elevate officer competency and skills as it relates to use of force decisions through realistic-based, interactive training scenarios.

Specific Outcomes or Accomplishments?

We would expect better outcomes for both officers and citizens to arrive through the use of the VirTra simulator and the certified interactive courses.

Project Cost & Financing

A.) Estimated TOTAL cost: 76,582.86

B.) Amount of Lynn ARPA funds requested: 76,582.86

C.) Appropriated or phased funding: Appropriated

D.) Matching funds available from another source: No

If yes, identify:

E.) Other funding opportunities: No

If yes, identify:

F.) Ongoing/recurring costs: Yes

If yes, identify:

A service plan of 10% of total system investment minus installation and training costs will be incurred. This will cost the agency approximately $7100 annually beginning in 2023.

G.) Cost savings beyond 2026: No 

If yes, identify:

H.) Increase in future City revenue: Yes  

If yes, identify:

Potentially.   A highly trained police force that the public has confidence in should encourage people to live in Lynn and for people to establish businesses in.

I.) Additional staff required: No  

If yes, identify:

Benefit to residents disproportionately impacted by the COVID-19 pandemic?

Yes

Please identify if “yes”:

This type of project will truly enhance the response of officers to calls involving crisis.  Contemporaneous concerns related to the use of force in encounters along racial lines should be addressed with a workforce capacity through training of making better decisions in those situations.

Does the proposed project reduce adverse climate impacts and/or promote environmental sustainability?

No

Please identify if “yes”:

Does the project benefit a neighborhood, region of the City, or the City as a whole?

Entire City

Please identify if “yes”:

The VirTra system along with our range proposal will ensure the City of Lynn is serviced by the most well-trained police officers in the state.

Administrative Information

A.) Daniel O’Neill

B.) May 17, 2022

C.) doneill@lynnwatersewer.org

D.) 7815962400

General Project Information

Title: LWSC West Lynn Sewer Separation Project: Phase 4 & 5

A.) New project or expansion to existing: Expansion of Existing Project.

B.) Please identify if applicable: Phase 4 and 5 of ongoing West Lynn Sewer Separation Project

Timeline

A.) Estimated Start Date: June 30, 2022

B.) Estimated Completion Date: October 15, 2024

C.) Estimated Start Date:

  1. 100% Design Completed (submitted April 2022)
  2. Construction to be completed October 15, 2024

D. Additional Files:

Project Description

Separation of the combined, single pipe system into separate sewers for sanitary and storm water flows tributary to the West Lynn area.

Spending Category for Eligible Use

Eligible Use: Infrastructure (Water/Sewer/Broadband)

Allowable Expenditures for American Rescue Plan Act (ARPA) Funds

  • Public Health:

  • Negative Economic Impacts:

  • Services to Disproportionately Impacted Communities:

  • Premium Pay:

  • Infrastructure Improvements: 5.4 Clean Water: Combined sewer overflows

  • Revenue Replacement:

  • Administrative & Other:

Please explain how the project qualifies under the expenditure category

Separation of the combined sewer and drain system increases capacity of the sanitary system which greatly reduces the occurrence of combined sewer overflows.

How Does Funding Relate to COVID-19 Pandemic?

Since COVID-19, there has been a substantial increase of residents working remotely which has led to an increase in flow into the sanitary system and a greater demand . The ARPA funding would alleviate the financial burden on those residents and those who might have lost their jobs due to the pandemic.

Benefits to Residents/Businesses

The West Lynn Sewer Separation will increase both storm and sanitary capacity which will reduce the occurrence of combined sewer overflows.

Specific Outcomes or Accomplishments?

Reduction in the amount of combined sewer overflows experienced per year.

Project Cost & Financing

A.) Estimated TOTAL cost: $25,000,000

B.) Amount of Lynn ARPA funds requested: $25,000,000

C.) Appropriated or phased funding: Appropriated

D.) Matching funds available from another source: Yes

If yes, identify:

Massachusetts Department of Environmental Protection State Revolving Fund

E.) Other funding opportunities: No

If yes, identify:

F.) Ongoing/recurring costs: No

If yes, identify:

G.) Cost savings beyond 2026: No 

If yes, identify:

H.) Increase in future City revenue: Yes  

If yes, identify:

Will allow for additional capacity for future city planning.

I.) Additional staff required: No  

If yes, identify:

Benefit to residents disproportionately impacted by the COVID-19 pandemic?

No

Please identify if “yes”:

Does the proposed project reduce adverse climate impacts and/or promote environmental sustainability?

Yes

Please identify if “yes”:

With the increase in rainfall frequencies and intensities, the demand for additional stormwater capacity has increased.

Does the project benefit a neighborhood, region of the City, or the City as a whole?

Region (Ward, District)

Please identify if “yes”:

West Lynn and the area tributary.

Administrative Information

A.) Lauren Drago

B.) May 21, 2022

C.) Lauren.Drago@LynnMA.gov

D.) 7815866856

General Project Information

Title: Community Engagement Event

A.) New project or expansion to existing: New Project.

B.) Please identify if applicable:

Timeline

A.) Estimated Start Date: June 1, 2022

B.) Estimated Completion Date: September 30, 2022

C.) Estimated Start Date:

Begin planning: June 2022

Complete contracting: July 2022

Host event: August or September 2022

D. Additional Files: https://lynnarpa.com/frm_file/aWQ6ODA2NHxmaWxlbmFtZTpFbmdhZ2VtZW50LUV2ZW50LUJ1ZGdldC1TaGVldDEucGRm

Project Description

The proposed project is to host a Community Engagement Event in the late Summer or early Fall 2022 to connect Lynn residents to City resources and to help City staff gather feedback from the public on key initiatives.

Existing Context

In the Vision Lynn kick off survey, one of the top concerns of respondents related to city government. Many Lynners articulated a need for improved governance often focusing on transparency and access to information. Many also felt frustrated about a lack of community-wide events and programming for kids, something probably more acutely felt because of COVID-19.

Fortunately, many City departments and staff are engaging in community engagement efforts. Some current examples include:

  • The Planning Department is working on Vision Lynn, the city’s first-ever comprehensive plan.  
  • The Mayor’s office is conducting outreach related to the spending of ARPA dollars.
  • The Office of Elder Services has been seeking input regarding the new senior center.
  • The Health Department has been working hard to help get the community vaccinated.

Although the increase in surveys, events, and meetings is a sign towards a more accessible government, it is worth noting that participating in these activities requires time from our community members. In addition to the usual barriers of engagement — language, literacy, cultural preference, digital access, disability, etc. — Lynners also need to determine whether they have the time to participate in yet another survey or public meeting. When City staff ask Lynners to share their opinions, we are asking them to take the time to make our jobs easier. However, we aren’t always able to adequately compensate for that time.

Project Proposal

The Planning Department will be hosting some sort of community meeting as a part of Vision Lynn in late Summer or early Fall, one we can fund through our Vision Lynn budget. Our proposal is to replace this standard community meeting with a larger event outdoors at the Lynn Museum, one that would incorporate other City departments, and perhaps set the stage for an annual event. Our vision is to create an outdoor event with entertainment, activities, and free food to entice Lynners to visit and turn City Hall “Lynnside Out” to provide an opportunity for staff to get feedback from the community and for Lynners to interact with their government.

Staff could provide a number of resources for an event like this. The Mayor’s office can be conducting outreach on ARPA, the Planning team can be doing our outreach on Vision Lynn, and anyone else seeking survey responses can be doing the same. In addition, other departments can provide information about their programs, be present to answer questions, provide people with library cards, register people to vote, or any other number of tasks. Once the basics of the event are in place, it would be easy to add components based on demand. For example, community groups or state agencies like the MBTA might be willing to table or host activities as well.

If this event were a success, we’d suggest establishing it as an annual tradition. Planning would work plan our projects around such an event to take advantage of it each year, and other departments might utilize it as an easy way for them to increase face time with the community without having to expend resources or plan an event by themselves.

Spending Category for Eligible Use

Eligible Use: Negative Economic Impacts (Household/Business/Non-Profit Assistance)

Allowable Expenditures for American Rescue Plan Act (ARPA) Funds

  • Public Health:

  • Negative Economic Impacts: 2.37 Economic Impact Assistance: Other

  • Services to Disproportionately Impacted Communities: 3.4 Public Sector Capacity: Effective Service Delivery

  • Premium Pay:

  • Infrastructure Improvements:

  • Revenue Replacement:

  • Administrative & Other:

Please explain how the project qualifies under the expenditure category

This project could qualify because it will increase the access of City services to communities hard-hit by the COVID-19 pandemic. It is an efficient way to provide resources to the community. In addition, because we would be hiring local businesses and artists for food and entertainment, it is also a form of direct assistance to local businesses.

How Does Funding Relate to COVID-19 Pandemic?

During COVID-19, many services had to transition into an online-only format. Nearly 1 in 3 Lynn households does not have reliable access to the Internet at home. In terms of hardware, 13% of Lynn households have no computing device at all, and an additional 11% have a smart phone only. Maps indicate that the households facing barriers to digital access are concentrated in the downtown core, near the Lynn Commons, and closer to the waterfront. These are generally aligned with our Qualified Census Tracts and where we’d propose to host the event.

Turning City Hall “Lynnside Out” and creating an opportunity for people to access resources outside, in the community, in conjunction with free food and entertainment will help increase visibility for these services and hopefully help these disproportionately-affected communities feel more comfortable visiting City Hall for resources in the future. Those who were scared to visit City Hall in person or who were unable to access resources online will be able to have this face-to-face contact.

Benefits to Residents/Businesses

Residents will benefit from this event because it will improve their access and connection to City Hall services. They will also have a more efficient opportunity to provide feedback into important government initiatives.

We would hire local businesses and performers to provide food and entertainment for the event, and businesses around the venue would likely see a slight uptick in business if we can draw enough attendees into the area.

Specific Outcomes or Accomplishments?

  • Number of survey respondents / people providing feedback to Vision Lynn
  • Number of survey respondents / people providing feedback on how to spend ARPA dollars
  • Number of attendees, each who would be more acquainted with City services and resources.
  • $ spent on performers and food-based businesses

Project Cost & Financing

A.) Estimated TOTAL cost: $15,000

B.) Amount of Lynn ARPA funds requested: $15,000

C.) Appropriated or phased funding: Appropriated

D.) Matching funds available from another source: No

If yes, identify:

E.) Other funding opportunities: Yes

If yes, identify:

We could explore if Community Development or EDIC/Lynn may be willing to contribute some amount to the event.

The possibility of accessing state or federal grants for this kind of event seems unlikely.

F.) Ongoing/recurring costs: No

If yes, identify:

G.) Cost savings beyond 2026: No 

If yes, identify:

H.) Increase in future City revenue: No  

If yes, identify:

I.) Additional staff required: No  

If yes, identify:

If the budget for an event planner were cut, additional staff would be needed to organize and implement the event successfully.

Benefit to residents disproportionately impacted by the COVID-19 pandemic?

Yes

Please identify if “yes”:

As described below, this event would make City Hall more accessible specifically to communities who were disproportionately impacted by COVID-19. This includes households without Internet access, households with children and low-to-moderate income residents.

Does the proposed project reduce adverse climate impacts and/or promote environmental sustainability?

No

Please identify if “yes”:

Does the project benefit a neighborhood, region of the City, or the City as a whole?

Entire City

Please identify if “yes”:

The entire City would benefit, but the downtown core of the City would perhaps be more likely to benefit given the proposed venue for the event.

Administrative Information

A.) Andrew Hall

B.) May 23, 2022

C.) ahall@lynnma.gov

D.) 781-858-7505

General Project Information

Title: Big Belly Trash Receptacle Procurement

A.) New project or expansion to existing: New Project.

B.) Please identify if applicable:

Timeline

A.) Estimated Start Date: July 1, 2022

B.) Estimated Completion Date: August 12, 2022

C.) Estimated Start Date:

Purchase 60 Big Belly HC5 solar compacting trash receptacles for litter control.

Install in locations to be determined by litter control committee.

Service receptacles (on going)

D. Additional Files: https://lynnarpa.com/frm_file/aWQ6ODA2NnxmaWxlbmFtZTpRNDAyOTItMS1jaXR5LW9mLWx5bm4tNS0xMS0yMi5wZGY=

Project Description

Install Big Belly solar compacting trash barrels in locations to be determined by litter prevention committee.  Barrels include telemetry to communicate when they need to be serviced (emptied).

 

Spending Category for Eligible Use

Eligible Use: Public Health-Negative Economic Impact: Public Sector Capacity

Allowable Expenditures for American Rescue Plan Act (ARPA) Funds

  • Public Health:

  • Negative Economic Impacts:

  • Services to Disproportionately Impacted Communities: 3.4 Public Sector Capacity: Effective Service Delivery

  • Premium Pay:

  • Infrastructure Improvements:

  • Revenue Replacement:

  • Administrative & Other:

Please explain how the project qualifies under the expenditure category

These receptacles will allow DPW to visit sites only when barrel is full versus on a scheduled basis.

They will provide a safer and cleaner outdoor experience for the residents and guests of the City of Lynn.

How Does Funding Relate to COVID-19 Pandemic?

Pandemic drove residents outside to recreate and City parks and public spaces were overwhelmed with litter.  We would be unable to afford these receptacles without ARPA funding

Benefits to Residents/Businesses

Project will benefit residents by providing cleaner parks and public spaces.

Specific Outcomes or Accomplishments?

see above

Project Cost & Financing

A.) Estimated TOTAL cost: 298,155

B.) Amount of Lynn ARPA funds requested: 298,155

C.) Appropriated or phased funding: Appropriated

D.) Matching funds available from another source: No

If yes, identify:

E.) Other funding opportunities: No

If yes, identify:

Negative

F.) Ongoing/recurring costs: Yes

If yes, identify:

City of Lynn DPW general fund appropriation for Parks budget and Sanitation budget will be required to empty these barrels on a recurring basis.

G.) Cost savings beyond 2026: No 

If yes, identify:

H.) Increase in future City revenue: No  

If yes, identify:

I.) Additional staff required:   

If yes, identify:

Benefit to residents disproportionately impacted by the COVID-19 pandemic?

No

Please identify if “yes”:

Does the proposed project reduce adverse climate impacts and/or promote environmental sustainability?

No

Please identify if “yes”:

Does the project benefit a neighborhood, region of the City, or the City as a whole?

Entire City

Please identify if “yes”:

Administrative Information

A.) Charles Gaeta

B.) May 24, 2022

C.) kpalomares@lhand.org

D.) (781) 581-8614

General Project Information

Title: Rental Assistance

A.) New project or expansion to existing: New Project.

B.) Please identify if applicable:

Timeline

A.) Estimated Start Date: July 1, 2022

B.) Estimated Completion Date: June 30, 2023

C.) Estimated Start Date:

7/1/2022 – Project implementation will coincide with start of state fiscal year to supplement the funding received through the RAFT program, which targets households below 50% Area Median Income (AMI) that are homeless or at-risk of becoming homeless. Utilizing existing program eligibility criteria, structure, and applicant pool, the implementation will be relatively quick.

1/15/2023 – Evaluation of expended funding and program participation to assess equitable and efficient program delivery and distribution of funds after initial 6 months of implementation.

7/15/2023 – Summary of prior year utilization, demographic, and financial distribution of program funds.

D. Additional Files:

Project Description

The Lynn Housing Authority & Neighborhood Development (LHAND) is the Regional Administering Agency (RAA) of the Residential Assistance for Families in Transition (RAFT) program for the North Shore of Massachusetts.  In the years prior to the pandemic and in the years since, Lynn h0useholds generally account for half of the applicants and recipients of these funds in the North Shore region, including approximately 2,000 Lynn households over the past year. The maximum benefit for the RAFT program, traditionally $4,000 per household per year, was raised to a maximum of $10,000 during the pandemic, but as of January 1, 2022 was reduced to $7,000 per household per year.  The ARPA funds would be utilized to supplement the maximum benefit for Lynn households to the pandemic-level of $10,000 by supplementing an additional $3,000 per household per year, for the purpose of preventing or resolving an impending housing crisis, such as homelessness, eviction, health and safety concerns, domestic violence, etc. that otherwise would not have been resolved at the current benefit maximum.

The funds would be used primarily for rent arrears and rent stipends, as well as utility assistance, move-in costs such as Security Deposit and First & Last Month’s Rent, and other moving or housing-related expenses.  The funds would be paid directly to the landlord or the vendor, as applicable, for the approved purpose.  These households would also have access to other case management and supportive services offered through LHAND and partner agencies for job training and placement, financial literacy counseling, legal services, educational resources, and more.

LHAND is requesting $1,650,000 for the project, with $1,500,000 for direct client service dollars to assist up to 500 households with an additional $3,000 to supplement awarded RAFT funds.  The project would be ongoing until all client service funds have been expended or until the end of the project period, whichever is sooner.

Spending Category for Eligible Use

Eligible Use: Negative Economic Impacts (Household/Business/Non-Profit Assistance)

Allowable Expenditures for American Rescue Plan Act (ARPA) Funds

  • Public Health:

  • Negative Economic Impacts: 2.2 Household Assistance: Rent, Mortgage, and Utility Aid

  • Services to Disproportionately Impacted Communities:

  • Premium Pay:

  • Infrastructure Improvements:

  • Revenue Replacement:

  • Administrative & Other:

Please explain how the project qualifies under the expenditure category

The project would provide direct rent and utility assistance for households that are facing housing instability, utilizing the existing framework of the established RAFT program.  The funds would be awarded as a supplement to the benefit allowed by the RAFT program, for households whose need exceeds the current benefit maximum, and whose housing crisis would not be resolved but for this additional funding.

How Does Funding Relate to COVID-19 Pandemic?

Recipients of these funds have been negatively impacted by COVID-19 due to lost income, increased expenses, medical concerns, childcare needs, etc.  As other emergency resources have stopped or are ending, such as Pandemic Unemployment Assistance and the Emergency Rental Assistance Program, a significant need still exists amongst the most vulnerable populations and those that have been disproportionately affected by the pandemic. Households that experience greater barriers returning to employment, are immunocompromised, lack affordable childcare, etc. will continue to be impacted by the negative economic effects of the pandemic, as the rest of the world begins its return to normalcy.

Benefits to Residents/Businesses

The most significant benefit of the project will be the prevention of the eviction of vulnerable households. Housing instability has been shown to have significantly adverse effects on an individual’s employment, finances, health, and mental well-being.  Children are especially vulnerable when in unstable housing situations, which can have a significant impact on their education and social and emotional well-being.  These funds would be intended to prevent these adverse effects of housing instability and homelessness, and assist households by connecting them to resources that will promote stability and economic self-sufficiency.

Specific Outcomes or Accomplishments?

The project will track the number of assisted households, the average benefit level per household, and housing outcomes that were achieved as a result of the funds.

Project Cost & Financing

A.) Estimated TOTAL cost: 1,650,000

B.) Amount of Lynn ARPA funds requested: 1,650,000

C.) Appropriated or phased funding: Appropriated

D.) Matching funds available from another source: Yes

If yes, identify:

These funds will be used to supplement the existing RAFT program for an estimated 500 eligible Lynn households.  An estimated 500 households receiving $7,000 in RAFT funding equals $3,500,000 in match funds.

E.) Other funding opportunities: No

If yes, identify:

F.) Ongoing/recurring costs: Yes

If yes, identify:

Administrative costs related to the implementation and execution of the project are needed for staffing and other overhead costs related to it.  These costs are estimated at approximately 10% of the requested budget or $150,000.

G.) Cost savings beyond 2026: Yes 

If yes, identify:

The savings will be immeasurable as the positive potential impact that they could have for a household that has been able to successfully prevent homelessness is difficult to quantify.  The negative impacts of housing instability are vast and affect employment, education, health and mental well-being, etc.  Ensuring housing stability reduces costs related to displacement, public safety, healthcare, schools, and more.

H.) Increase in future City revenue: No  

If yes, identify:

I.) Additional staff required: Yes  

If yes, identify:

Program staff will work directly with program participants to gather pertinent information about current housing status, determine eligibility and need, verify payee information, and communicate information related to benefit levels.  Fiscal staff will oversee the financial recordkeeping and distribute funds in a timely manner.  Supervisory staff will oversee the administration of the project to track and report on outcomes and ensure equitable and efficient program delivery.

Benefit to residents disproportionately impacted by the COVID-19 pandemic?

Yes

Please identify if “yes”:

The project will directly benefit those who have been impacted by the COVID-19 pandemic and target those who have been disproportionately and continue to be affected by it.  The need for these funds is greatest among those who have been disproportionately affected by the pandemic, as the risk of homelessness is greater among these populations.  LHAND has increased options for online application and documentation submission, but also offers resources, such as translation services for those with limited English proficiency, in-person or telephonic options for those with transportation or technology barriers, and a network of providers who can assist with a myriad of other services.

Does the proposed project reduce adverse climate impacts and/or promote environmental sustainability?

No

Please identify if “yes”:

Does the project benefit a neighborhood, region of the City, or the City as a whole?

Entire City

Please identify if “yes”:

The project is open to all residents of the City of Lynn who meet the eligibility criteria of the RAFT program, which is documentation of an eligible housing crisis and household income under 50% AMI.

Administrative Information

A.) Lisa Nerich

B.) May 12, 2022

C.) lisanerich@lynnma.gov

D.) 6172127269

General Project Information

Title: Park Improvements

A.) New project or expansion to existing: New Project.

B.) Please identify if applicable: Park Renovations

Timeline

A.) Estimated Start Date: July 5, 2022

B.) Estimated Completion Date: June 30, 2023

C.) Estimated Start Date:

All park projects will be pending start and finish dates.

Scope: The City of Lynn needs to INVEST in OUR neighborhood parks that are in dire need. We have over 35 City Parks and Playgrounds in dense and growing neighborhoods that haven’t seen any capital improvements in years. In 2020-202, park renovations took place at the Bennett St., Warren St., and Williams Ave. playgrounds through Community Development funds. The City may want to look into redesigning and reconstruction of some of these parks. Improvements are needed to enhance programs at various parks throughout the City to promote healthy lifestyles, participation in sports, and overall safety of residents.

D. Additional Files:

Project Description

Parks as a priority: Kiley Park: New fencing on the outskirts of the park, all new playground equiptment, park signage, dog park, security lighthing a the parks in all the corners, bathroom facility renovation, masonary to the stairs, update the clubhouse, baseball fields infield mix fenching and back stop.

Bowzer Complex – Turf fields, baseball fields Jr. and Sr Diamonds and the two softball fields. Update the lighting system and fix all the fences inside the complex at each field and dug outs, batting cage needs sturdies fencing all around. Bathrooms and storage area need some updates.

Keaney Park: Mutlipurpose turf for the footbal, soccer, lacrosse baseball and soft ball outside track, new playstructure and swings, remove all the clubhouse and add a splash pad in this area, also we need to update the restroom, updat the irrigation system.

Lynnwoods Playground: (Greatwoods Road) is in a NO FUNDING ARE. Lynnwoods playgorund neeed a complete overhaul. All new playground equiptment. Basketball count and security lights.

Ames Playground: All new playground equiptment, more green space with benches and expand the Community Garden. Angle parking and small dog park.

Gallagher Park: All new playground equipment, pickle ball court, irrigation system and update the lights at the courts, baseball and softball fields infield mix.

Mc Manus Park: Lighting, all new multi purpose turf field update the skatboard park, lights and the restrooms. Large Parks The major parks that are utilized year-round need to be addressed: Barry, Breed (Bowzer Complex), Frey, Gallagher, GEAA, Hood, and Keaney. Following are universal improvements that need to be made at each park, respectively: Play structures and swing sets with rubber surface Baseball and softball fields need new dugout areas, fencing, clay Basketball and Tennis Courts: New rims, backboards and resurface courts. Field lights and security lights Water bubblers Signage Benches Park exterior fencing Update irrigation systems

A Recommendation to Redesign Keaney Park: Keaney Park is used by multiple organizations and is a priority for remodeling. Proposed is a turf, outdoor track, multi-purpose fields for football, soccer, baseball and softball, stadium lighting, bathroom facility. Midsize Parks Ames, Clark St., Cook St., Henry Ave., High Rock, Kiley, Lynnwood’s, Marian Gardens, River street, Northern Ave, Sagamore, Sheridan, Smith, Neptune Following are improvements that need to be made at individual parks based on need: Play structures and swing sets with rubber surface Basketball and Tennis Courts: New rims, backboards and resurface courts. Field lights and security lights Water bubblers Signage Benches Park exterior fencing Install “park fitness equipment” Install new splash pads New pickleball court Skateboarding park Ponds Goldfish Pond: New trash receptacles, benches, fountain, and aerators Sluice Pond: Upgrade boat ramp, new trash receptacles, water sports Flax Pond: Update fountain Lynn Commons With the abundance of groups renting Lynn Commons, the bathroom facility needs to be updated and the fountain needs to be repaired. Dog Park Dogs are our family too, so we need to make sure we take care of them!

In addition to upgrades at our existing dog park, the community needs a NEW, more centralized park. Parkland Ave: Lights, dog play ramps, functional water bubbler, small and large dog park sections landscaped with rice pebbles, shelter for shade, benches, signage, trash receptacles Personnel plays a big role to keep our parks maintained and cleaned: In order to do this, the City needs to provide more resources to our parks. Propose hiring 4 to 6 employees whose responsibilities include maintaining fields, park equipment, minor repairs, and trash collection.

An example schedule for the Park Staff is shown below:

Weekend Crew: 7:00am to 3:00pm;

Evening Crew: 1:00pm to 9:00pm

Spending Category for Eligible Use

Eligible Use: Negative Economic Impacts (Household/Business/Non-Profit Assistance)

Allowable Expenditures for American Rescue Plan Act (ARPA) Funds

  • Public Health:

  • Negative Economic Impacts: 2.22 Strong Healthy Communities: Neighborhood Features that Promote Health and Safety

  • Services to Disproportionately Impacted Communities:

  • Premium Pay:

  • Infrastructure Improvements:

  • Revenue Replacement:

  • Administrative & Other:

Please explain how the project qualifies under the expenditure category

By the renovations being done we will promote a stronger community and have a safe and healthy environment for all Lynn residents of all ages.

How Does Funding Relate to COVID-19 Pandemic?

Community members utilized the open spaces that are available in the city of Lynn and the trend is that the space is needed and more community members are using the outdoor space. The park spaces that we currently have a high number of people who use them and it is trending up and the space is in need of complete renovations.

Benefits to Residents/Businesses

The project will bring the community together and organizations and groups will be using the parks on a regular basis. Renovations will be inviting to the neigborhoods and will be a safe place for families and youth to gather for events.

Specific Outcomes or Accomplishments?

Better community relationships, less complaints about the conditions of the parks. The parks will be a more welcoming addition to the neighborhoods. This will allow families to have a safe place to have their children play and enjoy the outdoors.

Project Cost & Financing

A.) Estimated TOTAL cost: $25,000,000

B.) Amount of Lynn ARPA funds requested: $25,000,000

C.) Appropriated or phased funding: Phased

D.) Matching funds available from another source: No

If yes, identify:

E.) Other funding opportunities: Yes

If yes, identify:

PARC Grant, Community Development Block Grant. The funds that we’ve been budgeted alone cannot fix the problems. More money in the budget line is necessary to maintain these investments in our community parks. Equipment for the fields, funds to repair and replace equipment, electricity, and landscaping, are all expenses that will continue to need to be met after the initial improvements are made.

F.) Ongoing/recurring costs: Yes

If yes, identify:

After the renovations are completed their will be upkeep on the equiptment.

G.) Cost savings beyond 2026: Yes 

If yes, identify:

If the projects are completed as specified there are cost savings that will happen. For example if turf is installed, their will be little to no maintenance that will be needed.

H.) Increase in future City revenue: Yes  

If yes, identify:

There can be user fees from organizations that use the fields or facilities to offset the cost of maintaining the parks and also be used as a revenue source.

I.) Additional staff required: Yes  

If yes, identify:

The project manager would need to be brought on to help maintain the integrity of the project and assure that the contractors and projects are on schedule and are meeting the requirements for the job

Benefit to residents disproportionately impacted by the COVID-19 pandemic?

Yes

Please identify if “yes”:

The city parks will need to meet the ADA requirements. The parks are throughout the city that are in the proposal and will benefit all the community members of the city of Lynn.

Does the proposed project reduce adverse climate impacts and/or promote environmental sustainability?

Yes

Please identify if “yes”:

The proposed plans would include envriomentally friendly products and be sustainable. We would work with contractors on purchasing materials that are made from recycled products/ materials. Also we would work to assure that the materials that are chosen would reduce the advers climat impacts.

Does the project benefit a neighborhood, region of the City, or the City as a whole?

Neighborhood

Please identify if “yes”:

I understand the magnitude of what we have requested, and I hope the City will use the funds from the American Rescue Plan, Parc Grant, Block Grant Funds and other City Funds, to approve this request. The parks have been underfunded for many years! Let’s act now while we have the ARP funds. This proposal represents the big picture and an ideal model for our parks for the future. We need to stop placing band aids and fix the parks for the safety of the children, senior citizens, and all residents of Lynn! WE NEED TO INVEST IN OUR PARKS! If you don’t ask you don’t receive…I hope you will consider. Thank you for your time.

Administrative Information

A.) Charles Gaeta

B.) May 13, 2022

C.) kpalomares@lhand.org

D.) (781)581-8614

General Project Information

Title: Wall Plaza Kitchen, Bath, and Floor Renovation & Asbestos Remediation

A.) New project or expansion to existing: Expansion of Existing Project.

B.) Please identify if applicable: LHAND has Capital Funding dedicated to renovate kitchen and baths at the Wall Plaza Development. Asbestos remediation in the residential units is also part of this project. The funding is limited and additional funding will allow more work to be completed in more units.

Timeline

A.) Estimated Start Date: December 1, 2022

B.) Estimated Completion Date: May 1, 2025

C.) Estimated Start Date:

Lynn Housing Authority, through an RFP,  has contracted with Garofalo Design Inc.  They are currently in the design stages of the project.  Most recently testing has been performed on units to determine if asbestos remediation will be necessary given the building’s age.  It was determined that this will be an issue LHAND must address during the construction phase.  A scope of work for the project as well as the findings from the above mentioned testing is attached.

D. Additional Files:

Project Description

Lynn Housing Authority, through the Department of Housing and Urban Development Capital Fund, intends to renovate the kitchens, bathrooms, and flooring of units in two elderly and non-elderly disabled Federal Public Housing buildings.  The two buildings are located in the M. Henry Wall Plaza Development located at 18 Bond Street and 95 Tremont Street built in 1967. In order to improve the quality of life for our current elderly and non-elderly disabled residents and to compete with new housing opportunities in the City of Lynn, LHAND believes a comprehensive renovation of dwelling units is a necessity.  After consultation with industry professionals and after conducting a physical needs assessment on the property, the following improvements were identified:

KITCHENS:

All of the (non-accessible) kitchen cabinets are reported to be original and are in fair to good condition for their age. The kitchen cabinets have solid wood face frames, composite sides, and solid wood door and drawer fronts. The doors and drawers have “D”-pulls installed. The countertops are laminated particleboard and have a quarter-circle rounded edge and integrated back splash. The sinks are stainless steel and have a single bowl. The faucets have a double turn style handles and a remote spray attachment is installed.  Kitchens have circuit panels located above the countertops.

 

BATHROOMS

Most bathrooms feature the original glazed enamel cast iron bathtubs.  The bathtub surrounds have the original 4-inch ceramic tile surrounds (forest green, yellow and blue colors).  The Surrounds have the original SYMMONS/TEMPROL mixing and diverting valves and a grab bar installed.  A small number of the units have a newer Symmons valve but all units that are chosen will require a replacement.  The bathrooms have the original wall-mounted vitreous china lavatory.  A significant number of lavatories exhibit rust around the drains.  The lavatory faucets include individual hot and cold handles and the spouts have aerators installed. The toilets are typically by GERBER but some KOHLER toilets were noted.  Most of the toilets have a 1.6-GPF rating and have a floor discharge outlet.

Bathroom accessories include a mirrored medicine cabinet, a towel bar, a toilet paper holder a toothbrush holder, and a robe hook.   The accessible units have a mix of standard bathtubs with removable seats and roll-in shower stalls. The bathrooms have a 60-inch turning diameter. The shower stalls have fold down seats. The bathtubs have a compliant adjacent clear space. The bathtub surrounds have the mixing valves on the footwalls, a shower wand on a vertical bar, but do not have compliant grab bars installed.  The roll in stalls have a >1-inch lip. The lavatories are vitreous china and are set in a laminated particleboard countertop. The lavatory rims are installed between 34-36 inches high. The under lavatory pipe-work is all concealed. The faucet has a single turn and tilt style handle. The toilets have a compliant seat height and have the flush handles located on the open side. Bathroom accessories include a wall mirror (mounted between 39-41 inches high), a towel bar (mounted at 42 inches high) and grab bars. The side grab bars are 1.5 inches in diameter, 1.5 inches away from the wall and are mounted between 34-35 inches high. The sidebars are 42 inches long and the back bars are 36 inches long and positioned within 12 inches from the corner of the room.

 

 

FLOORING        

 

The units have vinyl tile installed throughout.  The tile is a mix of either the original 9×9 inch tile (suspected to contain asbestos) or new replacement VCT.  Some of the dwelling unit floor coverings have been replaced.  Some of the kitchens have newer VCT with the original vinyl tile in the living areas.  Some units have mismatched tiles.

 

  1. CONSTRUCTION DETAIL      

             Kitchen Replacement of:

  • Kitchen Cabinets – top and base (Replacement with HUD severe use grade cabinets)
  • Countertops
  • Sink and Faucet
  • Backsplash
  • Accessories including door handles and knobs
  • Plumbing and Electrical necessary to complete work.
  • Relocation of Circuit Panel

Bathroom Replacement of:

  • Tile Walls & floor
  • Bathtub
  • Sink (Lavatory)
  • Toilet – As needed
  • Grab Bars
  • Towel Bars
  • Faucets and Shower Valve
  • Accessories including medicine cabinet
  • Plumbing and Electrical necessary to complete work

Flooring Replacement:

  • Remove existing tile
  • Encapsulate any existing Asbestos (if found)
  • Install new tile or vinyl flooring

 

Kitchen and Bathroom Walls and Ceilings:

  • Paint

 

 

Spending Category for Eligible Use

Eligible Use: Negative Economic Impacts (Household/Business/Non-Profit Assistance)

Allowable Expenditures for American Rescue Plan Act (ARPA) Funds

  • Public Health:

  • Negative Economic Impacts: 2.23 Strong Healthy Communities: Demolition and Rehabilitation of Properties

  • Services to Disproportionately Impacted Communities:

  • Premium Pay:

  • Infrastructure Improvements:

  • Revenue Replacement:

  • Administrative & Other:

Please explain how the project qualifies under the expenditure category

The renovation of kitchens, baths, and floors in the Wall Plaza development will increase and ensure continued long-term housing security for seniors .   The pandemic has exacerbated housing instability for many residents in the City of Lynn, particularly housing instability for elderly and non-elderly disabled residents.   Successfully obtaining relief through the American Rescue Plan Act will also assist Lynn Housing Authority to remediate asbestos in the units.  The renovations and asbestos remediation will serve the community by ensuring LHAND residents continue to live in a clean, safe, and sanitary environment.

How Does Funding Relate to COVID-19 Pandemic?

The proposed project aims to improve resident’s dwelling units which have been subject to greater wear and tear due to the COVID-19 pandemic.  Access to access to safe, affordable, and sanitary housing conditions are things Lynn Housing Authority believes its residents deserve.  The pandemic, especially at its inception,  limited LHAND’s access to units to perform routine maintenance repairs.  Many of the basic services residents utilized on a regular basis also ceased.  Basic services our elderly residents used so often such as homemaking and home health aids were terminated out of fear.   Additional ARPA funding will ensure the detrimental physical effects the pandemic had on the building will be addressed.

Benefits to Residents/Businesses

Applicants seeking to live in Wall Plaza are attracted to its proximity to the downtown Lynn business corridor as well as the proximity to public transportation.  Located in a mile radius from the development are the majority of services and businesses Wall Plaza Residents frequent.  The ease with which residents can access downtown businesses, health and mental services, as well as a variety of places to worship, are what attracts new residents to the development.  Ensuring that Wall Plaza is an attractive destination for elderly and non-elderly disabled individuals will make certain that residents continue to frequent Lynn businesses and establishments.

Specific Outcomes or Accomplishments?

The specific outcome of this project is to ensure the buildings viability for current and future elderly and non-elderly disabled residents of Wall Plaza.  The residents of the 176 unit development have historically been active in the downtown Lynn community.  Their dedication to civic and elder affairs is well known in the City of Lynn.  Ensuring the development is safe, affordable, and attracts new residents is an objective that is paramount to LHAND and the City of Lynn.

Project Cost & Financing

A.) Estimated TOTAL cost: $2,248,185.07

B.) Amount of Lynn ARPA funds requested: $400,000.00

C.) Appropriated or phased funding: Phased

D.) Matching funds available from another source: No

If yes, identify:

E.) Other funding opportunities: No

If yes, identify:

The project is currently federally funded through the Department of Housing and Urban Development’s Capital fund.  LHAND is seeking ARPA funding to supplement the limited budget it has already dedicated to this project.

F.) Ongoing/recurring costs: No

If yes, identify:

G.) Cost savings beyond 2026: Yes 

If yes, identify:

The renovation of the existing kitchen and baths will result in considerable Capital Fund savings for the Lynn Housing Authority & Neighborhood Development beyond 2026.  The Wall Plaza development is over fifty years old. Basic repairs and unit turn over for such an old building is a costly endeavor.  Renovations will minimize our financial burden significantly allowing for quicker and less expensive unit repairs and turnover.

 

 

 

H.) Increase in future City revenue: Yes  

If yes, identify:

The continued occupancy of Wall Plaza by elderly and non-elderly disabled Lynn Residents ensures a vibrant community remains in the downtown Lynn Area.  Our residents take pride in and look forward to frequenting local shops and restaurants.  Individuals seeking to live at Wall Plaza recognize that Lynn’s business district offers a variety of shopping facilities with easy access to pubic transportation. Additionally, a majority of the health and social services residents require are located in this area.

I.) Additional staff required: No  

If yes, identify:

Benefit to residents disproportionately impacted by the COVID-19 pandemic?

Yes

Please identify if “yes”:

The proposed project specifically benefits low income elderly and non-elderly disabled residents living in the Wall Plaza Development located at 18 Bond Street and 95 Tremont Street, Lynn, MA.  The elderly and non-elderly disabled residents of this property, as with many other high rise properties in the city, faced especially dangerous challenges throughout the COVID-19 pandemic.  The advanced age and health issues of the majority of the tenants required residents to be more vigilant during this time.  Residents were forced to sequester themselves in their units for longer periods of time than they normally would.   Common areas and community rooms were closed forcing a higher degree of wear and tear on apartments in the complex.  This exacerbated the condition of the aging units.  Fear for resident’s own safety gave residents pause when having to report  routine maintenance issues.

Does the proposed project reduce adverse climate impacts and/or promote environmental sustainability?

Yes

Please identify if “yes”:

Kitchen and bathroom renovations in the Wall Plaza development will also require asbestos remediation.  All asbestos that might be disturbed must be removed and properly disposed by a Massachusetts licensed asbestos abatement contractor under the supervision of a Massachusetts licensed asbestos monitor.  Air, water, and soil pollution are all areas of concern when it comes to asbestos in the environment.  As such, successful receipt of ARPA funding, will ensure the project will be environmentally sustainable.

Does the project benefit a neighborhood, region of the City, or the City as a whole?

Entire City

Please identify if “yes”:

The project will ensure that Wall Plaza continues to be a development where Lynn Residents can look forward to moving when searching for elderly or non-elderly disabled housing.   The development’s residents have historically been civically engaged and staunch advocates for Lynn’s elderly community.  Assuring that this continues to be a safe and attractive destination for Lynn’s residents is an asset to the entire City of Lynn.

Administrative Information

A.) Charles Gaeta

B.) May 24, 2022

C.) kpalomares@lhand.org

D.) 7815818632

General Project Information

Title: Affordable Housing Expansion Planning

A.) New project or expansion to existing: New Project.

B.) Please identify if applicable:

Timeline

A.) Estimated Start Date: June 27, 2022

B.) Estimated Completion Date: October 3, 2022

C.) Estimated Start Date:

  1.  June 27, 2022 – Site walk through with Cambridge Housing Authority
  2. July 15, 2022 – Scope of work formalized specific to RAD conversion or obsolescence.
  3. September 1, 2022 – Draft of Plan submitted to LHAND
  4. September 15, 2022 – Edits to Plan discussed
  5. October 3, 2022 – Final Plan submitted to LHAND

D. Additional Files: https://lynnarpa.com/frm_file/aWQ6ODA3MHxmaWxlbmFtZTpSZXBvc2l0aW9uaW5nLU9wdGlvbnMtZm9yLVBIQXNfQ2FtYnJpZGdlLUhvdXNpbmctQXV0aG9yaXR5LVByZXNlbnRhdGlvbi0yMDIxLnBkZg==

Project Description

Essex & Tilton is a 667 elderly housing complex managed and owned by the Lynn Housing Authority & Neighborhood Development. On the site there are 45 units of one bedroom apartments which are entirely dependent upon DHCD funds to maintain. Unfortunately, the state has long neglected it’s public housing stock and the units are in dire need of a significant infusion of cash to even maintain the status quo. ARPA funds could be used to allow LHAND to flesh out and craft a development plan which would pull together the state and federal resources to update the site through a conversion based upon the sites obsolescence. This would include a feasibility, a site plan and concrete steps including a timeline to update and double the amount of housing on the property.  LHAND will look to create some family units on the site which will diversify LHAND’s portfolio, meet additional goals of affordable housing per the HPP plan approved by DHCD and the City, and will meet the needs of households at 30% plus of AMI.

Spending Category for Eligible Use

Eligible Use: Public Health-Negative Economic Impact: Public Sector Capacity

Allowable Expenditures for American Rescue Plan Act (ARPA) Funds

  • Public Health:

  • Negative Economic Impacts: 2.15 Long-term Housing Security: Affordable Housing

  • Services to Disproportionately Impacted Communities:

  • Premium Pay:

  • Infrastructure Improvements:

  • Revenue Replacement:

  • Administrative & Other:

Please explain how the project qualifies under the expenditure category

Lynn is facing a severe housing shortage which is coupled with skyrocketing housing costs. The proposed plan will provide  a concrete strategy for doubling the amount of housing located on a housing authority site while also improving upon the housing already located on the site. The plan will compile a list of federal and state resources to seek to expand public housing on the site. This directly addresses the goal of long-term affordable housing as the housing that will be created will be affordable in perpetuity at the lowest ends of the AMI.

How Does Funding Relate to COVID-19 Pandemic?

The COVID 19 pandemic put in high relief the inextricably linked issues between health, housing and economic stability. Specifically, households at the lowest end of the economic strata were impacted severely throughout the pandemic. Many families were living in tight quarters and were at high risk of spread, these same families were often employed in service sector industries and were forced to continue to work with the public as essential service providers (grocery, retail, health care) even while at high risk of contracting and spreading the virus. Increased affordable housing targeted at this population allows families to live in units affordable to them and at the appropriate size for their families, rather than being doubled or tripled in a small unit. Housing that is affordable and appropriately sized helps isolate COVID outbreaks and limits the urgency of families working while sick.

Benefits to Residents/Businesses

  1.  Creation of new affordable housing. The plan would provide a roadmap to update and create brand new affordable housing which the City of Lynn desperately needs.
  2. Neighborhood Revitalization – This will be a catalyst for additional upgrades for existing housing and commercial space in the neighborhood. This will make the area a targeted neighborhood and LHAND can offer abuters access to various grants and low-interest loans to upgrade their property.
  3. Freeing up funds for strapped renters to use towards recreation in the city of Lynn;

Specific Outcomes or Accomplishments?

The funds will yield a development plan for the site, with an ultimate goal of increased affordable housing numbers/units, neighborhood and economic revitalization and meeting the goals of the HPP. The project performance is finite – the end product will be a plan laid out to LHAND and the City which then can be followed to engage a Project Manger and identify and pull together the resources needed for the project.  The project would require a thorough physical conditions assessment to be completed first and then an assessment of RAD/Section 18 appropriateness. Then there would be a preparation and submission of a RAD and/or Section 18 application (including resident process).  Each separate component would be measured by completion and the ability to submit to DHCD and HUD applications for future funding.

Project Cost & Financing

A.) Estimated TOTAL cost: 125,000

B.) Amount of Lynn ARPA funds requested: 100,000

C.) Appropriated or phased funding: Appropriated

D.) Matching funds available from another source: Yes

If yes, identify:

CDBG/HOME Funds if needed.

E.) Other funding opportunities: No

If yes, identify:

Potentially funds may be available through a DHCD project grant for a feasibility study.

F.) Ongoing/recurring costs: No

If yes, identify:

There is no on-going cost for this specific piece but will be costs associated with the redevelopment and expansion of affordable housing on the site that will be identified through the plan.

G.) Cost savings beyond 2026: Yes 

If yes, identify:

Once the study is complete and the site re-developed, LHAND will not have to make emergency repairs at the site and the income from the site will more than triple.

H.) Increase in future City revenue: Yes  

If yes, identify:

Expanded tax base through more renters being able to afford their housing and having funds freed up to enjoy more city based recreation such as going out to eat or shopping.

I.) Additional staff required: No  

If yes, identify:

Benefit to residents disproportionately impacted by the COVID-19 pandemic?

Yes

Please identify if “yes”:

Housing unstable families contracted COVID at much higher rates than stabilized families. This is due to the fact that families with housing instability often double and tripled up occupancy during the pandemic to be able to afford rent. Increased housing at affordable rates would be targeted toward this population.

Does the proposed project reduce adverse climate impacts and/or promote environmental sustainability?

Yes

Please identify if “yes”:

The plan would include green design and engineering as well as the most environmentally conscious HAVAC systems. The new units will be far more efficient than the current outdated units.

Does the project benefit a neighborhood, region of the City, or the City as a whole?

Entire City

Please identify if “yes”:

Though this project would be centered in Ward 4 and would ultimately improve upon the entire Essex Street corridor of the city, it would benefit the city as a whole. The site, as it is now, is in desperate need of repair and looks unsightly. If improved it would revitalize the neighborhood and increase affordable housing stock for the city.

Administrative Information

A.) Charles Gaeta

B.) May 13, 2022

C.) cgaeta@lhand.org

D.) 781 581-8600

General Project Information

Title: The Hennessey House – 48-52 Andrew Street, Lynn

A.) New project or expansion to existing: New Project.

B.) Please identify if applicable:

Timeline

A.) Estimated Start Date: September 1, 2022

B.) Estimated Completion Date: March 31, 2024

C.) Estimated Start Date:

AHL Board of Directors Approves Project – November 2021

Commitment of ESG-CV Funds – December 2021

Commitment of HOME Funds – January 2022

Commitment of FCF Funds and Department of Mental Health Partnership January 2022

Submittal of One Stop Application to DHCD for Funding – January 2022

Projected Construction Commencement – September 2022

 

D. Additional Files: https://lynnarpa.com/frm_file/aWQ6ODA3MXxmaWxlbmFtZTpHUkVFTi1FU1NBWS5kb2N4, https://lynnarpa.com/frm_file/aWQ6ODA3MnxmaWxlbmFtZTpQcm9qZWN0LURlc2NyaXB0aW9uLWFuZC1TVS5wZGY=, https://lynnarpa.com/frm_file/aWQ6ODA3M3xmaWxlbmFtZTpIaXN0b3JpYy1JbmZvLWZyb20tTUhDLnBkZg==, https://lynnarpa.com/frm_file/aWQ6ODA3NHxmaWxlbmFtZTpFeGhpYml0LTEuNi1QaG90b2dyYXBocy1vZi10aGUtU2l0ZS5wZGY=

Project Description

The Hennessey House, an Affordable Associates of Lynn, Inc. rehabilitation project at 48-52 Andrew Street will be converting current single room occupancy (SRO) units into 51 efficiency studios with kitchen and bathroom in each. This project will create a safe living environment for our most vulnerable population.  This project represents a significant financial and physical commitment to Lynn and its citizens.  This project will have a very positive effect in many ways:  it will create a better living environment through upgraded units that provide a sense of dignity and belonging; it will provide a service rich resource center, which is close to transportation and so many other resources and it will upgrade a building that is a big part of the downtown landscape.    LHAND proposes to provide a service rich center that compliments the newly developed housing to meet the needs of the homeless or persons at risk of homelessness.

Rehabilitation work includes the replacement of all windows and doors with Energy Star approved materials and installation methods; new roofing system with solar panels; Exterior Walls on three sides will include an Exterior Insulation and Finish System (EIFS) which is an exterior wall cladding that utilizes rigid insulation boards on the exterior of the wall sheathing with a plaster appearance exterior skin and the front of the building will undergo a historic restoration; installation of a new elevator; creation of a “service rich resource center” on the ground floor with other tenant amenities; the interior will be reframed to accommodate the new studio units and all new energy efficient mechanical systems.

The project is fully permitted and it has the enthusiastic support of the City.  It will be as Green and accessible as we can make it, with four handicap units , including  laundry and storage.

Service Rich Resource Center:

The newly rehabilitated building will feature an enhanced service package to meet the ongoing needs of residents. In addition to building management, an on-site Full Time Resident Service Coordinator (RSC) will come to know and establish individual relationships and service plans with each of the residents. The RSC will coordinate services tailored specifically to meet the individual needs of each resident in an effort to maximize their independent living, and will act to connect residents to area service providers, monitor ongoing service delivery and assess for additional or changing needs in addition to monitoring quality of services.

Spending Category for Eligible Use

Eligible Use: Negative Economic Impacts (Household/Business/Non-Profit Assistance)

Allowable Expenditures for American Rescue Plan Act (ARPA) Funds

  • Public Health:

  • Negative Economic Impacts: 2.23 Strong Healthy Communities: Demolition and Rehabilitation of Properties

  • Services to Disproportionately Impacted Communities:

  • Premium Pay:

  • Infrastructure Improvements:

  • Revenue Replacement:

  • Administrative & Other:

Please explain how the project qualifies under the expenditure category

AHL and LHAND are committed to preserve this particular building for homeless and low-income tenants by transforming the traditional SRO single rooms into studios.  It will continue to serve a vulnerable population of primarily single-individuals including 10 DMH clients.  The Hennessey House is currently a single room occupancy building that houses a very vulnerable population.  It contains shared bathrooms and kitchens that are outdated and not very private or dignified.  The building has a history of deferred maintenance and upgrades due to lack of funds.  AHL has been able to keep the building operating but has not been able to put aside capital improvement funding.  The plan to revamp the entire building will provide affordable housing that is beneficial for the population it serves.  There is a substantial need for housing of this type that is close to amenities and transportation and with the enhanced service plan proposed- this building will be a “model” for all housing.   When you talk about Strong Healthy Communities – the rehabilitation of the Hennessey House will provide a healthy community that serves not only the fragile population but will be a proud historic landmark for the City of Lynn.

 

How Does Funding Relate to COVID-19 Pandemic?

The current floor plan, which features shared bathrooms, kitchens and other common spaces, is not conducive to any type of quarantine, privacy or dignity.  It is very hard to isolate during a pandemic if your only choice is to use shared facilities.  It was also difficult to keep those areas cleaned with a reduced work force.  With the rehabilitation completed,  every tenant will have their own space to cook, eat and bathe.  Tenants will be able to appreciate all the new amenities and if another type of pandemic or health emergency occurs the tenants will be able to quarantine in the safety of their own unit.

Benefits to Residents/Businesses

The Hennessey House represents not only a major revitalization effort to invigorate the downtown – but will provide critically needed services to a vulnerable population that is under serious stress.  In addition, this site is in a Qualified Census Tract and Lynn (a Massachusetts Gateway City) is classified as a Difficult to Develop Area.

The residents will benefit from having their own studio apartment and will no longer have to share the bath, kitchens and common spaces.  The Service Resource center will be on site and will provide a myriad of services.  A full time Resident Service Coordinator will be on site to assist the tenants when needed.  The department of mental health will have a presence on site as well and will provide services as well; because this is a very vulnerable population the compliment of the service resource center is literally life changing.

Affordable Housing is one of the most important topics of our time,  this project not only offers individuals with quality housing but it is also affordable.  Twenty-three of the units will be for ELI tenants with incomes below 30% of AMI, and another 23 will be for those below 60% of AMI. The final five “unrestricted units” are to provide flexibility and the ability to respond quickly to emergency situations.

 

Specific Outcomes or Accomplishments?

Project will provide dignified housing that is affordable to low income individuals

Project will provide a Service Rich Resource Center

A historic building will be restored and will compliment the GAR building

The aforementioned rehab and preservation of affordable units in the Hennessey House proposal is consistent with the goals and recommendations from the City’s recently adopted housing production plan, Housing Lynn; A Plan for Inclusive Growth.

The Hennessey House will be one of the first opportunities to see plan recommendations implemented.

To create a partnership between AHL and LHAND to create more affordable housing opportunities.

Project Cost & Financing

A.) Estimated TOTAL cost: $14,000,000

B.) Amount of Lynn ARPA funds requested: $2,000,000

C.) Appropriated or phased funding: Phased

D.) Matching funds available from another source: Yes

If yes, identify:

Home Investment Partnership Program Funds in the amount of $2,000,000

ESG-CV Funding in the amount of $1,250,000

 

E.) Other funding opportunities:

If yes, identify:

AHL submitted a One Stop Application for project funding to DHCD in January 2022, however since that time cost have accelerated and with the addition of the elevator AHL is experiencing a gap in projected funding.   AHL has exhausted most funding sources and is going to carry a large amount of debt on the building.   In order to provide a high efficiency, accessible, modern, green building AHL must look for additional grants as  funding resources in order to not incur additional debt.  Lynn residents of all income brackets and demographics deserve safe, clean, affordable housing.

F.) Ongoing/recurring costs: No

If yes, identify:

G.) Cost savings beyond 2026: No 

If yes, identify:

This question is not applicable to this submittal.

H.) Increase in future City revenue: No  

If yes, identify:

I.) Additional staff required: No  

If yes, identify:

Benefit to residents disproportionately impacted by the COVID-19 pandemic?

Yes

Please identify if “yes”:

Absolutely,  if this project comes to fruition,  all the current and future residents of the Hennessey House will experience dignified quality housing that quite frankly is not always available for this fragile population

Does the proposed project reduce adverse climate impacts and/or promote environmental sustainability?

Yes

Please identify if “yes”:

The project will be environmentally friendly and will not use any fossil fuels for energy.  Solar panels will be installed on the roof.

Does the project benefit a neighborhood, region of the City, or the City as a whole?

Neighborhood

Please identify if “yes”:

The Hennessey House represents a major revitalization effort to invigorate the downtown and to provide must needed low income affordable housing.  Helping and supporting a vulnerable population live an independent life helps not only the individual but also the community as a whole.

Administrative Information

A.) James Marsh

B.) June 3, 2022

C.) jmarsh@lynnma.gov

D.) 7815866770

General Project Information

Title: Lynn Memorial Auditorium – Upgraded Seating

A.) New project or expansion to existing: New Project.

B.) Please identify if applicable:

Timeline

A.) Estimated Start Date: July 1, 2022

B.) Estimated Completion Date: June 30, 2023

C.) Estimated Start Date:

The procurement process will commence in July of 2022 and the Department of Community Development will schedule the installation of upgraded seating in phases around the performance calendar.

D. Additional Files:

Project Description

The Lynn Memorial Auditorium is a 2,087-seat venue in the heart of downtown Lynn. The Auditorium is accessible from public transportation and is a destination venue for residents of the Boston’s North Shore and beyond. The Auditorium was built in 1949 and was renovated in 2005-2007. As a result of the renovations now almost twenty years ago, the Auditorium has welcomed mainstream artist, and local acts alike. The requested funds would finance the upgrade of the seats within the Auditorium.

Spending Category for Eligible Use

Eligible Use: Negative Economic Impacts (Household/Business/Non-Profit Assistance)

Allowable Expenditures for American Rescue Plan Act (ARPA) Funds

  • Public Health:

  • Negative Economic Impacts:

  • Services to Disproportionately Impacted Communities:

  • Premium Pay:

  • Infrastructure Improvements:

  • Revenue Replacement:

  • Administrative & Other: 7.2 Transfers to Other Units of Government

Please explain how the project qualifies under the expenditure category

This project supports the travel and tourism industry in Lynn and will have a positive impact on economic growth in the downtown area and the City of Lynn as a whole.

How Does Funding Relate to COVID-19 Pandemic?

Lynn’s travel and tourism industry was negatively impacted by COVID-19. Local businesses including restaurants, and retail stores experienced losses related to the closure of entertainment venues and restrictions on gathering. As the City transitions to a post pandemic chapter, cultural institutions like the Auditorium are key economic recovery and the revival of live, in-person community programming.

Installation of new seating will allow the Auditorium to compete with smaller but newly renovated venues in the region including the Cabot Theater (850 seats), the Larcom Theater (600 seats), and the Sophia Gordon Center for Creative and Performing Arts (432 seats).

Benefits to Residents/Businesses

Renovations of the Auditorium will spur programming and subsequent revenues will have a ripple effect on the local economy. Additionally, Lynn residents will have increased opportunities to benefit from community events and the growth and development of the downtown district.

Specific Outcomes or Accomplishments?

Improvements funded by this initiative will result in increased usability of the venue and beautify the ageing theater.

Project Cost & Financing

A.) Estimated TOTAL cost: 200,000

B.) Amount of Lynn ARPA funds requested: 200,000

C.) Appropriated or phased funding: Phased

D.) Matching funds available from another source: No

If yes, identify:

In the event that the proposed renovations exceeded the requested funds, revenue from ticket sales will be used to cover additional costs.

E.) Other funding opportunities: No

If yes, identify:

F.) Ongoing/recurring costs: No

If yes, identify:

G.) Cost savings beyond 2026: No 

If yes, identify:

H.) Increase in future City revenue: Yes  

If yes, identify:

Upgrades to seating will allow the Auditorium to compete with smaller but newly renovated venues in the region.  Additionally, renovations will result in increased usability of the venue and beautify the ageing theater.

I.) Additional staff required: No  

If yes, identify:

Benefit to residents disproportionately impacted by the COVID-19 pandemic?

Yes

Please identify if “yes”:

This project impacts an Environmental Justice and Minority Population area of Lynn that was disproportionately impacted by that COVID-19.

Does the proposed project reduce adverse climate impacts and/or promote environmental sustainability?

Yes

Please identify if “yes”:

The Auditorium can be used as a community cooling station and respite from extreme weather.

Does the project benefit a neighborhood, region of the City, or the City as a whole?

Entire City

Please identify if “yes”:

Administrative Information

A.) Stephen Archer

B.)

C.) firechief@lynnfire.org

D.) 7815931234

General Project Information

Title: Ventilated Turnout Gear Lockers in the Fire Stations

A.) New project or expansion to existing: New Project.

B.) Please identify if applicable:

Timeline

A.) Estimated Start Date: September 1, 2022

B.) Estimated Completion Date: December 31, 2022

C.) Estimated Start Date:

The Fire Department needs new ventilated gear lockers for all six fire stations. Once ordered it will probably take 2-6 months to build and deliver the gear lockers.

D. Additional Files:

Project Description

The COVID-19 pandemic demonstrated how essential it is for firefighters to respond to the needs of the community. At the same time they need to keep themselves safe from being infected. Having well ventilated gear lockers is a critical step in keeping the firefighters healthy from contaminants in their personal protective equipment. (PPE)

Spending Category for Eligible Use

Eligible Use: Public Health-Negative Economic Impact: Public Sector Capacity

Allowable Expenditures for American Rescue Plan Act (ARPA) Funds

  • Public Health: 1.5 Personal Protective Equipment

  • Negative Economic Impacts:

  • Services to Disproportionately Impacted Communities:

  • Premium Pay:

  • Infrastructure Improvements:

  • Revenue Replacement:

  • Administrative & Other:

Please explain how the project qualifies under the expenditure category

Firefighters’ Turnout Gear is essential PPE and provides protection from all types of contaminants including viruses. Storage in well ventilated locker facilities ensures the PPE will be available for use on subsequent calls for service.

How Does Funding Relate to COVID-19 Pandemic?

Properly maintained turnout gear is essential to firefighter health and safety and allows for an effective and healthy public safety workforce to serve our community.

Benefits to Residents/Businesses

Public safety is maintained by providing clean and reusable PPE.

Specific Outcomes or Accomplishments?

Project Cost & Financing

A.) Estimated TOTAL cost: 159048

B.) Amount of Lynn ARPA funds requested: 159048

C.) Appropriated or phased funding: Appropriated

D.) Matching funds available from another source: No

If yes, identify:

E.) Other funding opportunities: No

If yes, identify:

F.) Ongoing/recurring costs: No

If yes, identify:

G.) Cost savings beyond 2026: No 

If yes, identify:

H.) Increase in future City revenue: No  

If yes, identify:

I.) Additional staff required: No  

If yes, identify:

Benefit to residents disproportionately impacted by the COVID-19 pandemic?

No

Please identify if “yes”:

Does the proposed project reduce adverse climate impacts and/or promote environmental sustainability?

No

Please identify if “yes”:

Does the project benefit a neighborhood, region of the City, or the City as a whole?

Entire City

Please identify if “yes”:

Administrative Information

A.) Stephen Archer

B.)

C.) firechief@lynnfire.org

D.) 17815931234

General Project Information

Title: Fayette Street Fire Station Rehabilation

A.) New project or expansion to existing: Expansion of Existing Project.

B.) Please identify if applicable: This project was previously funded before the COVID-19 pandemic

Timeline

A.) Estimated Start Date: September 1, 2022

B.) Estimated Completion Date: June 30, 2026

C.) Estimated Start Date:

D. Additional Files:

Project Description

Complete rehabilitation of the fire station at Fayette Street.

Spending Category for Eligible Use

Eligible Use: Public Health-Negative Economic Impact: Public Sector Capacity

Allowable Expenditures for American Rescue Plan Act (ARPA) Funds

  • Public Health:

  • Negative Economic Impacts:

  • Services to Disproportionately Impacted Communities: 3.4 Public Sector Capacity: Effective Service Delivery

  • Premium Pay:

  • Infrastructure Improvements:

  • Revenue Replacement:

  • Administrative & Other:

Please explain how the project qualifies under the expenditure category

The Fayette Street fire station is in terrible condition. It will require major renovations in order to maintain service delivery to the community.

How Does Funding Relate to COVID-19 Pandemic?

Neighborhood fire stations have proven to be an effective resource to the community during the COVID-19 pandemic. An effective public safety workforce has been and will continue to be, important for the citizens of the community.

Benefits to Residents/Businesses

Public safety benefits all stakeholders in a community.

Specific Outcomes or Accomplishments?

Project Cost & Financing

A.) Estimated TOTAL cost: 4,500,000

B.) Amount of Lynn ARPA funds requested: 4,500,000

C.) Appropriated or phased funding: Phased

D.) Matching funds available from another source: No

If yes, identify:

E.) Other funding opportunities: No

If yes, identify:

F.) Ongoing/recurring costs: No

If yes, identify:

G.) Cost savings beyond 2026: Yes 

If yes, identify:

The fire station will need some sort of rehabilitation in the future if none is forthcoming now.

H.) Increase in future City revenue: No  

If yes, identify:

I.) Additional staff required: No  

If yes, identify:

Benefit to residents disproportionately impacted by the COVID-19 pandemic?

No

Please identify if “yes”:

Does the proposed project reduce adverse climate impacts and/or promote environmental sustainability?

No

Please identify if “yes”:

Does the project benefit a neighborhood, region of the City, or the City as a whole?

Region (Ward, District)

Please identify if “yes”:

Administrative Information

A.) Stephen Archer

B.)

C.) firechief@lynnfire.org

D.) 17815931234

General Project Information

Title: Rehab of Western Avenue Station Bathrooms

A.) New project or expansion to existing: New Project.

B.) Please identify if applicable:

Timeline

A.) Estimated Start Date: September 1, 2022

B.) Estimated Completion Date: December 31, 2022

C.) Estimated Start Date:

D. Additional Files:

Project Description

The officers and firefighters bathrooms are in need of remodeling. They are in disrepair and wholly inadequate for the needs of the responders.

Spending Category for Eligible Use

Eligible Use: Public Health-Negative Economic Impact: Public Sector Capacity

Allowable Expenditures for American Rescue Plan Act (ARPA) Funds

  • Public Health:

  • Negative Economic Impacts:

  • Services to Disproportionately Impacted Communities: 3.4 Public Sector Capacity: Effective Service Delivery

  • Premium Pay:

  • Infrastructure Improvements:

  • Revenue Replacement:

  • Administrative & Other:

Please explain how the project qualifies under the expenditure category

The current bathroom facilities at the Western Avenue Fire Station are wholly inadequate to service the needs of the firefighters assigned there. After an incident it is necessary for the firefighters to shower and disinfect themselves in order to be ready to provide the next service to the community. Especially during the COVID-19 pandemic when proper personal hygiene was essential to keeping all safe, the bathroom facilities were not adequate.

How Does Funding Relate to COVID-19 Pandemic?

The pandemic demonstrated the need to be diligent with personal hygiene.

Benefits to Residents/Businesses

The benefits of a prepared public safety workforce is self evident. Providing adequate shower facilities demonstrates to the work force that the city cares about their health and safety while they are providing services to the community.

Specific Outcomes or Accomplishments?

Increased morale of the responders.

Project Cost & Financing

A.) Estimated TOTAL cost: 30,000

B.) Amount of Lynn ARPA funds requested: 30,000

C.) Appropriated or phased funding: Appropriated

D.) Matching funds available from another source: No

If yes, identify:

E.) Other funding opportunities: No

If yes, identify:

F.) Ongoing/recurring costs: No

If yes, identify:

G.) Cost savings beyond 2026: Yes 

If yes, identify:

Eventually the city will have to renovate the bathrooms. If they do it now with ARPA funding they will not have to do it later.

H.) Increase in future City revenue: No  

If yes, identify:

I.) Additional staff required: No  

If yes, identify:

Benefit to residents disproportionately impacted by the COVID-19 pandemic?

No

Please identify if “yes”:

Does the proposed project reduce adverse climate impacts and/or promote environmental sustainability?

No

Please identify if “yes”:

Does the project benefit a neighborhood, region of the City, or the City as a whole?

Entire City

Please identify if “yes”:

Administrative Information

A.) Stephen Archer

B.)

C.) firechief@lynnfire.org

D.) 17815931234

General Project Information

Title: Waterfront Public Safety Facility with Fire Alarm Dispatch Center

A.) New project or expansion to existing: New Project.

B.) Please identify if applicable:

Timeline

A.) Estimated Start Date: September 1, 2022

B.) Estimated Completion Date: June 30, 2026

C.) Estimated Start Date:

D. Additional Files:

Project Description

The city is in need a new Public Safety Facility near the Waterfront. We think it makes sense to include a new dispatch center for Fire Alarm as well.

Spending Category for Eligible Use

Eligible Use: Public Health-Negative Economic Impact: Public Sector Capacity

Allowable Expenditures for American Rescue Plan Act (ARPA) Funds

  • Public Health:

  • Negative Economic Impacts:

  • Services to Disproportionately Impacted Communities: 3.4 Public Sector Capacity: Effective Service Delivery

  • Premium Pay:

  • Infrastructure Improvements:

  • Revenue Replacement:

  • Administrative & Other:

Please explain how the project qualifies under the expenditure category

The rapid expansion of the waterfront in the city means that there will be more responses to this area of the city than there are now. It will be necessary to invest in a new public  safety facility to increase our capacity to provide service.

How Does Funding Relate to COVID-19 Pandemic?

Our capacity to provide service during the pandemic was severely challenged. The pandemic demonstrated a need to increase our public safety capacity.

Benefits to Residents/Businesses

Providing public safety services to the community is self evident.

Specific Outcomes or Accomplishments?

Enhanced ability to protect the residents and visitors to the city waterfront.

Project Cost & Financing

A.) Estimated TOTAL cost: 5,000,000

B.) Amount of Lynn ARPA funds requested: 5,000,000

C.) Appropriated or phased funding: Phased

D.) Matching funds available from another source: Yes

If yes, identify:

As a regional dispatch center there may be some grant funding available from the commonwealth.

E.) Other funding opportunities: No

If yes, identify:

F.) Ongoing/recurring costs: No

If yes, identify:

G.) Cost savings beyond 2026: No 

If yes, identify:

H.) Increase in future City revenue: No  

If yes, identify:

I.) Additional staff required: No  

If yes, identify:

Benefit to residents disproportionately impacted by the COVID-19 pandemic?

No

Please identify if “yes”:

Does the proposed project reduce adverse climate impacts and/or promote environmental sustainability?

No

Please identify if “yes”:

Does the project benefit a neighborhood, region of the City, or the City as a whole?

Entire City

Please identify if “yes”:

Administrative Information

A.) Stephen Archer

B.)

C.) firechief@lynnfire.org

D.) 17815931234

General Project Information

Title: Rehab of Eastern Avenue Station

A.) New project or expansion to existing: New Project.

B.) Please identify if applicable:

Timeline

A.) Estimated Start Date: September 1, 2022

B.) Estimated Completion Date: June 30, 2026

C.) Estimated Start Date:

D. Additional Files:

Project Description

The Eastern Avenue fire station was closed in 2003. It has basically been abandoned since, but it is a city owned property. A restoration of this station will enhance public safety in the area.

Spending Category for Eligible Use

Eligible Use: Public Health-Negative Economic Impact: Public Sector Capacity

Allowable Expenditures for American Rescue Plan Act (ARPA) Funds

  • Public Health:

  • Negative Economic Impacts:

  • Services to Disproportionately Impacted Communities: 3.4 Public Sector Capacity: Effective Service Delivery

  • Premium Pay:

  • Infrastructure Improvements:

  • Revenue Replacement:

  • Administrative & Other:

Please explain how the project qualifies under the expenditure category

Restoring this station increases our capacity to deliver services to the city.

How Does Funding Relate to COVID-19 Pandemic?

The pandemic resulted in an increased need for responses to all types of emergencies. By adding a station we increase our capacity to respond.

Benefits to Residents/Businesses

Providing more response capacity will reduce our response times to calls for service.

Specific Outcomes or Accomplishments?

Project Cost & Financing

A.) Estimated TOTAL cost: 2,000,000

B.) Amount of Lynn ARPA funds requested: 2,000,000

C.) Appropriated or phased funding: Phased

D.) Matching funds available from another source: No

If yes, identify:

E.) Other funding opportunities: No

If yes, identify:

F.) Ongoing/recurring costs: Yes

If yes, identify:

Opening an additional station will require manning which will be an ongoing expense.

G.) Cost savings beyond 2026: No 

If yes, identify:

H.) Increase in future City revenue: No  

If yes, identify:

I.) Additional staff required: No  

If yes, identify:

Benefit to residents disproportionately impacted by the COVID-19 pandemic?

No

Please identify if “yes”:

Does the proposed project reduce adverse climate impacts and/or promote environmental sustainability?

No

Please identify if “yes”:

Does the project benefit a neighborhood, region of the City, or the City as a whole?

Entire City

Please identify if “yes”:

Administrative Information

A.) Stephen Archer

B.)

C.) firechief@lynnfire.org

D.) 17815931234

General Project Information

Title: New Vehicle for Fire Department Safety Officer

A.) New project or expansion to existing: New Project.

B.) Please identify if applicable:

Timeline

A.) Estimated Start Date: September 1, 2022

B.) Estimated Completion Date: December 31, 2022

C.) Estimated Start Date:

D. Additional Files:

Project Description

A new response vehicle is needed for the Fire Department Safety Officer.

Spending Category for Eligible Use

Eligible Use: Public Health-Negative Economic Impact: Public Sector Capacity

Allowable Expenditures for American Rescue Plan Act (ARPA) Funds

  • Public Health:

  • Negative Economic Impacts:

  • Services to Disproportionately Impacted Communities: 3.3 Public Sector Workforce: Other

  • Premium Pay:

  • Infrastructure Improvements:

  • Revenue Replacement:

  • Administrative & Other:

Please explain how the project qualifies under the expenditure category

The Fire Department Safety Officer responds to all building fires and any other incident that requires someone to look out for the safety of the responders. A reliable response vehicle is necessary for the Safety Officer to be effective in their job.

How Does Funding Relate to COVID-19 Pandemic?

The COVID-19 pandemic presented many challenges to the department safety officer. Providing all of the necessary PPE to the responders throughout the city required a larger vehicle than is currently available.

Benefits to Residents/Businesses

The safety officer helps to maintain a safe workforce. An effective public safety workforce is a great benefit to the residents and visitors to the City of Lynn.

Specific Outcomes or Accomplishments?

Project Cost & Financing

A.) Estimated TOTAL cost: 50,000

B.) Amount of Lynn ARPA funds requested: 50,000

C.) Appropriated or phased funding: Appropriated

D.) Matching funds available from another source: No

If yes, identify:

E.) Other funding opportunities: No

If yes, identify:

F.) Ongoing/recurring costs: No

If yes, identify:

G.) Cost savings beyond 2026: No 

If yes, identify:

H.) Increase in future City revenue: No  

If yes, identify:

I.) Additional staff required: No  

If yes, identify:

Benefit to residents disproportionately impacted by the COVID-19 pandemic?

No

Please identify if “yes”:

Does the proposed project reduce adverse climate impacts and/or promote environmental sustainability?

No

Please identify if “yes”:

Does the project benefit a neighborhood, region of the City, or the City as a whole?

Entire City

Please identify if “yes”:

Administrative Information

A.) Stephen Archer

B.)

C.) firechief@lynnfire.org

D.) 17815931234

General Project Information

Title: HVAC in the fire stations

A.) New project or expansion to existing: New Project.

B.) Please identify if applicable:

Timeline

A.) Estimated Start Date: September 1, 2022

B.) Estimated Completion Date: December 31, 2022

C.) Estimated Start Date:

D. Additional Files:

Project Description

The need for proper ventilation in the fire stations became apparent during the COVID-19 pandemic. Proper and effective ventilation of the living spaces in the fire stations is essential to maintain the health of our workforce.

Spending Category for Eligible Use

Eligible Use: Public Health-Negative Economic Impact: Public Sector Capacity

Allowable Expenditures for American Rescue Plan Act (ARPA) Funds

  • Public Health:

  • Negative Economic Impacts:

  • Services to Disproportionately Impacted Communities: 3.3 Public Sector Workforce: Other

  • Premium Pay:

  • Infrastructure Improvements:

  • Revenue Replacement:

  • Administrative & Other:

Please explain how the project qualifies under the expenditure category

In order to maintain an effective public safety response, the health of the responders needs to be maintained. proper ventilation of the living spaces in the fire stations has been shown to be essential in providing a  healthy environment for the firefighters to work.

How Does Funding Relate to COVID-19 Pandemic?

The pandemic proved that by providing good interior air exchange reduced the amount of infections.

Benefits to Residents/Businesses

It will help to maintain a healthy public safety workforce.

Specific Outcomes or Accomplishments?

Project Cost & Financing

A.) Estimated TOTAL cost: 50,000

B.) Amount of Lynn ARPA funds requested: 50,000

C.) Appropriated or phased funding: Appropriated

D.) Matching funds available from another source: No

If yes, identify:

E.) Other funding opportunities: No

If yes, identify:

F.) Ongoing/recurring costs: No

If yes, identify:

G.) Cost savings beyond 2026: No 

If yes, identify:

H.) Increase in future City revenue: No  

If yes, identify:

I.) Additional staff required: No  

If yes, identify:

Benefit to residents disproportionately impacted by the COVID-19 pandemic?

No

Please identify if “yes”:

Does the proposed project reduce adverse climate impacts and/or promote environmental sustainability?

No

Please identify if “yes”:

Does the project benefit a neighborhood, region of the City, or the City as a whole?

Entire City

Please identify if “yes”:

Administrative Information

A.) Stephen Archer

B.)

C.) firechief@lynnfire.org

D.) 17815931234

General Project Information

Title: Dry Suits for Rescue Boat

A.) New project or expansion to existing: New Project.

B.) Please identify if applicable:

Timeline

A.) Estimated Start Date: September 1, 2022

B.) Estimated Completion Date: December 31, 2022

C.) Estimated Start Date:

D. Additional Files:

Project Description

The Fire Department needs personal protective equipment for our rescue boat. 10 dry suits of various sizes and 8 helmets and 8 personal floatation devices.

Spending Category for Eligible Use

Eligible Use: Public Health-Negative Economic Impact: Public Sector Capacity

Allowable Expenditures for American Rescue Plan Act (ARPA) Funds

  • Public Health:

  • Negative Economic Impacts:

  • Services to Disproportionately Impacted Communities: 3.4 Public Sector Capacity: Effective Service Delivery

  • Premium Pay:

  • Infrastructure Improvements:

  • Revenue Replacement:

  • Administrative & Other:

Please explain how the project qualifies under the expenditure category

In order to provide effective service delivery on the water, we need to protect our responders in the delivery of rescue services. This personal protective equipment is necessary to safely respond on the water.

How Does Funding Relate to COVID-19 Pandemic?

Benefits to Residents/Businesses

Providing water rescue capability allows residents to safely navigate our waterfront.

Specific Outcomes or Accomplishments?

Fire Department members will be able to confidently perform water rescues, knowing they are well protected themselves.

Project Cost & Financing

A.) Estimated TOTAL cost: 10,000

B.) Amount of Lynn ARPA funds requested: 10,000

C.) Appropriated or phased funding: Appropriated

D.) Matching funds available from another source: No

If yes, identify:

E.) Other funding opportunities: No

If yes, identify:

F.) Ongoing/recurring costs: No

If yes, identify:

G.) Cost savings beyond 2026: Yes 

If yes, identify:

This equipment will need to be purchased. If we do not get ARPA funding then the city will have to purchase it.

H.) Increase in future City revenue: No  

If yes, identify:

I.) Additional staff required: No  

If yes, identify:

Benefit to residents disproportionately impacted by the COVID-19 pandemic?

No

Please identify if “yes”:

Does the proposed project reduce adverse climate impacts and/or promote environmental sustainability?

No

Please identify if “yes”:

Does the project benefit a neighborhood, region of the City, or the City as a whole?

Entire City

Please identify if “yes”:

Administrative Information

A.) Stephen Archer

B.)

C.) firechief@lynnfire.org

D.) 17815931234

General Project Information

Title: Oxygen Cylinder Lift Device

A.) New project or expansion to existing: New Project.

B.) Please identify if applicable:

Timeline

A.) Estimated Start Date: September 1, 2022

B.) Estimated Completion Date: December 31, 2022

C.) Estimated Start Date:

D. Additional Files:

Project Description

The M-type oxygen cylinder on board the city’s ambulance weighs over 100 pounds and is replaced by manually lifting the new cylinder approximately 3 feet off the ground. This increases the risk of injury to the members lifting the cylinder. A lift device greatly reduces lower back injuries.

Spending Category for Eligible Use

Eligible Use: Public Health-Negative Economic Impact: Public Sector Capacity

Allowable Expenditures for American Rescue Plan Act (ARPA) Funds

  • Public Health:

  • Negative Economic Impacts:

  • Services to Disproportionately Impacted Communities: 3.3 Public Sector Workforce: Other

  • Premium Pay:

  • Infrastructure Improvements:

  • Revenue Replacement:

  • Administrative & Other:

Please explain how the project qualifies under the expenditure category

The on board oxygen delivery in the ambulance is necessary and was used extensively during the pandemic because of the number of patients with difficulty breathing. The cylinder needed replacement much more frequently which increases the risk to members changing out the oxygen.

How Does Funding Relate to COVID-19 Pandemic?

The pandemic resulted in an increased need for oxygen. This meant that the cylinders on board the ambulances required more frequent changing. A lift device will provide safety to the responders.

Benefits to Residents/Businesses

There will be a lesser chance of long term injury to responders.

Specific Outcomes or Accomplishments?

Project Cost & Financing

A.) Estimated TOTAL cost: 2,000

B.) Amount of Lynn ARPA funds requested: 2,000

C.) Appropriated or phased funding: Phased

D.) Matching funds available from another source: No

If yes, identify:

E.) Other funding opportunities: No

If yes, identify:

F.) Ongoing/recurring costs: No

If yes, identify:

G.) Cost savings beyond 2026: Yes 

If yes, identify:

Lost time because of injury will be reduced.

H.) Increase in future City revenue: No  

If yes, identify:

I.) Additional staff required: No  

If yes, identify:

Benefit to residents disproportionately impacted by the COVID-19 pandemic?

No

Please identify if “yes”:

Does the proposed project reduce adverse climate impacts and/or promote environmental sustainability?

No

Please identify if “yes”:

Does the project benefit a neighborhood, region of the City, or the City as a whole?

Entire City

Please identify if “yes”:

Administrative Information

A.) Stephen Archer

B.)

C.) firechief@lynnfire.org

D.) 17815931234

General Project Information

Title: Portable Firefighting Manual Hose Reel

A.) New project or expansion to existing: New Project.

B.) Please identify if applicable:

Timeline

A.) Estimated Start Date: September 1, 2022

B.) Estimated Completion Date: December 31, 2022

C.) Estimated Start Date:

D. Additional Files:

Project Description

The Lynn Fire Department needs more capacity to fight fires in Lynn Woods that occur on a regular basis. The Lynn Woods is generally inaccessible to large fire trucks. This equipment will allow LFD to fight fires almost anywhere they occur in the Lynn Woods.

Spending Category for Eligible Use

Eligible Use: Public Health-Negative Economic Impact: Public Sector Capacity

Allowable Expenditures for American Rescue Plan Act (ARPA) Funds

  • Public Health:

  • Negative Economic Impacts:

  • Services to Disproportionately Impacted Communities: 3.4 Public Sector Capacity: Effective Service Delivery

  • Premium Pay:

  • Infrastructure Improvements:

  • Revenue Replacement:

  • Administrative & Other:

Please explain how the project qualifies under the expenditure category

The Lynn Fire Department is charged with the protection of life and property in the City of Lynn. Lynn Woods Reservation is included in this charge.

How Does Funding Relate to COVID-19 Pandemic?

The Lynn Woods reservation saw increased use during the pandemic. This increased use results in increased risk of fires and other emergencies in the woods. this equipment will increase our capacity to protect the Lynn Woods.

Benefits to Residents/Businesses

Providing safety in the Lynn woods benefits all members of the community.

Specific Outcomes or Accomplishments?

Increased capacity to protect the Lynn Woods from large fires by mitigating them when they are manageable.

Project Cost & Financing

A.) Estimated TOTAL cost: 10,000

B.) Amount of Lynn ARPA funds requested: 10,000

C.) Appropriated or phased funding: Appropriated

D.) Matching funds available from another source: No

If yes, identify:

E.) Other funding opportunities: No

If yes, identify:

F.) Ongoing/recurring costs: No

If yes, identify:

G.) Cost savings beyond 2026: No 

If yes, identify:

H.) Increase in future City revenue: No  

If yes, identify:

I.) Additional staff required: No  

If yes, identify:

Benefit to residents disproportionately impacted by the COVID-19 pandemic?

No

Please identify if “yes”:

Does the proposed project reduce adverse climate impacts and/or promote environmental sustainability?

No

Please identify if “yes”:

Does the project benefit a neighborhood, region of the City, or the City as a whole?

Entire City

Please identify if “yes”:

Proposals by Project Category

Non-profit/Non-government Project Proposals: (40 TOTAL)

 

Administrative Information

A.) Name of Organization: BUILDING AUDACITY INC

B.) Date: May 2, 2022

C.) Primary Contact Person: Nakia Navarro

D.) Position/Title of Primary Contact Person: Founder

E.) Organization Address: 75 ALLEN AVE
Lynn (MA), Massachusetts 01902

F.) Primary Contact Email: nakia@buildingaudacity.org

G.) Primary Phone: 8572641348

H.) Person Signing Sub-recipient Contract: Nakia Navarro

I.) Position/Title of Person Signing Sub-recipient Contract: CEO/Founder

J.) Sub-recipient Signer’s Email: nakia@buildingaudacity.org

K.) Tax ID: 83-4650961

L.) DUNS #: 003724384

2.) Name of Proposed ARPA Project:

3.) Type of Project:

B.) If applicable, please identify: More growing space and capacity

4.) Estimated Project Timeline:

A.) Estimated Start Date of Project: July 11, 2022

5.) Please note project milestones:

Pease list each project milestone and date (approximate):

File upload: 

6.) Project Description:

By training youth ages 16-22, Building Audacity youth will grow and distribute 37,500 lbs of hydroponically grow produce; train 150 youth and, in partnership with Tufts University, operate a 5,000 sq ft indoor garden.

7.) Performance Measurement:

B.) # Low and moderate-income persons expected to service: 4000
C.) % Low and moderate-income persons expected to service: 100

8.) Identify the Category for Eligible Use (see attached list from U.S. Treasury):

9.) Allowable Expenditures for American Rescue Plan Act (ARPA) Funds

  • Public Health:

  • Negative Economic Impacts: 2.1 Household Assistance: Food Programs

  • Services to Disproportionately Impacted Communities:

  • Premium Pay:

  • Infrastructure Improvements:

  • Revenue Replacement:

  • Administrative & Other:

10.) Please explain how the project qualifies under the expenditure category noted above:

Of the nation’s STEM field workers, only 7% are black workers and 6% are Hispanic. Locally, 71% of the our target demographic (Black and Latinx students from Chelsea, Boston, Lynn, Revere) has been identified by the Massachusetts Department of Elementary and Secondary Education as high needs. High Needs students are at risk of educational failure or otherwise in need of special assistance and support, such as students who are living in poverty, who attend high-minority schools, who are far below grade level, who have left school before receiving a regular high school diploma, who are at risk of not graduating with a diploma on time, who are homeless, who are in foster care, who have been incarcerated, who have disabilities, or who are English language learners. We aim to engage this population by providing an afternoon STEM program. 17.1% of Boston, MA residents had an income below the poverty level in 2019, which was 45.0% greater than the poverty level of 9.4% across the entire state of Massachusetts (City Data, 2021). Poverty rates are notably high among the following subgroups: Hispanic population (34.8%) Asian population (26.6%) African American/Black population (23%) (Boston Redevelopment Authority, 2014). As Gateway Cities have declined over the past few decades, Massachusetts has gone from having one of the most equal income distributions among U.S. states to one of the most unequal. Ample evidence suggests that the high degree of inequality in Massachusetts has become a hindrance to economic growth in and of itself (MASSINC, 2018). Lynn, Massachusetts is commonly known as a food desert as it is a low-income community ranked 8th in MA for most limited access to grocery stores (Massachusetts Public Health Association, 2020). However, the term food desert does not capture the oppressive and deliberate denial of access to essential foods employed in this community due to community members’ identities.

11.) How does the proposed project relate to the COVID-19 pandemic and how will ARPA funding help address this need?

On The Grow started as a result of the COVID-19 pandemic. Youth within the Building Audacity community shared their inability to secure a healthy food source that provided culturally aligned food. We then started a food program in which volunteers sorted and delivered food to the door steps of some of the most vulnerable Greater Boston families. We surveyed families, asked them what they wanted, and did our best to provide fresh produce and other healthy dry goods. This program was quite costly and finding food sources that the community desired was rare. Our founder, who is well versed in hydroponic growing, decided to start a hydroponic center in which youth learn to grow and distribute produce to their families and those registered with our food delivery program. We prioritize families who are differently abled, led by seniors who are guardians of school aged children, recent birthgivers, and/or families who live in communities with poor access to public transportation.

12.) How will this project benefit residents and/or businesses in the City of Lynn?

We currently have a waiting list of 750 families all from Lynn. Funding this program will allow us to not only deliver culturally aligned produce, it will also allow us to hire families who are in great need of positions that pay about minimum wage.

13.) What specific outcomes or accomplishments will this project receive?

Via food delivery, annually, the Project will reach well over 4,000 low income Black, Asian and Latinx children and their guardians. We prioritize families who are differently abled, led by seniors who are guardians of school aged children, and/or live in communities with poor access to public transportation. Specifically: Produce Growth YEAR 1 Grow and Distribute 10,000 lbs of produce every 3 to 4 weeks from August- December YEAR 2 Grow and Distribute 12,500 lbs of produce every 3 to 4 weeks January – December YEAR 3 Grow and Distribute 15,000lbs. of produce every 3 to 4 weeks January – December

14.) Project Cost:

B.) Amount of Lynn ARPA Funds Requested: 225000

15.) Are the project costs ready to be appropriated, or will they be phased?

Phased

16.) Are matching funds available from another source?

Yes

If yes, please identify source(s) and amount(s):

17.) Are there other funding opportunities available that may reduce the amount of ARPA funding needed?

No

If yes, please identify:

18.) Budget summary of activity, including all proposed and confirmed funding sources:

See Attached

Upload additional files: https://lynnarpa.com/wp-content/uploads/formidable/8/BA-On-The-Grow-2.xlsx

19.) Will the proposed project incur any ongoing/recurring costs?

Yes

If yes, please identify:

Staff salaries, benefits, and use of mobile pantry costs

20.) Will this project result in savings for a City Department or Community beyond 2026?

Yes

If yes, please identify:

Yes, Children living in food-insecure homes suffer two to four times as many health problems and are less likely to reach their academic potential. Pregnant women who are food insecure are more likely to develop gestational diabetes and deliver pre-term or low birth-weight babies. Food-insecure adults are more likely to have diabetes, high blood pressure, heart disease, kidney disease and osteoporosis. On average, food insecure people in the U.S. incur an extra $1,800 in medical costs every year, accounting for $77.5 billion in additional health care expenditures. (Source https://time.com/4962475/nutrition-snap-health-care/)

21.) Will this project increase future revenues for the City of Lynn?

Yes

If yes, please identify:

This project will result in the creation of a COOP produce retail store.

22.) Is additional staff required for the duration of the project?

Yes

If yes, please identify:

We will hire 15-20 youth to learn how to grow and start AgTech microenterprises. We will also hire residents to work in the store, operate the mobile pantries and run the grow center.

 

23.) Does the proposed project benefit residents disproportionately impacted by the COVID-19 pandemic?

Yes

If yes, please identify:

We prioritize low income, state involved, court involved residents.

24.) Does the proposed project reduce adverse climate impacts and/or promote environmental sustainability?

Yes

If yes, please identify:

Hydroponic growing is the future of food security for vulnerable populations.

25.) Does the project benefit a neighborhood, region of the City, or the City as a whole?

Entire City

If yes, please identify:

AGENCY INFORMATION

Background/Program Experience:

Organization Values Youth Lead. We believe that youth are our present and future. We resource their ideas to create the community they want to exist. No program at Building Audacity is created by an adult. All programs are initiated by youth ideas and must have youth members on the organizing staff. Collaboration in Compromise No one voice has more weight/value than any other. Adults have the same voice as youth. No movement on an effort unless all can agree. This means our decision making process is slow but it ensures all at the table are invested and heard in the decisions made. Prioritize the Most Marginalized Programs are catered to ensure that those most marginalized will be able to thrive while participating in the effort. Make Space for Humanity Grace and patience is given to all folx. This means that we start meetings with checking in, we make time for real life to happen and hold our community with intentionality. Decision Making with Representation Each constituent directly affected by a Building Audacity project leads the decision making process. Surveys are sent to constituents to determine what services are needed and how they want to receive said services. No program at Building Audacity is made without first listening to our community. How We Live These Values Primary Programs- Change Projects All projects are ideas youth under 25 have created. Each effort, we call Change Projects, are resourced by Building Audacity operating funds. Leaders of Change Projects are required to meet with a Building Audacity staff member for a mentoring session in which solutions to Project challenges are discussed and resourced. The staff member does not lead the conversation, only supports the Change Project leader as a thought partner. Board Meetings Decisions There is no board chair. Board members are nominated by current board members. The group must all agree on every decision. If there is disagreement, folx are asked to bring back more information to speak to any concerns. When more information is received, the board then votes on the matter. Information gathering occurs again if there is not a group agreement. Composition To ensure our alignment with the value of prioritizing the most marginalized, our board must be composed primarily of Black, indigenous, people of color community (BIPOC), include members of the LBGTQ+ community, and the majority of the board must be 35 and under at all times.

AGENCY INFORMATION (Con’t)

Monitoring:

Department of Early Education Childcare; City of Lynn School Board,

n/a; we have an outside CPA review our books and file our taxes annually.

Boston, Lynn, Cambridge, Charlestown, Lowell

How many people do you serve monthly? 2130

AGENCY INFORMATION (Con’t)

Is this a certified minority-owned and/or women-owned entity? Yes

No

File Upload (optional): https://lynnarpa.com/wp-content/uploads/formidable/8/Building-Audacity-Annual-Report-2021.pdf

Administrative Information

A.) Name of Organization: St. Mary’s High School, Inc.

B.) Date: May 6, 2022

C.) Primary Contact Person: Lindsay Lockwood

D.) Position/Title of Primary Contact Person: COO

E.) Organization Address: 35 Tremont Street
Lynn, Massachusetts 01902

F.) Primary Contact Email: lindsay.lockwood@stmaryslynn.com

G.) Primary Phone: 7815862066

H.) Person Signing Sub-recipient Contract: 

I.) Position/Title of Person Signing Sub-recipient Contract: 

J.) Sub-recipient Signer’s Email: 

K.) Tax ID: 20-5539866

L.) DUNS #: 

2.) Name of Proposed ARPA Project:

3.) Type of Project:

B.) If applicable, please identify:

4.) Estimated Project Timeline:

A.) Estimated Start Date of Project: July 16, 2022

5.) Please note project milestones:

Pease list each project milestone and date (approximate):

File upload: https://lynnarpa.com/wp-content/uploads/formidable/8/Estimate-No.-13-838-from-T-T-Mechanical.pdf

6.) Project Description:

This project would ensure that there is adequate cold air and air circulation into the two largest rooms on the premises.

7.) Performance Measurement:

B.) # Low and moderate-income persons expected to service: This project would effect the air quality for all current 650 students & 70 employees. Along with those from opposing teams and outside organizations that visit the campus. Approximately 1500 individuals.
C.) % Low and moderate-income persons expected to service: over 40% of our students are Lynn residents, and 86% of students receive some sort of financial assistance.

8.) Identify the Category for Eligible Use (see attached list from U.S. Treasury):

9.) Allowable Expenditures for American Rescue Plan Act (ARPA) Funds

  • Public Health: 1.4 Prevention in Congregate Settings

  • Negative Economic Impacts:

  • Services to Disproportionately Impacted Communities:

  • Premium Pay:

  • Infrastructure Improvements:

  • Revenue Replacement:

  • Administrative & Other:

10.) Please explain how the project qualifies under the expenditure category noted above:

The replenishment and circulation of air so as to decrease stale air and ensure less likelihood of COVID spread

11.) How does the proposed project relate to the COVID-19 pandemic and how will ARPA funding help address this need?

It has been confirmed that the continuous flow of air ensures that the virus is less likely to spread from person to person even in close contact areas.

12.) How will this project benefit residents and/or businesses in the City of Lynn?

Over 40% of our student population are residents of Lynn. This improvement would directly benefit them.

13.) What specific outcomes or accomplishments will this project receive?

Installation of a new HVAC system.

14.) Project Cost:

B.) Amount of Lynn ARPA Funds Requested: 110,000

15.) Are the project costs ready to be appropriated, or will they be phased?

Appropriated

16.) Are matching funds available from another source?

No

If yes, please identify source(s) and amount(s):

17.) Are there other funding opportunities available that may reduce the amount of ARPA funding needed?

No

If yes, please identify:

18.) Budget summary of activity, including all proposed and confirmed funding sources:

Attached you will find the proposal. The current proposal is only for the Dining Commons. If funded, we would expand the use of HVAC to the Gymnasium as well (located directly above the Dining Commons. The presumed additional cost is approximately $20,000

Upload additional files: https://lynnarpa.com/wp-content/uploads/formidable/8/Estimate-No.-13-838-from-T-T-Mechanical-1.pdf

19.) Will the proposed project incur any ongoing/recurring costs?

No

If yes, please identify:

20.) Will this project result in savings for a City Department or Community beyond 2026?

No

If yes, please identify:

21.) Will this project increase future revenues for the City of Lynn?

No

If yes, please identify:

22.) Is additional staff required for the duration of the project?

No

If yes, please identify:

 

23.) Does the proposed project benefit residents disproportionately impacted by the COVID-19 pandemic?

Yes

If yes, please identify:

St. Mary’s is dedicated to the mission of serving students and providing them the opportunity for an education. As such, St. Mary’s works to meet the financial needs of students.

24.) Does the proposed project reduce adverse climate impacts and/or promote environmental sustainability?

No

If yes, please identify:

25.) Does the project benefit a neighborhood, region of the City, or the City as a whole?

Neighborhood

If yes, please identify:

This would benefit Lynn, specifically those enrolled at St. Mary’s as well as the clubs and groups in Lynn that use our gymnasium and other facilities.

AGENCY INFORMATION

Background/Program Experience:

St. Mary’s is a school serving early childhood through high school that is committed to the educational betterment of all students that enter its buildings.

AGENCY INFORMATION (Con’t)

Monitoring:

St. Mary’s is overseen by a Board of Trustees

St. Mary’s conducts an audit on an annual basis.

St. Mary’s is insured by the Roman Catholic Archdiocese of Boston

Please see the Non-Public Schools Report attached.

How many people do you serve monthly? all students.

AGENCY INFORMATION (Con’t)

Is this a certified minority-owned and/or women-owned entity? No

No

File Upload (optional): https://lynnarpa.com/wp-content/uploads/formidable/8/NPSR-Summary_3.3.2022.pdf

STANDARD DOCUMENTATION – Please Attach the Following:

Articles of Incorporation: https://lynnarpa.com/wp-content/uploads/formidable/8/CorpSearchViewPDF.aspx-2.pdf

Organization Bylaws: https://lynnarpa.com/wp-content/uploads/formidable/8/BOT-By-Laws.pdf

501(c)(3) Letter of Tax Determination Status (status must be active): https://lynnarpa.com/wp-content/uploads/formidable/8/SMH-Tax-Exempt-Form-Through-2030.pdf

List of the Board of Directors: https://lynnarpa.com/wp-content/uploads/formidable/8/CorpSearchViewPDF.aspx_.pdf

Organizational Chart: https://lynnarpa.com/wp-content/uploads/formidable/8/Org-Charts.pdf

Signature Authorization Form:

 

STANDARD DOCUMENTATION – Please Attach the Following:

Resume of the Chief Fiscal Officer:

Resume of the Chief Program Administrator:

Financial Statement and Audit: https://lynnarpa.com/wp-content/uploads/formidable/8/St-Marys-High-School-Inc-Lynn-AUDIT-6-30-2020.pdf

IRS 990 Filing:

Insurance Binder:

Administrative Information

A.) Name of Organization: Lynn Family Resource Center

B.) Date: May 10, 2022

C.) Primary Contact Person: Olivia Grinstead

D.) Position/Title of Primary Contact Person: Program Director

E.) Organization Address: 103 Johnson Street
lynn, Massachusetts 01902

F.) Primary Contact Email: ogrinstead@centerboard.org

G.) Primary Phone: 3398832401

H.) Person Signing Sub-recipient Contract: Kelci Desruisseaux

I.) Position/Title of Person Signing Sub-recipient Contract: Family Support Worker

J.) Sub-recipient Signer’s Email: kdesruisseaux@centerboard.org

K.) Tax ID: 043019658

L.) DUNS #: 

2.) Name of Proposed ARPA Project:

3.) Type of Project:

B.) If applicable, please identify: We plan on extending our current Community Clothes closet to include a closet for Food, toiletries, and diapers as well instead of just having clothes available to the community as we have seen the need for diapers and food resources on the rise in the Community.

4.) Estimated Project Timeline:

A.) Estimated Start Date of Project: April 1, 2022

5.) Please note project milestones:

Pease list each project milestone and date (approximate):

Had a community clothes closet winter giveaway opening our closet up for more summer/spring clothes: April 1st

Connected and received over 100 toiletry bags to include in our Community Closet: Pick up date April 21st

Reached out to all State Representatives to let us know of our plan to extend the program: Start date May 2nd

Start reaching out for grants and funding to increase clothes donations as well as welcome diaper donations as well: Start Date May 2nd

Start Reaching Out to the community for donations of clothes, food and Diapers: Start Date May 3rd

Start reaching out to Diaper Banks and collateral Partners: Start Date May 10th

Launch official start of Community Clothes and Diaper Closet: Launch Date July 4th

File upload: 

6.) Project Description:

 The Lynn Family Resource Center provides a single point of entry for family members to access support services. If services cannot be provided onsite, we provide information/referral to a network of service providers. We currently allow families to come in once a month for help with diapers, clothes and even food/toiletry bags. Due to the increased needs we have seen through the uprise in unemployment and financial issues seen in our community since COVID the amount of items we are able to help families with are not enough. Our project increase plan will allow for families to be provided with clothes and diapers more than once a month and more than a few days worth of diapers at a time. We hope to be able to provide, with the right funding, at least 1 weeks worth of diapers and wipes per visit the the FRC as well as at least 3 new outfits, clothing wise instead of 1 to 2. This is what are hoping to be able to provide to families with this request. 

7.) Performance Measurement:

B.) # Low and moderate-income persons expected to service: 1400-2000
C.) % Low and moderate-income persons expected to service: 100%

8.) Identify the Category for Eligible Use (see attached list from U.S. Treasury):

9.) Allowable Expenditures for American Rescue Plan Act (ARPA) Funds

  • Public Health:

  • Negative Economic Impacts: 2.34 Assistance to Impacted Nonprofit Organizations (Impacted or Disproportionately Impacted)

  • Services to Disproportionately Impacted Communities:

  • Premium Pay:

  • Infrastructure Improvements:

  • Revenue Replacement:

  • Administrative & Other:

10.) Please explain how the project qualifies under the expenditure category noted above:

The Lynn Family Resource Center provides a single point of entry for family members to access support services. If services cannot be provided onsite, we provide information/referral to a network of service providers. During the pandemic we noticed an uptick in diaper and clothes requests and the need is still continuously rising. The majority of our calls are in regards to clothes, diapers and food help. We’ve tried to connect with other agencies and because they have such a need in their own clients they’re unable to help us due to their own communities need becoming increased as well.  Lynn has a large low income immigrant community and that is the community we serve closely. If the parents aren’t able to access government assistance due to documentation status they are left without the necessary help. In order to better serve these families we started to purchase food and diapers out of our own budget as well as advocate for donations of items. Though this was helpful for so many families that they started to refer friends to us, it has come to a point where continuously purchasing diapers isn’t sustainable for us because we have to take money away from other programs we offer. We don’t want to stop this program because we help roughly 50 families a month with diapers, food and clothes. We know it alleviates some stress from these parents’ shoulders and we are hoping for support from this project to increase the amount of families we are able to help. 

11.) How does the proposed project relate to the COVID-19 pandemic and how will ARPA funding help address this need?

In our agency we have a program that measures our intakes and services we provide. In this program we are able to monitor who is served, what is needed and how we helped. With this program we noticed that from before COVID 2019 to the Middle of COVID 2020/2021 we have had a twofold increase in services requested related to everything from food, clothes and especially baby needs such as formula, wipes, and diapers.  While these statistics are still rising the amount of items we are getting donated are decreasing.

12.) How will this project benefit residents and/or businesses in the City of Lynn?

Though to date our agency services the entire Essex County because we are located in the center of Lynn our programs benefit the Lynn Community at higher rates than any other Essex County City.  In 2021 our clients were composed of 56% Lynn Community members and so far in 2022 our  clients were composed of 77% Lynn Community members. If we were able to launch this project fully then we will be able to double the amount of clients we can serve therefore benefiting the community at large at a higher rate. If we are able to help families meet their basic needs such as providing food, clothes, and diapers this will allow for families to be able to purchase the things they need such as rent, community programs, school supplies and any other familial need eased by the help of this project.

13.) What specific outcomes or accomplishments will this project receive?

Our agency will continue to use Tableau in order to measure our intakes and services we provide. In this program we are able to monitor who is served, what is needed and how we helped. Our previously mentioned measurement was all measured through once a month means therefore if our project is selected and then this project will double its clients we serve. As of right now we are projected to serve over 700 families with food, diapers, and clothing therefore our projected amount of people being helped with this Project would be doubled to over 1,500 people.

14.) Project Cost:

B.) Amount of Lynn ARPA Funds Requested: $55,000

15.) Are the project costs ready to be appropriated, or will they be phased?

Phased

16.) Are matching funds available from another source?

No

If yes, please identify source(s) and amount(s):

17.) Are there other funding opportunities available that may reduce the amount of ARPA funding needed?

Yes

If yes, please identify:

We have been researching other grants and programs that are available to nonprofit organizations.  The one program that seems viable is the Costco Wholesale’s Grant whose primary charitable efforts specifically focus on programs supporting children, education, and health and human services in the communities where they do business.

18.) Budget summary of activity, including all proposed and confirmed funding sources:

The FRC plans on submitting a grant application to the Costco Wholesale’s Grant as well as reaching out to the community for support through donations as well as financial support through GoFundMe.

We did a email outreach in which we stated we are looking for donations to our closet through financial donations or clothes and diapers.

Launched a GoFundMe on May 3rd in order to gain support for our closet.

Proposing a connection to the local food banks as well as the Greater Boston Food Bank for a Food Connection.

We have received 2 personal checks for the closet through our social media outreach of $100 each.

Upload additional files:

19.) Will the proposed project incur any ongoing/recurring costs?

Yes

If yes, please identify:

The proposed project is the projected spending for serving the estimated 1500 people so the ongoing or recurring costs will just be from an increased amount of clients from word or mouth and agency referrals.

20.) Will this project result in savings for a City Department or Community beyond 2026?

No

If yes, please identify:

21.) Will this project increase future revenues for the City of Lynn?

No

If yes, please identify:

22.) Is additional staff required for the duration of the project?

No

If yes, please identify:

 

23.) Does the proposed project benefit residents disproportionately impacted by the COVID-19 pandemic?

Yes

If yes, please identify:

The Lynn Family Resource Center provides a single point of entry for family members to access support services. If services cannot be provided onsite, we provide information/referral to a network of service providers.  The majority of our calls are in regards to clothes, diapers and food help from our clients who are majority Lynn residents and who are in large part members of the low income, people of color and undocumented immigrant community. 

24.) Does the proposed project reduce adverse climate impacts and/or promote environmental sustainability?

No

If yes, please identify:

25.) Does the project benefit a neighborhood, region of the City, or the City as a whole?

Entire City

If yes, please identify:

The Lynn FRC has no catchment area so we serve the entire Essex County as you can see stated in our above information the majority of the community we serve is the city of Lynn. There is no one section of Lynn we serve more of but we benefit the entire city with anything they need.

AGENCY INFORMATION

Background/Program Experience:

The Lynn Family Forward Resource Center provides parenting programs, support groups, information and referral resources, and education for families whose children range in age from birth to 18 years old. The Lynn Family Forward Resource Center helps families resolve challenges, strengthen their bonds, connect to others and engage in their community and individuals services are voluntary, confidential, community-based and tailored to meet your families needs.  We provide the following services to the community: Parenting Skills Workshops, LGBTQ Support group, Support groups, CRA Services, Community Closet with Clothes, food, and diapers , a young boys true mentoring, family & child assessments, assistance with housing and food insecurity, SNAP Application help and last but not least support with outside services and referrals.

AGENCY INFORMATION (Con’t)

Monitoring:

We have a financial department in the main office of Centerboard that will be in charge of financial monitoring of this grant.

We have a financial department in the main office of Centerboard that will be in charge of all Audit requirements of this grant.

We have a financial department in the main office of Centerboard that will be in charge of all Insurance/Bonding/Worker’s Compensation for this grant.

We serve countless populations within the Essex County Community some of which include Youth, Low Income Population, People of Color, the Undocumented Immigrant Community, Women, Men, and Single Mothers.

How many people do you serve monthly? 140

AGENCY INFORMATION (Con’t)

Is this a certified minority-owned and/or women-owned entity? No

No

File Upload (optional):

STANDARD DOCUMENTATION – Please Attach the Following:

Articles of Incorporation: https://lynnarpa.com/wp-content/uploads/formidable/8/Centerboard-Articles-of-Organization.pdf

Organization Bylaws:

501(c)(3) Letter of Tax Determination Status (status must be active): https://lynnarpa.com/wp-content/uploads/formidable/8/MA-ST-2-TAX-EXEMPT-1.pdf

List of the Board of Directors: https://lynnarpa.com/wp-content/uploads/formidable/8/Centerboard-Board-of-Directors.docx

Organizational Chart: https://lynnarpa.com/wp-content/uploads/formidable/8/CBoard-Updated-Org.-Chart.pdf

Signature Authorization Form:

 

STANDARD DOCUMENTATION – Please Attach the Following:

Resume of the Chief Fiscal Officer: https://lynnarpa.com/wp-content/uploads/formidable/8/Centerboard-CFO-1.docx

Resume of the Chief Program Administrator: https://lynnarpa.com/wp-content/uploads/formidable/8/Centerboard-CPA-1.docx

Financial Statement and Audit: https://lynnarpa.com/wp-content/uploads/formidable/8/Centerboard-Inc.-GAS-FS-6-30-2021.pdf

IRS 990 Filing: https://lynnarpa.com/wp-content/uploads/formidable/8/IRS-990.pdf

Insurance Binder:

Administrative Information

A.) Name of Organization: Goldfish Pond Association Inc

B.) Date: May 12, 2022

C.) Primary Contact Person: Patricia Greene

D.) Position/Title of Primary Contact Person: President

E.) Organization Address: 33 Burrill Ave
Lynn, Massachusetts 01902

F.) Primary Contact Email: paintertrish67@yahoo.com

G.) Primary Phone: 7815939539

H.) Person Signing Sub-recipient Contract: 

I.) Position/Title of Person Signing Sub-recipient Contract: 

J.) Sub-recipient Signer’s Email: 

K.) Tax ID: 83-4684341

L.) DUNS #: 

2.) Name of Proposed ARPA Project:

3.) Type of Project:

B.) If applicable, please identify:

4.) Estimated Project Timeline:

A.) Estimated Start Date of Project: May 12, 2022

5.) Please note project milestones:

Pease list each project milestone and date (approximate):

File upload: 

6.) Project Description:

Goldfish Pond is in need of new fountains. The current fountains do not work. These fountains are key to the historical nature of the pond. They are also instrumental in adding oxygen to the water and overall water health. Without the fountains, the water quality is poor and may pose a health hazard. This is a city park and playground visited by all citizens of Lynn.

7.) Performance Measurement:

B.) # Low and moderate-income persons expected to service: 100,000
C.) % Low and moderate-income persons expected to service: 100

8.) Identify the Category for Eligible Use (see attached list from U.S. Treasury):

9.) Allowable Expenditures for American Rescue Plan Act (ARPA) Funds

  • Public Health:

  • Negative Economic Impacts:

  • Services to Disproportionately Impacted Communities:

  • Premium Pay:

  • Infrastructure Improvements: 5.18 Water and Sewer: Other

  • Revenue Replacement:

  • Administrative & Other:

10.) Please explain how the project qualifies under the expenditure category noted above:

This is a body of water that is manmade. This is not a natural pond. This pond is dependent on water being added to it by the city of Lynn Water and Sewer Commission. The fountains are necessary for water quality by adding oxygen to the water.

11.) How does the proposed project relate to the COVID-19 pandemic and how will ARPA funding help address this need?

ARPA Funding to help rebuild areas of neglect in urban cities. This is spot on!

12.) How will this project benefit residents and/or businesses in the City of Lynn?

This project of new fountains will benefit all of Lynn who visit Goldfish Pond and park.

13.) What specific outcomes or accomplishments will this project receive?

New fountains will help oxygenate the water to improve the water quality.

14.) Project Cost:

B.) Amount of Lynn ARPA Funds Requested: $40,000

15.) Are the project costs ready to be appropriated, or will they be phased?

Appropriated

16.) Are matching funds available from another source?

No

If yes, please identify source(s) and amount(s):

17.) Are there other funding opportunities available that may reduce the amount of ARPA funding needed?

No

If yes, please identify:

18.) Budget summary of activity, including all proposed and confirmed funding sources:

Proposed fountains: Three AquaMaster Volcano Units (1.5HP), with Etna pattern (cable lengths 100′, 200′, 250′), three panels which would be wired as a CCP3 custom panel to allow for synchronized lighting, along with 2 fixture (40W) RGBW programmable colored lights, and the bluetooth module (which allows for control of the lights within line of sight from an Android tablet or phone). $30,187 for the three fountains, lights, freight, and installation. We will also need an electrician to wire the panels and we handle the rest of the installation including anchoring the fountains into the pond. $10,000 for electrician is an estimate, likely not that high.

Upload additional files:

19.) Will the proposed project incur any ongoing/recurring costs?

No

If yes, please identify:

20.) Will this project result in savings for a City Department or Community beyond 2026?

No

If yes, please identify:

21.) Will this project increase future revenues for the City of Lynn?

No

If yes, please identify:

22.) Is additional staff required for the duration of the project?

No

If yes, please identify:

 

23.) Does the proposed project benefit residents disproportionately impacted by the COVID-19 pandemic?

Yes

If yes, please identify:

Lynn residents were highly affected by COVID-19. More residents visited the pond during covid time than any other. People were getting outside and walking and this was a prime destination for walkers. We need to restore the beauty of the pond while funds are available.

24.) Does the proposed project reduce adverse climate impacts and/or promote environmental sustainability?

Yes

If yes, please identify:

Yes. This is a public park and visitors there see wildlife, plants, and flowers. This encourages people to get involved in nature and their parks.

25.) Does the project benefit a neighborhood, region of the City, or the City as a whole?

Entire City

If yes, please identify:

The park is a Lynn landmark. It being the first site of a European settlement in 1629.

AGENCY INFORMATION

Background/Program Experience:

AGENCY INFORMATION (Con’t)

Monitoring:

How many people do you serve monthly?

AGENCY INFORMATION (Con’t)

Is this a certified minority-owned and/or women-owned entity?

File Upload (optional):

STANDARD DOCUMENTATION – Please Attach the Following:

Articles of Incorporation: https://lynnarpa.com/wp-content/uploads/formidable/8/MASS-CORP-FILING-ARTICLES.pdf

Organization Bylaws: https://lynnarpa.com/wp-content/uploads/formidable/8/GoldfishPondBylaws_10012019.doc

501(c)(3) Letter of Tax Determination Status (status must be active): https://lynnarpa.com/wp-content/uploads/formidable/8/Determination-2nd-fed-ltr.pdf

List of the Board of Directors: https://i0.wp.com/lynnarpa.com/wp-content/uploads/formidable/8/Screen-Shot-2022-05-12-at-3.00.03-PM.png?resize=150%2C150&ssl=1

Organizational Chart:

Signature Authorization Form:

 

STANDARD DOCUMENTATION – Please Attach the Following:

Resume of the Chief Fiscal Officer:

Resume of the Chief Program Administrator:

Financial Statement and Audit:

IRS 990 Filing:

Insurance Binder:

Administrative Information

A.) Name of Organization: Alysha Hill Bingham Leadership Foundation

B.) Date: May 24, 2022

C.) Primary Contact Person: Alysha Bingham

D.) Position/Title of Primary Contact Person: Founder/President

E.) Organization Address: 1 Carroll Way
Lynn, Massachusetts 01902

F.) Primary Contact Email: Alysha.hill@gmail.com

G.) Primary Phone: 7813755108

H.) Person Signing Sub-recipient Contract: Alysha Bingham

I.) Position/Title of Person Signing Sub-recipient Contract: Founder/Secretary

J.) Sub-recipient Signer’s Email: Alysha.hill@gmail.com

K.) Tax ID: 834109715

L.) DUNS #: 118682543

2.) Name of Proposed ARPA Project:

3.) Type of Project:

B.) If applicable, please identify:

4.) Estimated Project Timeline:

A.) Estimated Start Date of Project: September 1, 2024

5.) Please note project milestones:

Pease list each project milestone and date (approximate):

The project will begin in Phase 1 September of 2022.  The apprenticeship aptitude preparation will be 3 days per week. Phase 2 with include a practice test along with. Phase 3 with be Interview Preparation in December of 2022 for applicants that have passed the test and are moving through the interview process.

File upload: 

6.) Project Description:

The project has a mission to improve the lives of low-income families in the city of Lynn. Often times college is an expensive that is not affordable for all. Obtaining a trade is a viable option to improve the lives of families in the community.

This project will provide individuals with all of the information to apply, aptitude preparation test, hand eye coordination, and interview prep for the following unions.

Local IBEW 103 Electrical/ Telecommunications

Local 12 Plumbers

Local 4 Operating Engineers]

Local 537 Sprinkler Fitters

7.) Performance Measurement:

B.) # Low and moderate-income persons expected to service: 100
C.) % Low and moderate-income persons expected to service: 50%

8.) Identify the Category for Eligible Use (see attached list from U.S. Treasury):

9.) Allowable Expenditures for American Rescue Plan Act (ARPA) Funds

  • Public Health:

  • Negative Economic Impacts: 2.10 Assistance to Unemployed or Underemployed Workers (e.g. job training, subsidized employment, employment supports or incentives)

  • Services to Disproportionately Impacted Communities:

  • Premium Pay:

  • Infrastructure Improvements:

  • Revenue Replacement:

  • Administrative & Other:

10.) Please explain how the project qualifies under the expenditure category noted above:

This project is addressing educational disparities. It would be a great opportunity to help the low-income residents change their lives at no cost to them. Providing individuals with the knowledge and education to change their lives is essential to the Lynn community.

11.) How does the proposed project relate to the COVID-19 pandemic and how will ARPA funding help address this need?

Due to Covid many lost their jobs and their loved ones.  Due to covid many people are poor and homeless, not to mention the immigrant population that is growing in the community. The ARPA funds will allow these individuals to look at career avenues that they didn’t know existed. This opportunity will decrease the poverty level.

12.) How will this project benefit residents and/or businesses in the City of Lynn?

This program with benefit the low-income residents in the community of Lynn that are looking to improve their lives and decrease poverty. Becoming part of the union trades will allow individuals to not need public assistance from the city to live or to eat. By providing this knowledge and training with a successful outcome, our community will be better.

13.) What specific outcomes or accomplishments will this project receive?

The performance will be measured by the individuals that pass the aptitude test and get an interview into the union.

14.) Project Cost:

B.) Amount of Lynn ARPA Funds Requested: $22,500

15.) Are the project costs ready to be appropriated, or will they be phased?

Appropriated

16.) Are matching funds available from another source?

No

If yes, please identify source(s) and amount(s):

17.) Are there other funding opportunities available that may reduce the amount of ARPA funding needed?

No

If yes, please identify:

18.) Budget summary of activity, including all proposed and confirmed funding sources:

The budget includes:

Text Book

Material

Teacher Cost (material preparation/classroom time)

Classroom Rental

Healthy Snacks

Upload additional files:

19.) Will the proposed project incur any ongoing/recurring costs?

No

If yes, please identify:

20.) Will this project result in savings for a City Department or Community beyond 2026?

Yes

If yes, please identify:

As the project progressing and individuals improve their lives less help is needed from Lynn Housing Authority ( section 8) and other low income programs

21.) Will this project increase future revenues for the City of Lynn?

Yes

If yes, please identify:

As the residents become financially stable, they have the funds to invest in the community.

22.) Is additional staff required for the duration of the project?

Yes

If yes, please identify:

Yes administrative staff are needed to monitor the chat if student do not feel comfortable being in person due to covid.

 

23.) Does the proposed project benefit residents disproportionately impacted by the COVID-19 pandemic?

Yes

If yes, please identify:

24.) Does the proposed project reduce adverse climate impacts and/or promote environmental sustainability?

No

If yes, please identify:

25.) Does the project benefit a neighborhood, region of the City, or the City as a whole?

Entire City

If yes, please identify:

AGENCY INFORMATION

Background/Program Experience:

The teacher of this course is the founder of the Alysha Hill Bingham Leadership foundation founded in 2019. She is a first generation student that is passionate about her community. She has given scholarship and mentorship to first generation students pursuing further education.

This program will impact the community further by impacting not only students but adults at low income levels that are interested in pursuing a trade but do jut have the funds to do so.

AGENCY INFORMATION (Con’t)

Monitoring:

This class will be monitored by the test scores received by applicants.

Non applicable

Non Applicable

Lynn ma low income community

How many people do you serve monthly? 50

AGENCY INFORMATION (Con’t)

Is this a certified minority-owned and/or women-owned entity? Yes

No

File Upload (optional): https://lynnarpa.com/wp-content/uploads/formidable/8/Union-Aptitude-Test-Prep-2022-.pdf

STANDARD DOCUMENTATION – Please Attach the Following:

Articles of Incorporation: https://lynnarpa.com/wp-content/uploads/formidable/8/CorpSearchViewPDF.aspx_-1.pdf

Organization Bylaws:

501(c)(3) Letter of Tax Determination Status (status must be active): https://lynnarpa.com/wp-content/uploads/formidable/8/AHB-Leadership-Foundation-501c3.pdf

List of the Board of Directors: https://lynnarpa.com/wp-content/uploads/formidable/8/CorpSearchViewPDF.aspx-2-1.pdf

Organizational Chart: https://lynnarpa.com/wp-content/uploads/formidable/8/CorpSearchViewPDF.aspx-2-2.pdf

Signature Authorization Form:

 

STANDARD DOCUMENTATION – Please Attach the Following:

Resume of the Chief Fiscal Officer: https://lynnarpa.com/wp-content/uploads/formidable/8/AlyshaBingham_Resume.pdf

Resume of the Chief Program Administrator:

Financial Statement and Audit:

IRS 990 Filing: https://lynnarpa.com/wp-content/uploads/formidable/8/Electronic-Notice-990N.pdf

Insurance Binder:

Administrative Information

A.) Name of Organization: Greater Lynn Chamber of Commerce

B.) Date: May 17, 2022

C.) Primary Contact Person: Colin Codner

D.) Position/Title of Primary Contact Person: Executive Director

E.) Organization Address: 583 CHESTNUT ST STE 8
Lynn, Massachusetts 01904

F.) Primary Contact Email: colin@greaterlynnchamber.com

G.) Primary Phone: 17815922900

H.) Person Signing Sub-recipient Contract: 

I.) Position/Title of Person Signing Sub-recipient Contract: 

J.) Sub-recipient Signer’s Email: 

K.) Tax ID: 04-1563520

L.) DUNS #: 929854305

2.) Name of Proposed ARPA Project:

3.) Type of Project:

B.) If applicable, please identify:

4.) Estimated Project Timeline:

A.) Estimated Start Date of Project: September 1, 2022

5.) Please note project milestones:

Pease list each project milestone and date (approximate):

9/1/2022  :  Space Development and buildout

1/1/2023  :  Launch of Space

 

 

File upload: 

6.) Project Description:

The Greater Lynn Chamber of Commerce, in collaboration with local partner organizations, is striving to launch a central location to triage community members to support services to advance their businesses and careers.  This center, located in downtown Lynn, would be a central, accessible location to the entire community.

7.) Performance Measurement:

B.) # Low and moderate-income persons expected to service:
C.) % Low and moderate-income persons expected to service: 50%

8.) Identify the Category for Eligible Use (see attached list from U.S. Treasury):

9.) Allowable Expenditures for American Rescue Plan Act (ARPA) Funds

  • Public Health:

  • Negative Economic Impacts: 2.30 Technical Assistance, Counseling, or Business Planning

  • Services to Disproportionately Impacted Communities:

  • Premium Pay:

  • Infrastructure Improvements:

  • Revenue Replacement:

  • Administrative & Other:

10.) Please explain how the project qualifies under the expenditure category noted above:

This center will be a central location for individuals seeking support services and technical assistance to advance their careers and/or their business.  These services, in collaboration with community partners, will be directly delivering support, referring individuals to other support providers, and enabling the community to learn about and access these services.

11.) How does the proposed project relate to the COVID-19 pandemic and how will ARPA funding help address this need?

This addresses the COVID-19 pandemic in two very specific ways.

  1. We re-affirmed, during the pandemic, that access to technical assistance and counseling services for businesses (compared to those who do not have/did not use them) have a clear and directly connection to the success/growth of a business; Making businesses better at being businesses.  Creating a public-accessible center to increase this support leads to more businesses having more successful outcomes, leading to jobs, careers, and overall enhancement of economic vitality in the community.
  2. COVID-19 pandemic has accelerated us into a workforce crisis.  Qualified individuals in Trade-based jobs is at an extreme low, awareness of, and access to, career advancement pathways is low, and access to work-experience opportunities is also at a low point.  The City of Lynn has wonderful opportunties and resources for individuals to access to better their career prospects.  This centralized access point will allow them to harness these opportunities.

12.) How will this project benefit residents and/or businesses in the City of Lynn?

This Center will serve as a central point to receive a wide array of professional development and business support services.  BOth the businesses and the residents of Lynn will benefit from this center by increasing the utilization of the programs and services this center, and the community partners, provide.

13.) What specific outcomes or accomplishments will this project receive?

Project performance will mainly be measured on a volume basis.  Like most activities focused on centralizing services, an increase in the number of individuals accessing the services already provided will be the driving success metric.

14.) Project Cost:

B.) Amount of Lynn ARPA Funds Requested: 200000

15.) Are the project costs ready to be appropriated, or will they be phased?

Phased

16.) Are matching funds available from another source?

No

If yes, please identify source(s) and amount(s):

17.) Are there other funding opportunities available that may reduce the amount of ARPA funding needed?

No

If yes, please identify:

The ARPA funding request is the basic functionality of the space, start-up operational costs, initial marketing and community outreach costs.  Any outside/additional funding would be used for sustainability and programmatic expansion.

18.) Budget summary of activity, including all proposed and confirmed funding sources:

Upload additional files:

19.) Will the proposed project incur any ongoing/recurring costs?

Yes

If yes, please identify:

Programmatic/operational costs such as maintence, rent/mortgage, utilities, are the main source of long-term costs.  The programmatic components of the Center are, by and large, currently being supported by partner organizations and would not be a long-term part of the budget.

20.) Will this project result in savings for a City Department or Community beyond 2026?

No

If yes, please identify:

Possibly indirect cost savings

21.) Will this project increase future revenues for the City of Lynn?

Yes

If yes, please identify:

Successful businesses lead to additional tax revenue.  A higher educated, career advanced workforce leads to higher income taxes paid to the City.

22.) Is additional staff required for the duration of the project?

Yes

If yes, please identify:

A center/community coordinator would be a necessary staff addition

 

23.) Does the proposed project benefit residents disproportionately impacted by the COVID-19 pandemic?

Yes

If yes, please identify:

Business owners have been dispropostionately impacted by the COVID-19 pandemic.  Also disproportionately impacted are lower-wage workers who now find it difficult to pursue career advancement opportunities.

24.) Does the proposed project reduce adverse climate impacts and/or promote environmental sustainability?

No

If yes, please identify:

25.) Does the project benefit a neighborhood, region of the City, or the City as a whole?

Entire City

If yes, please identify:

This benefits the entire city, but also the downtown area specifically.

AGENCY INFORMATION

Background/Program Experience:

The Chamber of Commerce has extensive experience providing technical support, business counseling, and career development programming.  It also has extensive experience collaborating with partner organizations in support of overall economic vitality advancement activities.

AGENCY INFORMATION (Con’t)

Monitoring:

How many people do you serve monthly?

AGENCY INFORMATION (Con’t)

Is this a certified minority-owned and/or women-owned entity? No

No

File Upload (optional):

STANDARD DOCUMENTATION – Please Attach the Following:

Articles of Incorporation:

Organization Bylaws:

501(c)(3) Letter of Tax Determination Status (status must be active):

List of the Board of Directors:

Organizational Chart:

Signature Authorization Form:

 

STANDARD DOCUMENTATION – Please Attach the Following:

Resume of the Chief Fiscal Officer:

Resume of the Chief Program Administrator:

Financial Statement and Audit:

IRS 990 Filing:

Insurance Binder:

Administrative Information

A.) Name of Organization: St. Mary’s High School, Inc.

B.) Date: May 19, 2022

C.) Primary Contact Person: Lindsay Lockwood

D.) Position/Title of Primary Contact Person: COO

E.) Organization Address: 35 Tremont Street
Lynn, Massachusetts 01902

F.) Primary Contact Email: lindsay.lockwood@stmaryslynn.com

G.) Primary Phone: 7815862066

H.) Person Signing Sub-recipient Contract: John Dolan

I.) Position/Title of Person Signing Sub-recipient Contract: Head of School

J.) Sub-recipient Signer’s Email: john.dolan@stmaryslynn.com

K.) Tax ID: 20-5539866

L.) DUNS #: 

2.) Name of Proposed ARPA Project:

3.) Type of Project:

B.) If applicable, please identify:

4.) Estimated Project Timeline:

A.) Estimated Start Date of Project: July 1, 2022

5.) Please note project milestones:

Pease list each project milestone and date (approximate):

  1. Removal of existing solar panels
  2. Repair hole in roof, create additional drains
  3. Potentially reinstall solar panels (TBD)

File upload: https://lynnarpa.com/wp-content/uploads/formidable/8/ST.-MARY-LYNN-GYMNASIUM-ROOF-REPLACEMENT.pdf, https://lynnarpa.com/wp-content/uploads/formidable/8/St.-Marys-High-School-Lynn-MA-Power-Purchase-Agreement.PDF.pdf

6.) Project Description:

There is currently a hole in the roof of the Gym building. The Gym building also houses the School’s Dining Commons.

Due to the hole in the roof, there had been several games and tournaments for which St. Mary’s was no longer able to hold due to the hazard.

There is also an issue of rainfall and that the roof was built with only 2 drains. These drains are currently covered and/or difficult to access due to the solar panels. When there is excess rainfall, the water pools on the roof and cannot be removed at a rate fast enough. This past year, this issue led to the gym and the dining commons being taken offline for a period as there was concern that the weight of the pooled water would not be held.

The gym and dining commons are the two largest areas on campus allowing for classes, speakers, and of course, lunch to be held in a way where students can appropriately space for safety.

The loss of either of these spaces would have a direct correlation as to the continued use of space and ability to deliver upon the educational experience necessary for students.

7.) Performance Measurement:

B.) # Low and moderate-income persons expected to service: approximately 350
C.) % Low and moderate-income persons expected to service: Approximately 50%. Almost all students who attend St. Mary’s receive financial aid.

8.) Identify the Category for Eligible Use (see attached list from U.S. Treasury):

9.) Allowable Expenditures for American Rescue Plan Act (ARPA) Funds

  • Public Health:

  • Negative Economic Impacts: 2.34 Assistance to Impacted Nonprofit Organizations (Impacted or Disproportionately Impacted)

  • Services to Disproportionately Impacted Communities:

  • Premium Pay:

  • Infrastructure Improvements:

  • Revenue Replacement:

  • Administrative & Other:

10.) Please explain how the project qualifies under the expenditure category noted above:

This project would aid both the public health as well as those who are food insecure.

  1. These two largest spaces allow for adequate spacing of students
  2. St. Mary’s offers an all-inclusive meal plan for all students. Every student in attendance is entitled to an all you can eat breakfast & lunch while at school
  3. Should the roof flood and potentially fall, we would no longer be able to offer lunch for students which would impact the delivery of the educational experience

11.) How does the proposed project relate to the COVID-19 pandemic and how will ARPA funding help address this need?

This project would aid both the public health as well as those who are food insecure.

  1. These two largest spaces allow for adequate spacing of students
  2. St. Mary’s offers an all-inclusive meal plan for all students. Every student in attendance is entitled to an all you can eat breakfast & lunch while at school
  3. Should the roof flood and potentially fall, we would no longer be able to offer lunch for students which would impact the delivery of the educational experience – we want to ensure that all individuals of school-age are actively enrolled in school. Thus no longer contributing to a learning loss.

12.) How will this project benefit residents and/or businesses in the City of Lynn?

Oftentimes the gym is used by residents or local clubs.

13.) What specific outcomes or accomplishments will this project receive?

  1. Ensure the sustainability of the roof for the next 25-30 years
  2. Ensure continued use of the Dining Commons & Gym spaces
  3. Mitigate the potential for flooding of the two largest spaces
  4. Ensure that there is no pooling of water due to the limited number of current drains

14.) Project Cost:

B.) Amount of Lynn ARPA Funds Requested: 450,000

15.) Are the project costs ready to be appropriated, or will they be phased?

Appropriated

16.) Are matching funds available from another source?

No

If yes, please identify source(s) and amount(s):

St. Mary’s is actively looking for grants and other partners who would be able to assist with this project. At this time, that outreach is ongoing and we do not have a commitment

17.) Are there other funding opportunities available that may reduce the amount of ARPA funding needed?

Yes

If yes, please identify:

As referenced, we are actively looking for other grants or partners who would be able to help offset the ARPA funding request. Should the project be approved, we will alert those needed of any additional funds secured.

18.) Budget summary of activity, including all proposed and confirmed funding sources:

July & August of 2022

Upload additional files: https://lynnarpa.com/wp-content/uploads/formidable/8/ST.-MARY-LYNN-GYMNASIUM-ROOF-REPLACEMENT-1.pdf

19.) Will the proposed project incur any ongoing/recurring costs?

No

If yes, please identify:

20.) Will this project result in savings for a City Department or Community beyond 2026?

No

If yes, please identify:

21.) Will this project increase future revenues for the City of Lynn?

No

If yes, please identify:

We are uncertain as of this time, however, we remain a dedicated partner to the city of Lynn and would be open to areas in which we would be able to help and give back to the community.

Of note, St. Mary’s had partnered directly with Lynn Community Health Center to provide a location for testing and a vaccination site.

22.) Is additional staff required for the duration of the project?

No

If yes, please identify:

 

23.) Does the proposed project benefit residents disproportionately impacted by the COVID-19 pandemic?

Yes

If yes, please identify:

Many of our students and families were affected and continue to be affected by COVID and supply chain issues. This project would directly impact them and the educational pursuits of their children.

24.) Does the proposed project reduce adverse climate impacts and/or promote environmental sustainability?

Yes

If yes, please identify:

If the solar panels are replaced, we would see an additional use of clean solar energy.

25.) Does the project benefit a neighborhood, region of the City, or the City as a whole?

Entire City

If yes, please identify:

As of now, this project would benefit those directly around St. Mary’s and the approximately 40% of students that we enroll from Lynn.

AGENCY INFORMATION

Background/Program Experience:

St. Mary’s is a certified non-profit located in the heart of Lynn. Our mission is to educate students from early childhood through grade 12 through Catholic values. We teach being good stewards and members of our community.

AGENCY INFORMATION (Con’t)

Monitoring:

This project will be overseen by the Director of Athletics and Campus Operations, Jeff Newhall as well as the Director of Facilities, Dave Giarusso.

St. Mary’s reports of a Board of Trustees that monitors all campus operations, including setting of policies and approval of resource allocations.

St. Mary’s is independently audited on an annual basis.

St. Mary’s in insured through the Roman Catholic Archdiocese of Boston.

St. Mary’s serves students and families from 30+ neighborhoods and towns across the North Shore and Boston.

How many people do you serve monthly? 930

AGENCY INFORMATION (Con’t)

Is this a certified minority-owned and/or women-owned entity? No

No

File Upload (optional):

STANDARD DOCUMENTATION – Please Attach the Following:

Articles of Incorporation: https://lynnarpa.com/wp-content/uploads/formidable/8/Articles-of-Incorportation.pdf

Organization Bylaws: https://lynnarpa.com/wp-content/uploads/formidable/8/BOT-By-Laws-2.pdf

501(c)(3) Letter of Tax Determination Status (status must be active): https://lynnarpa.com/wp-content/uploads/formidable/8/SMH-Tax-Exempt-Form-Through-2030-2.pdf

List of the Board of Directors: https://lynnarpa.com/wp-content/uploads/formidable/8/CorpSearchViewPDF.aspx_-2.pdf

Organizational Chart: https://lynnarpa.com/wp-content/uploads/formidable/8/Org-Charts-2.pdf

Signature Authorization Form:

 

STANDARD DOCUMENTATION – Please Attach the Following:

Resume of the Chief Fiscal Officer:

Resume of the Chief Program Administrator:

Financial Statement and Audit:

IRS 990 Filing:

Insurance Binder:

Administrative Information

A.) Name of Organization: LEAP for Education, Inc.

B.) Date: May 27, 2022

C.) Primary Contact Person: Linda Saris

D.) Position/Title of Primary Contact Person: Executive Director

E.) Organization Address: 35 CONGRESS STREET SUITE 102
SALEM, Massachusetts 01970

F.) Primary Contact Email: LSARIS@LEAP4ED.ORG

G.) Primary Phone: 7816960899

H.) Person Signing Sub-recipient Contract: LINDA SARIS

I.) Position/Title of Person Signing Sub-recipient Contract: Executive Director

J.) Sub-recipient Signer’s Email: LSARIS@LEAP4ED.ORG

K.) Tax ID: 471445061

L.) DUNS #: 079796689

2.) Name of Proposed ARPA Project:

3.) Type of Project:

B.) If applicable, please identify: While this is a new project at Lynn English, this expands LEAP’s program offerings to its middle school students currently enrolled at Marshall Middle School in Lynn.

4.) Estimated Project Timeline:

A.) Estimated Start Date of Project: September 6, 2022

5.) Please note project milestones:

Pease list each project milestone and date (approximate):

  1. Project Milestones

The college and career program for Lynn English High School will start as a Teen Center in January 2023. A summer work program will be added on 7/1/23 and the College Success Program will be added in September, 2023. 

The concept and approval to begin the program design for these programs at Lynn English High School started in January, 2022 and will be completed by the end of the summer. This has consisted of:

  1. Surveying 800 students, parents and teachers (done)
  2. Meet with guidance team and principal (done)
  3. Meet with Early College director and Assistant Superintendent (done)
  4. Meet with Superintendent and the School District Fiscal Officer (done)
  5. Get approval to move forward from Principal and Superintendent (done)

Phase 1: Program Design, Recruiting, and 6 month pilot of Teen Center and planning for Summer Work Program and College Success Program  

Time Period: 1/1/23 – 8/30/2023  # students: 30

  1. Convene a project planning group consisting of both LEAP staff and LEHS staff
  2. Hire Teen Center Manager Complete program design Convene broad stakeholder group including LEHS teachers, guidance counselors, parents, students, and other nonprofit organizations to give feedback on design Hire Teen Center Coordinator 
  3. Finalize program design based on feedback 
  4. Hire staff (3-4 Group Facilitators and Tutors) and recruit 30 students (target 9th and 10th graders) 
  5. Start pilot Teen Center on 1/15/23 (after mid-term exams) with 30 students
  6. Engage planning team to assist with summer work program and college success launch in Fall, 2023
  7. Redesign Teen Center program, as needed, based on pilot experience
  8. Hire Career Services Coordinator for Summer 2023
  9. Hire College Success Site Coordinator for Fall 2023
  10. Conduct at least two parent information sessions in English and Spanish introducing new school year programs
  11. Recruit 80 students for the Fall 2023 term in collaboration with LEHS Guidance Department (60 Teen Center and 20 College Success)

Phase 2: Summer Work Program

Time Period: 7/1/23 – 8/30/23 #students: 50

  1. Employ 50 Lynn teens in paid summer internships/work experiences with career mentoring
  2. Provide these 50 students with coaching, mentoring, and workshops on career readiness led by LEAP staff

Phase 3: First Full Year – Teen Center, College Success Program and Summer Work Program

Time Period – 9/30/2023 – 6/30/2025  #students: 95-120

  1. Open full program 9/30/23 with 95 unique students enrolled, 50 in the Summer Work Program, 60 in Teen Center, 20 in College Success. College Success will continue to grow for 6 years as cohorts advance from Junior year to post-secondary graduation. Conservative estimates for College Success are:
    1. 2023 – 20 high school juniors enrolled
    2. 2024 – 40 high school juniors and seniors enrolled
    3. 2025 – 55: 40 high school students and 15 post-secondary freshmen
    4. 2026 – 70: 40 high school students and 30 post-secondary freshmen and sophomores.
  2. Summer Work Program each summer for 50 students (most will be from our school year programs
  3. Complete 2nd and 3rd full year – September 2023 – June 2025 continuing to grow enrollment based on demand and available funding
  4. Hire Teen Center Associate

Phase 4: Sustainability  

Time period: 7/1/25 and beyond # students: 115 – 150

By SY 2026, we will have success metrics and will have the capacity and track record to raise sustaining funds to continue without continued ARPA support.

Request for Funding:

LEAP for Education is requesting $600,000 which represents 50% of the 3-year project budget as detailed below by phase.

Project Expenses by Phase:

Phase 1: Planning –  $55,000 (already funded)

Phase 2: Pilot (January 2023-June 2023) – $226,000

Phase 3: FY 2024 Summer Work Program (July and August, 2023) – $105,000

Phase 4: FY 2024 School Year  (September 1, 2023 – June 30, 2024) : $367,000

Phase 5: Full Year 2025 (July 1, 2024 – June 30, 2025)  $543,000 (includes Summer Work Program)

Phase 6: self-funded – sustainability

Total 2023-2025 for Phases 2, 3, 4 and 5: $1,241,000

File upload: 

6.) Project Description:

  1. Brief Description of Project:

LEAP for Education plans to open an after-school program at Lynn English High School to provide free academic support, English Literacy, and college, trade and career services. This program will include a school year Teen Center (FY23 – FY25+) and College Success Program (FY24 – FY25+) and the Summer Work Program (FY23 – FY25+).  Unduplicated high school students will start at 40 in FY23 and grow to 150 by FY25. The program will initially run 3 days per week and will expand to 4 days per week in year 2. The goal for participation will be an average of 3 hours per week during the school year or about 90 hours for the year and 120 hours during the summer. We are assuming 75% of summer work program students will have participated in either the teen center and/or the college success program during the school year. 

While this high school programming will be new to the city of Lynn, it will be based on a proven model that has existed in Salem for 15 years. Furthermore, it will be an extension of the existing middle school program, Dream MORE at Marshall Middle School where LEAP staff serves about 150 students per year. One of the chief attributes of LEAP programs is that we serve students from middle school through college so we have the opportunity to build deep, long-term relationships.  

At LEHS, 76% of youth are low-income, 92% are POC, 68% have a first language other than English, and 33% are English Language Learners. LEAP will target its programs to LEHS’s low-income and first generation to college students, regardless of GPA. Program design will be determined in collaboration with youth, parents, and faculty. Based on recently completed surveys, unique program elements are likely to include:

  •       Career exploration for both college-bound and trade-bound students
  •       Innovative approaches to career readiness including one-on-one career mentoring in partnership with an extensive network of volunteers from the business community
  •       Academic support, civic engagement and mentoring
  •       English literacy acceleration for ESL students
  •       Advising that continues through post-secondary graduation

 Components of Lynn’s high school programs include:

Teen Center – offering homework support and tutoring, academic enrichment, mentoring, English literacy programs, career services  and civic engagement. Advisors will also be available to students seeking post-secondary certifications or licensures not requiring a college degree (trades, CNA, EMT, public safety, etc).

Summer work program – a combination of in-person summer job placement, 1:1 career mentoring with business professionals and career readiness workshops in partnership with Northshore MassHire and the business community.

College Success – career exploration and immersion, college campus visits, college essay and application completion, scholarship and financial aid assistance, parent information sessions, college knowledge (how to read a syllabus, time and stress management, healthy relationships, budgeting, picking a major, accessing school services, to name a few)

Career Services – all teens in all programs will be given the opportunity to have a career mentor, and participate in job shadowing, mock interviews, networking nights and career speaker events. 

7.) Performance Measurement:

B.) # Low and moderate-income persons expected to service: 150/year by year 3
C.) % Low and moderate-income persons expected to service: 100%

8.) Identify the Category for Eligible Use (see attached list from U.S. Treasury):

9.) Allowable Expenditures for American Rescue Plan Act (ARPA) Funds

  • Public Health:

  • Negative Economic Impacts: 2.25 Addressing Educational Disparities: Academic, Social, and Emotional Services

  • Services to Disproportionately Impacted Communities:

  • Premium Pay:

  • Infrastructure Improvements:

  • Revenue Replacement:

  • Administrative & Other:

10.) Please explain how the project qualifies under the expenditure category noted above:

Please explain how the project qualifies under the expenditure category noted above:

The educational disparities within Massachusetts can be seen clearly in Lynn English High School’s 10th grade MCAS scores, which are somewhat below district averages and well below state averages, with 36% of students not meeting English language expectations (compared with 9% statewide) and 38% not meeting math expectations (compared with 12% in MA).

This project will address these disparities by providing academic support, keeping students on track to graduate high school, enhancing English language literacy for English learners, and providing students with career exploration opportunities. 

In 2021, fully 28% of LEHS graduates had no post-high school plan, compared with 7% statewide. LEAP helps students discover their strengths, interests, and skills and how they might translate into a career, supporting students in creating and executing an individual education and career plan. We do not have a one-size-fits-all approach, but value the voices of our students, designing our programs to allow each student to pursue his or her interests in ways that best utilize the unique strengths and assets each student possesses, guiding students in their selection of courses in high school that will align with their postsecondary and career goals, and improving students’ motivation and academic performance.

Social-emotional learning is one of the four key elements in LEAP’s comprehensive model for youth success. LEAP’s staff help students develop their executive functioning skills and build their emotional intelligence, using group projects to develop 21st Century skills such as problem-solving, teamwork, and initiative. We work with students to identify all opportunities and challenges, be they academic, financial, personal, or mental health, and teach students how to advocate for themselves to reach their highest potential. LEAP helps students build their social capital by introducing them to trusted adults in the community through mentorships and networking events. Although the programs are tailored to the students’ ages, emotional and social needs, as well as academic experiences, they all work toward achieving one goal: facilitating the student’s ultimate choice of a fulfilling career choice and a pathway to achieve it.

LEAP staff strive to bridge the opportunity gap by developing student’s social capital. Often it is not just what you know but who you know. Through LEAP’s programs, students form long-term trusted relationships with adults outside of home and school as well as make important social connections with community members, near-peer mentors (from LEAP’s alumni group) and career mentors from the business community.  

It should be noted that LEAP’s program addresses three out of the four strategic objectives in LPS’s FY22 Budget including: 

  1.  Provide engaging, relevant, and rigorous learning experiences 
  2. Strengthen school culture that honors and celebrates diversity and responds effectively to the social, emotional experiences of every student 
  3. Strengthen family and community partnerships to support and enhance student learning and well being.

11.) How does the proposed project relate to the COVID-19 pandemic and how will ARPA funding help address this need?

How does the proposed project relate to the COVID-19 pandemic and how will ARPA funding help address this need?

The learning loss stemming from the COVID-19 pandemic is well-documented nationwide, and can be seen specifically at LEHS through the drop in MCAS scores. In 2021, only 32% of LEHS students met or exceeded expectations in English, compared with 39% in 2019, and only 20% met or exceeded math expectations, compared with 38% pre-pandemic. This learning loss, combined with fewer opportunities for English usage among English language learners, isolation-induced mental health concerns, and reduced social capital have all dramatically impacted Lynn students.

Additionally, the pandemic has resulted in reduced college enrollment nationwide, particularly among low income, Black, and Latinx students, with 20.7% fewer students enrolled in college directly from high school in 2020 than 2019. At LEHS, only 45% of 2020 graduates enrolled in college (35% among economically disadvantaged students), and fewer than 30% enrolled in 4-year colleges or universities (21.5% for those economically disadvantaged). The reduced college enrollment trends are likely to be realized among Lynn English students, as only 44 LEHS students took the SAT in the 2020/21 school year, compared to 303 students in 2018/19, according to the MA Department of Education.

A recent research report on learning loss from Harvard’s Center for Education Policy Research  showed that students from urban schools with high poverty rates which were closed for much of 2020-2021 lost the equivalent of about 50 percent of a typical school year’s math learning during the study’s two-year window. These students fared far worse than the students who attended in-person school (which were more predominant in suburban and higher income school districts and private schools) for nearly all of 2020-21.  These students lost about 20 percent worth of a typical school year’s math learning during the study’s two-year window.

As described above, ARPA funding will enable LEAP for Education to launch its first high school program in Lynn, providing academic support and enrichment, English language literacy, social and emotional support, as well as college and career services to Lynn English students. We provide individualized support, a focus on high school graduation and post-secondary completion. 

12.) How will this project benefit residents and/or businesses in the City of Lynn?

How will this project benefit residents and/or businesses in the City of Lynn?

Benefits to LEHS students include academic enrichment, improved English language literacy, and college readiness. While this high school programming will be new to the city of Lynn, it will be based on a proven model that has existed in Salem for 15 years, where LEAP now serves 300+ students annually. Ninety-five percent (95%) of LEAP’s Salem high school students enter college (twice the rate for low-income students in MA), and seventy-five percent (75%) graduate college (3 times the rate in MA). In the years ahead, we expect to empower the same impactful life trajectories for the students of Lynn English.

Students also benefit socially and emotionally through relationships with supportive adults, building social capital with their peers, and experiencing empowerment through civic engagement. 

Additionally, LEAP offers consistent and extensive education and career support and guidance throughout students’ post-secondary journeys. All of our students electing into our postsecondary advising program are mentored throughout to ensure successful graduation and/or completion of credentials, including post-graduation plans, whether graduate school or a career. 

All programs are free to all students. With the ability to serve students from middle school through college, these students will have the opportunity to form long-term trusted relationships with LEAP and LPS staff and other community members involved in our programs

In the long term, programs like LEAP create a pipeline of educated and qualified youth to fill both job and volunteer opportunities in the city.  The entire Lynn community will benefit from this as more education, access to social capital, and career services will ultimately lead to citizens with improved economic and social mobility, higher paying jobs, and increased community engagement.

13.) What specific outcomes or accomplishments will this project receive?

Our pipeline of supportive, educational programs can be the catalyst for change for Lynn, where currently only 35% of low-income students enroll in college and only 19% graduate. Expected outcomes of LEAP programming include:

  • 90% post-secondary enrollment 
  • 75% degree or trade certificate/licensure completed
  • 95% high school graduation within 4 years
  • 150 hours of academic enrichment, career exploration, career readiness, social-emotional learning, and mentorship per student per year for 30-150+ students (phased growth over time)
  • 50 Lynn teens per year benefit from paid summer internships/work experiences with career mentoring, coaching, and career readiness workshops

Social-emotional Development is one of the key pillars for student success. To measure social-emotional needs and growth, we use the PEAR Institute’s Holistic Student Assessment, which we can compare to normative data for grade levels. It uses 14 scales that are grouped into three domains: resiliencies, relationships, and learning and school engagement. It also includes a set of questions that screens for mental health concerns like anxiety and depression. This gives us actionable data that we can use to better meet individual student needs.

14.) Project Cost:

B.) Amount of Lynn ARPA Funds Requested: 600,000

15.) Are the project costs ready to be appropriated, or will they be phased?

Phased

16.) Are matching funds available from another source?

Yes

If yes, please identify source(s) and amount(s):

We currently do not have any committed matching grants but we will be approaching a few donors and foundations over the coming weeks. The support from the City will help us secure additional state and private funds for Lynn (see below).

17.) Are there other funding opportunities available that may reduce the amount of ARPA funding needed?

Yes

If yes, please identify:

Currently LEAP has foundation grant applications in process with Eastern Bank, Ludcke, and Mifflin foundations totalling $200,000 to help fund teen programs in Lynn. We also have already committed $50,000 in funds from our discretionary funding pool.  In the near future, we will apply for additional funding in FY23 from the Lynch, Mable Louise Riley, Yawkey, and Van Otterloo foundations.  Many of these foundation grants are new for us, so funding expectations are uncertain since these grants are extremely competitive and often take 6 – 9 months from the initial application to the award and payment.  In the unlikely event that all our grant applications are successful, we will use the funds to support more students in the LEHS program. 

We are in discussions with the Lynn Public Schools to secure ESSER funding for the FY 23 Summer Work Program and the FY 23/24 Teen Center. 

LEAP already has a strong track record in Lynn.  While our middle school program at Marshall Middle School is primarily funded through a federal Department of Education 21st Century Community Learning Center grant, LEAP has brought in additional state and private funding to be able to fund field trips, and specialized programs and supports, and to serve additional students.  This has included funding from Essex County Community Foundation to bring on an additional cohort in 2021, New England Biolabs for STEM programs, and Women’s Fund of Essex County to support mental health programs for girls, to name a few. We are currently partnering with Lynn Museum on a Mass Humanities grant for summer of 2023 and will continue to find partnerships with other Lynn organizations.  We also received ESSER funding from Lynn Public Schools in 2022 to take approximately 15 students off the waitlist for our middle school programs.

LEAP will do the same for its teen programs. 

18.) Budget summary of activity, including all proposed and confirmed funding sources:

Budget narrative:

LEAP has already started planning for a teen center in FY22 which it has funded out of its discretionary pool of funds raised from private donors and foundations. This funding covered the cost of several meetings with school personnel and the completion of a survey of students, parents and teachers which informed the decision to move forward with plans for a high school program and will be the starting point for its design.

LEAP is submitting a 3 year budget (FY23 – FY25). By 2025, we will have outcomes and success metrics with which we can attract additional private and state funding. By FY2026, we will have a sustainable financial model.

The budget for FY23 through 25 is broken down by phase as follows:

Project Expenses by Phase:

Phase 1: Planning –  $55,000 (already funded)

Phase 2: Pilot (January 2023-June 2023) – $226,000

Phase 3: FY 2024 Summer Work Program (July and August, 2023) – $105,000

Phase 4: FY 2024 School Year  (September 1, 2023 – June 30, 2024) : $367,000

Phase 5: Full Year 2025 (July 1, 2024 – June 30, 2025)  $543,000 (includes Summer Work Program)

Phase 6: self-funded – sustainability

Total 2023-2025 for Phases 2, 3, 4 and 5: $1,241,000

Expense Category Explanation:

LEAP Staff Salaries: This covers the time that current LEAP staff will spend to plan, implement and manage the programs going forward.

Incremental Staff Salaries: These are new employees that LEAP will hire starting in the summer of 2022 who will be on site to manage the program and empower the students once it is up and running.  The Teen Center Site Coordinator will be hired in advance to be part of the planning and initial recruiting of staff and students.  Group Facilitators and Tutors will be hired to run activities in the program.  In FY24 we will add a College Success Coordinator to run the first junior cohort group. Another Coordinator will be hired in FY25 to work with the new juniors as the first Coordinator moves up with seniors. A Career Associate will be hired to run the career programs at the teen center and who will recruit and work with mentors and employers during the summer. 

During the summers, we will be adding several short-term temp employees. This includes Group Facilitators and Coaches to oversee the work of the students.

There is a 25% uplift for FT employee taxes and benefits.

Non-personnel expenses include:

  1. Contracted Services – includes curriculum developers, IT Services and recruiting fees
  2. Student Services – includes food for the youth and transportation home and for field trips
  3. Material & Supplies – includes instructional supplies, printed copies, and laptops
  4. Staff Travel – travel to and from the high school, meetings, conferences, etc.
  5. Staff Professional Development – cost of PD and any travel or other expenses related to PD

See answer to question 17 regarding pending funding for this project. 

Upload additional files: https://lynnarpa.com/wp-content/uploads/formidable/8/LEAP-Lynn-Highschool-3-year-budget-Submitted-to-ARPA-Rev-Final.pdf

19.) Will the proposed project incur any ongoing/recurring costs?

Yes

If yes, please identify:

Yes, LEAP plans to offer these programs in Lynn for high school and post-secondary students for several years to come.  Based on the experience in Salem, once we have established outcomes in FY 23 – FY25 we will be able to raise private and other government funding to sustain this program for many more years to come starting in FY2026. 

20.) Will this project result in savings for a City Department or Community beyond 2026?

Yes

If yes, please identify:

LEAP programs empower talented, yet under-resourced, youth to attain higher education and qualify for sustainable wage jobs. By closing the opportunity gap for Lynn’s talented youth, the entire community will benefit from a pipeline of youth, many of whom will stay connected to the community as tax-paying residents, employees, volunteers and/or changemakers.

21.) Will this project increase future revenues for the City of Lynn?

Yes

If yes, please identify:

As we did in Salem, we will continue to partner with the schools to attract funding to Lynn to benefit its students.  Since being at the middle school in Lynn for only 2 years, we have applied for and received over $100,000 in funding from private individuals, foundations and state ASOST grants. This is in addition to the $160,000 in funding from DESE for a 21st Century Community Learning Center grant that LEAP staff wrote in partnership with Lynn Public Schools. 

22.) Is additional staff required for the duration of the project?

Yes

If yes, please identify:

See budget detail for further information

The planning phase will be done by LEAP staff and LEHS faculty who will be paid at their union rate of $45/hour to participate in the planning. 

Over the 3 years, we will be hiring 1 Manager, 2 full-time Site Coordinators (1 in FY 23 and 1 in FY24), 1 career and outreach associate and several group facilitators and tutors (both paid and volunteer). With the exception of the Manager, 100% of this staff will be based in Lynn.  The manager will be responsible for both high school programs in Lynn and Salem and therefore charged only 50% to this project.

 

23.) Does the proposed project benefit residents disproportionately impacted by the COVID-19 pandemic?

Yes

If yes, please identify:

Yes. While the COVID-19 pandemic resulted in significant learning loss among students overall, the worst effects have been observed among students living in low income communities. These students fell further behind over the past two years, relative to students who are higher-income,  due to a number of factors, including lack of appropriate, private study space, outdated or non-existent computers, non-existent or unstable internet connectivity, working and/or non-English speaking parents unable to assist with schoolwork, and finally other barriers to learning such as illness, food insecurity and access to healthcare. The demographics of Lynn English High School match this disproportionately impacted group.

LEAP targets low-income, first-generation-to-college students and/or immigrant youth.  At LEAP’s program at Marshall Middle School, which will be the feeder program to Lynn English, 96% of students are low (15%) or very low income (81%) and 40% are English language learners. The LEAP data is consistent with the current demographic data for LEHS that reveal that the school serves a high needs population that requires greater educational investment: 75.8% are low income, 68.7% have a first language other than English, 33.4% are currently identified as English Language Learners, and 82.7% of all students are identified as high needs. The COVID-19 pandemic has only exacerbated the high level of need that already existed in the community.

24.) Does the proposed project reduce adverse climate impacts and/or promote environmental sustainability?

No

If yes, please identify:

25.) Does the project benefit a neighborhood, region of the City, or the City as a whole?

Region (Ward, District)

If yes, please identify:

This project directly benefits Lynn English HS students and their families. LEHS is located in Ward 2, within Lynn’s Comprehensive Revitalization Area, and serves students in all of Wards 3 and 4 and parts of Wards 1 and 5. 

Indirectly, this project will have long term, community-wide benefits, as these students enter careers and engage civically to benefit the City of Lynn.

AGENCY INFORMATION

Background/Program Experience:

Background/Program Experience:

LEAP is seeking funding to support a full year teen program for Lynn English High School students including a teen center, summer work program and a college success program.  LEAP comes to this project with over 20 years of experience in running similar youth programs for underserved youth on the North Shore.  

LEAP has been running a teen center in Salem since 2005 serving over 1000 youth over that period and currently about 50 per year.  LEAP has been running a Summer Work Program for 6 years for youth in Salem, Peabody and Gloucester.  Last year we supported 70 youth in a summer work experience which included virtual career mentoring, a completed project and presentation and weekly work readiness workshops.

LEAP’s College Success Program has been running in Salem since 2008 and in Peabody since 2013, currently serving about 80 youth in high school and 80 youth in college per year.

Furthermore, you won’t find a more experienced team than LEAP’s leadership team which is comprised of 5 individuals, 3 of whom have 40 years of experience at LEAP.  

Linda Saris is the Executive Director and Founder with 20 years experience at LEAP and 20 years of prior experience in the private sector. She has a BA in Economics and Urban Studies from the University of Pennsylvania and an MBA in Finance and Accounting from the University of Chicago.  Ms. Saris was awarded a doctorate in humane letters from Salem State University in 2015.  Ms. Saris was a former CFO and SVP of Operations  in a publicly traded technology company. 

Ms. Kayla Dorst started at LEAP 10 years ago as a math tutor and STEM Coordinator and is now Deputy Director in charge of all the programs. She has a MA in Mathematics and an MBA with a non-profit management concentration.

Ms. Jesenia Tejeda-Perez, is the Senior Director of High School and College Programs, with12 years of experience at LEAP. Ms. Tejada has a B.A. degree in Human Services from Northeastern University and a M.A. in Social Work from Boston University. Ms. Tejada has overseen a 10-fold increase in this program since joining LEAP. Ms. Tejada-Perez will oversee the high school expansion in Lynn.

Ms. Hilary Kopp, Senior Director of Middle School Programs, came to LEAP in 2020 and holds a B.A. in Political Science from Colgate, an MA in Public Administration from Princeton and an MA in Education from Salem State. Ms. Kopp has over 30 years of experience in education, after-school and workforce development and currently oversees the Salem and Lynn middle school programs. She is now in her 3rd year at LEAP.

Mr. John Dudley is LEAP’s new Director of Development as of April, 2021.  John has several years of experience, most recently 6 years with the YMCA of the North Shore as Associate Director – Major Gifts.  Prior to that he started and ran his own events company and was Executive Director of the East Boston Chamber of Commerce.  John has a B.A. degree in Marketing from Bridgewater State University. 

In 2019, LEAP was chosen as one of 8 social innovators of the year by the Social Innovation Forum.

AGENCY INFORMATION (Con’t)

Monitoring:

Monitoring

Since 2019, LEAP has been using a customized Salesforce Database to track registrations, enrollments, attendance, achievement of career goals  and progress towards post-secondary completion for each of its students. The database is also used to track demographic information.  

In addition, LEAP uses the PEAR Institute Holistic Student Assessment to identify the social emotional needs of our youth individually and as a group.

For some of our programs we also utilize pre and post surveys and the Survey Assessment for Youth Outcomes used by the state’s Department of Elementary and Secondary Education.

For academic progress we look at student’s grades and transcripts, MCAS scores, and results from iready testing and English literacy testing (for EL students) and college testing (eg SAT, ACT) done in the schools.  

Financially and strategically, we do budgets every year and a strategic plan every 3 years. This year we also completed a 3-year DEIA (A for Advocacy) plan.  These are closely monitored during the year by LEAP management with report outs to our Board frequently during the year.  An annual financial audit is completed each year.

A financial audit is required  (and completed) annually. 

Insurance certificate has been uploaded for FY 21 and FY 22

LEAP has commercial general liability policy, Directors and Officers Liability and Workmen’s Compensation.

LEAP will serve over 600 underserved youth in Lynn, Salem and Peabody in FY 

The overall demographics are as follows;

Low income: 87% (95% in Lynn)

First-generation-to-college: 82%

Students of color: 79% (96% in Lynn)

EL students: 24% (40% in Lynn)

% Latinx: 58% (87% in Lynn)

% MS, HS, College: 43%,46%,11%

How many people do you serve monthly? Currently 70 in Lynn (100 in the summer); throughout the organization: 250 (summer); 150 (school year). These are unique students for each of LEAP’s 4 yearly sessions.

AGENCY INFORMATION (Con’t)

Is this a certified minority-owned and/or women-owned entity? No

No

Linda Saris, Founder and Executive Director also acts as the Chief Fiscal Officer.

In the by-laws it speaks to the authority of the Executive Director to sign agreements

The Chief Program Administrator is our Deputy Director who oversees all of LEAP’s programs

File Upload (optional):

Administrative Information

A.) Name of Organization: LEO Inc.

B.) Date: May 27, 2022

C.) Primary Contact Person: Lisa McFadden

D.) Position/Title of Primary Contact Person: Director of Development & Communications

E.) Organization Address: 156 Broad St
Suite 110
Lynn, Massachusetts 01901-1623

F.) Primary Contact Email: lisam@leoinc.org

G.) Primary Phone: (781)309-5618

H.) Person Signing Sub-recipient Contract: Birgitta Damon

I.) Position/Title of Person Signing Sub-recipient Contract: Chief Executive Officer

J.) Sub-recipient Signer’s Email: birgittad@leoinc.org

K.) Tax ID: 04-2378885

L.) DUNS #: 073809618 (UEI# EN6NB6SKDVQ6)

2.) Name of Proposed ARPA Project:

3.) Type of Project:

B.) If applicable, please identify:

4.) Estimated Project Timeline:

A.) Estimated Start Date of Project: January 9, 2023

5.) Please note project milestones:

Pease list each project milestone and date (approximate):

Looking forward from May 2022, LEO’s timeline for project milestones is:
• 75%-complete architectural plans have been sent out to a local construction firm for a detailed estimate to confirm the cost of the project.
• Detailed estimate delivered by June 15, 2022
• Value engineering anticipated July-August 2022
• Pre-qualification of general contractors September 2022
• Applications for Building Permit and all other permits filed with City of Lynn by October 2022
• 100%-complete construction plans delivered by October 28, 2022
• RFP for General Contractor released November 1, 2022
• Proposals due back by from General Contractors by November 28, 2022
• Interview General Contractors December 5-9, 2022
• Hiring decision by LEO by December 14, 2022
• Contract for General Contractor executed by December 31, 2022
• Deconstruction and renovation of Broad St begins in January 2023
• Construction and renovation is expected to take 18-24 months, with an ample buffer built in for supply chain or subcontractor delays
• Dept. of Early Education and Care licensing and a City of Lynn occupancy permit for the preschool by July 1, 2025

LEO will be able to update this information and provide the City of Lynn with a scope of work and project schedule in December 2022, upon receipt of a project proposal from the general contractor we hire.

File upload: https://lynnarpa.com/wp-content/uploads/formidable/8/LEO-Inc-75-Construction-Drawings.zip

6.) Project Description:

LEO Inc. transforms the lives of at-risk children in Lynn through exceptional performance of the Head Start model of early childhood education. In 56 years as a nonprofit, LEO has prepared more than 10,000 preschoolers for their educational journeys, serving more preschoolers each year than the Lynn Public Schools. LEO ensures that children are “school ready” in the critical domains of early childhood education; this means they are in good physical and mental health and are enthusiastic and prepared to learn.

LEO seeks a grant of $3,000,000 towards a capital campaign goal of $15 million to fully renovate our mixed-use building at 156 Broad Street and dedicated the entire property to a preschool education center for low-income children. By investing 20% of the total estimated cost of the project, the City of Lynn can provide a healthy, safe, secure, energy-efficient preschool experience for 270 under-served children each year.

The renovation will accomplish the following goals:

• Merge three separate preschool centers into one centrally located, modernized building
• Expand the number of LEO preschool classrooms for 3- to 5-year-old children from 13 to 15
• Increase the number of children who attend LEO Head Start from 232 to 270 (+16%)
• Provide 2 outdoor STEM classrooms and playgrounds for the children, as well as a shared indoor Exercise and Movement Room, for inclement weather days
• Mitigate millions of dollars in deferred maintenance on LEO’s three buildings
• Reinvest $200,000+ annually into direct programming for children and families by eliminating duplicative operating expenses
• Bring LEO’s full cohort of preschool educators, specialists and case managers under one roof

As Lynn’s community action agency, LEO strategically manages a host of programs, resources and referrals that provide wrap-around support for children and their parents/guardians, addressing academic readiness, physical and behavioral health, food and housing insecurity, parenting skills, and job readiness through a whole-child/whole-family model of service delivery.

Based on LEO’s annual enrollment figures, we can confidently project that more than 1,650 people – children and the adults in their lives – will be served in this new building annually.

7.) Performance Measurement:

B.) # Low and moderate-income persons expected to service: 1664
C.) % Low and moderate-income persons expected to service: 100

8.) Identify the Category for Eligible Use (see attached list from U.S. Treasury):

9.) Allowable Expenditures for American Rescue Plan Act (ARPA) Funds

  • Public Health:

  • Negative Economic Impacts: 2.24 Addressing Educational Disparities: Aid to High-Poverty Districts

  • Services to Disproportionately Impacted Communities:

  • Premium Pay:

  • Infrastructure Improvements:

  • Revenue Replacement:

  • Administrative & Other:

10.) Please explain how the project qualifies under the expenditure category noted above:

Head Start and Community Action Agencies were founded in 1964, a result of the Economic Opportunity Act. LEO was established as Greater Lynn’s community action agency in 1965 and has held the contract for Head Start early childhood education since then. At the heart of LEO’s project is our agency-wide commitment to advancing equity. Within our Early Childhood Development Program, our deep passion for the value and worth of all children is demonstrated through our investment in high-quality early childhood education for low-income, at-risk families.

Children in LEO’s program are assessed at least 11 times each program year, measuring not only emerging language/literacy and cognition for math/science, but also every child’s physical (including vision, hearing, nutrition, and immunizations) and social-emotional health. Together, these facets indicate a level of “kindergarten readiness,” the child’s ability to learn and their ability to self-regulate and participate appropriately within a structured classroom setting. LEO’s preschoolers improve, on average 35% in the early childhood domains that determine school readiness each year they are enrolled in LEO Head Start. Lynn Public School teachers share with us regularly that they are able to tell which children in their kindergarten classes have come from LEO Head Start. Increasing the number of preschool slots at LEO from 232 to 270 will help address our usual wait list of more than 100 children.

LEO is unique in the early education space in Lynn. We have invested in a four-person Social/Emotional Behavioral Team to address the increasingly broad range of behaviors and disabilities (autism, Oppositional Defiance Disorder, brain disorders, etc.) that are identified in our preschool children. Our social/emotional clinicians support our Child & Family Success Teams, as well, which connect families to the other resources we have available as a community action agency (heating and utility assistance, food pantry, resources to support housing insecurity, etc.), and expedite referrals to our community partners. Bringing these case management teams together under one roof will amplify the effectiveness and immediacy of LEO’s services. Specialists will be available for immediate response when children are in need of assistance, improving the outcomes of interventions, minimizing the disruption for other children, and providing multiple facets of clinical care for each child. All members of the Child & Family Success Teams will work together from the same space to counsel families on the most direct path to financial stability.

Like all residents of Lynn, LEO’s children and families deserve a building where their learning, creativity and sense of belonging can soar.

11.) How does the proposed project relate to the COVID-19 pandemic and how will ARPA funding help address this need?

Massachusetts State Senator Jason M. Lewis and State Representative Alice M. Peisch co-chaired the Special Legislative Early Education and Care Economic Review Commission, which released its report in March 2022. In the “Note from the Commission Co-Chairs,” Lewis and Peisch state, “Building a sustainable and well-functioning system for early education and care is critical and urgent, especially for Massachusetts’s most vulnerable families. Decades of research demonstrates that access to reliable high-quality early education and care promotes children’s appropriate development, school achievement, and long-term success. High-quality programs support children’s verbal, social-emotional, and cognitive development, all of which are critical for school readiness and for closing opportunity gaps.

“Furthermore, access to high-quality early education and care affects families’ economic well-being and the overall strength of the economy, which the COVID-19 pandemic has made even more apparent. The pandemic has highlighted how important the availability of reliable care is for parents to remain in the workforce, especially mothers and people of color. It has also exacerbated the significant challenges the sector faces with a business model that does not fully support financial viability for programs, affordability for families, or recruitment, retention, and sufficient compensation for the workforce.

Key findings from the report further substantiate the co-chairs assertions:

  • Massachusetts consistently ranks as one of the least affordable states for early education and care. The average annual cost for infant care in Massachusetts is more than $20,000 and the average cost for a 4-year-old is over $15,000. On average, families spend 30% more on infant and toddler care than they do on rent. Many families pay between 20% and 40% of their incomes for care.
  • Additional instability and financial challenges stemming from the COVID pandemic including reduced enrollment, higher operating costs, new health and safety requirements, and a growing workforce shortage make it even harder for programs to stay afloat. Since March 2020, 1,359 programs closed. This represents approximately 17% of all programs and accounts for 23,395 slots for children.
  • The physical environment is a critical component of program quality. Renovations, expansions, or new facilities can be prohibitively expensive and impact programs’ ability to expand capacity.

The Special Legislative Early Education and Care Economic Review Commission is but the most recent and most local example of the epic outcry that has been echoing across the nation since 2020, when the country went into COVID lock-down and the tenuous nature of the early education and care industry took center stage. Since that time, LEO’s own Child Development Program has mirrored the issues we see and read about every day:

  • Our preschool classrooms are operating in buildings that are outdated and unhealthy, especially by COVID-19 pandemic standards
  • Front-line early educators, who are undervalued by society and, therefore, underpaid in their profession, are leaving the field for better pay in less challenging positions.
  • Our preschool centers often have too few licensed educators on site to keep classrooms open when a staff member calls out with COVID.

The challenges for LEO are exhausting, frustrating and real. But they are nothing compared to the very real pain that has been felt by our families over the past 26 months.

12.) How will this project benefit residents and/or businesses in the City of Lynn?

LEO Inc. is the only nonprofit in the city of Lynn which has the sole purposes of partnering with low-income individuals and families to rise out of poverty. LEO services help stabilize families for the short term, while we invest in a progressive, two-generation model of early education and care that provides a longer-term pathway to family stability and financial mobility. The re-design of our Broad Street building enhances our ability to address the most pressing issues facing our children and families in a timely and effective way.

On a more granular level, LEO provides an accessible option for child care for families who otherwise could not afford it. Many of the parents and caregivers in these families are the same people we count on to keep our local businesses running – restaurants and food providers, retail and industrial operations, health care and home care agencies, etc. As the pandemic made so very clear, parents and caregivers who do not have a trusted and reliable option for child care each and every day simply cannot work.

LEO is that trusted and reliable partner for 400-500 families annually. By renovating our Broad Street building, consolidating operations, and reducing our annual operating expenses, LEO is ensuring that we will be here for years to come to benefit the residents and businesses of Lynn.

13.) What specific outcomes or accomplishments will this project receive?

The renovation of LEO’s Broad St. building includes these tangible outcomes:

  • 15 preschool classrooms will be available for 270 preschoolers, increasing by 16% the number of preschool seats at LEO for children living in poverty.
  • Children’s bathrooms in each classroom will optimize teaching time, resulting in higher school readiness scores.
  • An Indoor Movement & Exercise Room will promote gross motor development and allow children to moderate their energy levels in the classroom, resulting in higher school readiness scores.
  • The Commercial Kitchen & Nutrition Center will be energy- and resource-efficient. It will comfortably accommodate an increase from 75,000 to 90,000 breakfasts, lunches and snacks annually, continuing LEO’s track record of providing nutrient-rich food to low-income children. It will be an engaging space for teaching nutrition classes for parents, resulting in better at-home nutrition for families.
  • Parents and caregivers will have opportunities to work alongside LEO’s professional kitchen staff go earn ServSafe food handling certification, making them more employable in Lynn’s robust food service and restaurant industries.
  • New fire- and public-safety measures will be installed throughout the building, improving public safety measures not only for the occupants of 156 Broad Street, but for all of the surrounding buildings in the tightly concentrated, downtown block.
  • New ventilation, heating, cooling, and air filtration systems, based on regulations and standards that have emerged from the COVID-19 pandemic, will ensure that classrooms meet or exceed licensing requirements for temperature regulation and air exchange. Children and teachers will be comfortable in the building. Clean, healthy air will circulate through the building, no matter the season, promoting good physical and mental health for occupants.
  • New design elements (grade-level entry, wheelchair accessible elevator, 6’+ hallways, universal height for plumbing, etc.) will bring the grandfathered building into ADA compliance, making it accessible, welcoming and safe for persons of all mobility levels.

Parents and caregivers will have access to a smart workshop and conference room, to participate in enrichment classes, such as progressive ESOL classes, financial literacy workshops, parenting skills trainings, and parent governance meetings, leading to increased opportunities for gainful employment and improved financial stability.

14.) Project Cost:

B.) Amount of Lynn ARPA Funds Requested: $3,000,000

15.) Are the project costs ready to be appropriated, or will they be phased?

Appropriated

16.) Are matching funds available from another source?

Yes

If yes, please identify source(s) and amount(s):

LEO currently has committed $5.5 million of the estimated $15 million price tag for the 156 Broad Street renovation plan. This funding consists of:

  • $1,000,000 of LEO’s funds, as voted on by LEO’s Board of Directors
  • $1,500,000 proceeds from the sale of LEO’s Blossom Early Education Center to the Demakes Family YMCA.
  • $3,000,000 in private philanthropic donations, including leadership gifts to date from Old Neighborhood Foods, Eastern Bank Foundation, Van Otterloo Family Foundation

17.) Are there other funding opportunities available that may reduce the amount of ARPA funding needed?

No

If yes, please identify:

LEO’s $3,000,000 request to the City of Lynn is a critical part of our strategy to raise the additional $9.5 million necessary to begin deconstruction of 156 Broad Street in January 2023 and complete renovation and new construction for the start of the 2025 Head Start program year. This request takes into account all the other private and public fundraising activity in which LEO is currently engaged for this project. An investment by the City of Lynn during this initial round of ARPA Fund grants is critical for LEO to be eligible and strongly competitive in the 2022 round of New Market Tax Credits, from which we are hoping to secure another $2 million in funding towards the remaining $9.5 million.

18.) Budget summary of activity, including all proposed and confirmed funding sources:

Source Amount Confirmed/Proposed Running Total
LEO Inc. Investment $1,000,000 Confirmed $1,000,000
Sale of LEO’s Blossom Early Education Center $1,500,000 Confirmed $2,500,000
Private Individual and Foundation Gifts $3,000,000 Confirmed $5,500,000
City of Lynn ARPA Grant $3,000,000 Proposed $8,500,000
Mass Development Underutilized Properties Grant $1,000,000 Proposed $9,500,000
FY 2022 State Supplemental Funding Appropriation $4,000,000 Proposed $13,500,000
2022-23 New Market Tax Credits $2,000,000 Proposed $15,500,000

All of the funding sources that LEO has identified as “Proposed” are highly competitive avenues for funding. Continuing LEO’s tradition of being fiscally conservation, we are proceeding under the assumption that not all of the proposed funding sources will result in full awards. Consequently, we continue to pursue, as appropriate, philanthropic donations from private individuals and foundations. LEO is also in conversation with regional banks to pre-qualify for traditional construction debt to bridge the gap until pledges are paid down and full funding of the project is in hand.

Upload additional files: https://lynnarpa.com/wp-content/uploads/formidable/8/LEO-Inc.-Broad-Street-Renovation-Budget-4-2022.pdf

19.) Will the proposed project incur any ongoing/recurring costs?

No

If yes, please identify:

The ongoing operational costs (about $5 million annually) of LEO Inc.’s Head Start Program are covered by the federal Head Start award and state supplemental funds awarded through the MA Dept. of Early Education and Care.

The full cost of the capital project must be raised outside of those funding sources, but the ongoing annual operations of the program are secure through the federal contract.

In order to provide the depth of service for which LEO’s program is known, the agency proactively seeks additional programmatic funding through individual donations, private foundation grants, and government notices of funding availability. Some recent examples of funding that has enhanced programming include: A $150,000 EOEEA grant to improve food security, a $90,000 grant to better educate and protect our community during the COVID-19 pandemic, and a $23,000 grant to support ESOL classes for Head Start parents. LEO will continue to seek this type of programmatic support during and beyond the capital project timeline.

20.) Will this project result in savings for a City Department or Community beyond 2026?

Yes

If yes, please identify:

Although LEO cannot quantify the cost savings with a number, it is projected nationally that for every dollar invested in high-quality early education and care, there is a 13:1 return on investment. A high percentage of this ROI comes from the reduced need for special education services during a child’s public school years. The city department that will benefit the most from this formula is the Lynn Public Schools (LPS), by virtue of LEO’s specialists and clinicians regularly assessing infants, toddlers and preschoolers and taking immediate action to provide early intervention for developmental delays and any physical and social-emotional diagnoses that are identified. We work side by side with LPS and Aspire Developmental Services to ensure that children and families receive the highest level of care and services at the earliest possible age in order to minimize the cost of special needs services from kindergarten through high school.

21.) Will this project increase future revenues for the City of Lynn?

No

If yes, please identify:

22.) Is additional staff required for the duration of the project?

No

If yes, please identify:

 

23.) Does the proposed project benefit residents disproportionately impacted by the COVID-19 pandemic?

Yes

If yes, please identify:

100% of LEO’s Head Start families have received multiple forms of COVID-19 emergency relief during the pandemic, much of it coming from private sources specifically for families who are ineligible for the more traditional forms of COVID relief.

LEO’s clients come to us with a variety of challenging situations, all of which qualify them as “residents disproportionately impacted by the COVID-19 pandemic.” Households living in poverty were the most severely impacted by COVID. LEO’s families in Lynn are often in doubled- or tripled-up living situations, in order to afford rent; this situation alone caused COVID to spread easily and kept hundreds of adults out of work for weeks at a time. With so many parents and guardians working front-line, minimum wage jobs, few were afforded enough (if any) paid sick time to carry them through isolation and quarantine. Many worked for small businesses who were forced to lay off workers, or which simply couldn’t outlast the pandemic and closed completely.

This data from the 2021 Head Start program year illustrates some of the characteristics that define LEO’s demographic:

  • Of the 290 preschoolers (ages 3 to 5) enrolled in LEO Head Start over the course of last year, all but 13 children lived at or below 100% of the federal poverty line.
  • 39 were on public assistance, such as TANF or SSI.
  • 13 children were in foster care.
  • 32 children were homeless.
  • 70% of children were of Latino or Hispanic origin and another 27% were of a race/ethnicity other than White.
  • Only 76 children spoke English as their primary language at home; 177 spoke Spanish. 214 children were Dual Language Learners.
  • 149 children lived in single-parent families.

In 33% of families, the highest level of education attained by the child’s parent or guardian was a high school diploma; another 33% of families had attained less than a high school diploma.

24.) Does the proposed project reduce adverse climate impacts and/or promote environmental sustainability?

Yes

If yes, please identify:

The complete renovation of 156 Broad Street affords LEO the opportunity to upgrade an outdated, semi-operational HVAC system, much of which has been in place since the mid-1900s. The heating system is forced hot air without any ability to regulate the temperature throughout the building; the system is either on, or it is off. The building’s air conditioning system failed several years ago; with two of the three floors relying on portable units that draw a tremendous amount of electricity. LEO projects energy cost savings of $100,000+ annually once the renovation is completed.

25.) Does the project benefit a neighborhood, region of the City, or the City as a whole?

Entire City

If yes, please identify:

AGENCY INFORMATION

Background/Program Experience:

LEO Inc. strengthens the Greater Lynn community through resources and services that provide opportunities for children, families and individuals to thrive. A nonprofit community action agency founded in 1965, LEO works with nearly 4,000 households annually to help stabilize them for the short-term, while we invest in a longer-term strategy to break the cycle of poverty.

LEO highest profile programs are:

  • EARLY CHILDHOOD DEVELOPMENT for children ages 6 weeks to 5 years, and pregnant women. LEO has held the competitive Head Start federal grant since its inception in 1965. The agency is currently licensed for 232 preschool seats for children ages 3 to 5 at three sites in Lynn. At a fourth site, we welcome 48 infants and toddlers for center-based care, and work with 72 additional families through our home-based program.
  • HOME ENERGY ASSISTANCE that provides safe and consistent home heating for income-qualified families.
  • SUPPLEMENTAL FOOD DISTRIBUTION for families enrolled in our early education and care centers, and for senior citizens.
  • COVID-19 EMERGENCY RELIEF
  • EMERGENCY RENT AND UTIILITY ASSISTANCE
  • VITA FREE INCOME TAX PREPARATION

LEO is committed to “meeting people where they are.” Our buildings are located on the bus and train lines, and are easily accessible by foot or car from the census tracts that report the highest levels of childhood poverty in Lynn. Our staff speaks several different languages, and we have contracted translation services for the languages they do not speak.

As LEO expands our services, we remain wholly committed to being accessible, accommodating and supportive of our clientele. To that end, we intend to consolidate our preschool classrooms into one renovated building, expand capacity by 16%, and deepen the quality of services we provide to children and families who are living in poverty.

AGENCY INFORMATION (Con’t)

Monitoring:

LEO has compiled a strong team to plan and execute the architecture and design and construction management functions of the project.

Architects are Jen Hocherman, Associate Principal, and Izabela Kennedy, Sr. Project Manager, at SV Design, Beverly and Cape Cod. Jen has 20 years of architectural experience with specialized design skills in community and early education-focused facilities. Izabela’s architectural experience encompasses a wide variety of institutional projects. She is very technical, specializing in creating construction documents to convey “big picture thinking.” SV Design works with a suite of engineers and targeted designers (commercial kitchen, playground, etc.), which makes the design process efficient and seamless.

Jonathan Lavash, principal of Jonathan Lavash Project Management, Salem and Boston, is the project director representing LEO as the owner. Serving as an executive for institutional portfolios, Jonathan has directed project managers and teams for over 40 years; recently, he has worked with several NPOs on child care facilities. Jonathan’s skills include capital asset needs assessment; financial planning and analysis, and human resource management; development, standardization and integration of project procedures, contract documents, project controls/reporting, and sustainability principals; and contract and OCIP negotiation, disposal of claims and disputes, safety, and risk management.

Both Jonathan Lavash and SV Design are contracted through completion of the project. LEO expects to hire a general contractor by December 31, 2022.

The team for LEO is led by CEO Birgitta Damon, who joined LEO in 2014. Birgitta has more than 30 years’ experience as a strategic, results‐driven leader committed to achieving social justice, increasing access to economic opportunity and providing high-quality, comprehensive, trauma‐informed services to low‐income children and families. She chairs both LEO’s fundraising and project management committees.

LEO Inc. is required to have an independent audit for annual financial statements prepared in accordance with US GAAP. LEO expends over $750,000 of federal funds in one year and is required to file the Single Audit, formerly known as the OMB Circular A-133. This is performed to monitor that the appropriate internal controls are in place and the agency is in compliance with the federal program requirements. LEO has contracts with the Commonwealth of Massachusetts for human and social services and is required to annually file the audited Uniform Financial Statements and Independent Auditor’s Report (UFR) to the Massachusetts Operational Services Division (OSD). For tax informational returns, annually the federal Form 990 and MA Form PC is prepared and filed. An annual audit of LEO’s pension plan financial statements and reporting requirements is also performed.

Citrin Cooperman & Company, LLP is currently the independent auditor for all of the required audit services. Citrin Cooperman has been LEO’s auditor since the fiscal year ending September 30, 2017. In accordance with federal funding regulations and LEO’s internal fiscal policies, LEO is required to request RFPs for the provision of audit services every five years, at a minimum. AAFCPA was the auditor for the prior five-year period.

Please refer to #11 in the Standard Documentation for information.

In program year 2021, LEO, like other nonprofit agencies, saw a reduced number of clients due to ongoing challenges posed by the pandemic. Still, we tracked nearly 4,000 unduplicated households. Of that number, 75% had an elderly household member, a member who is disabled, and/or a child age 5 or younger. We worked with 1,073 individuals aged 60 or older, 992 individuals with disabling conditions, and 68 individuals who were active military or military veterans. Half of our clients are of Hispanic/Latino/Spanish origin. LEO clients rarely use English as their primary language and we routinely provide information in six different languages.

In addition to LEO’s Head Start and Early Head Start Programs, the agency saw robust participation in our other programs, due in large part to the ongoing economic impact of the pandemic. We saw a 17% increase in applications for home heating fuel assistance and an 11% increase in households seeking assistance for the first time. We accounted for 5,403 utility assistance payments, 1,137 rent payments, multiple food distributions for 1,240 clients. LEO distributed $4.9 million in COVID emergency relief payments to residents of Lynn.

The majority of the funding LEO administers can only be used for households living below the federal poverty line or up to 130% of poverty, indicating the high level of financial instability amongst our clientele.

How many people do you serve monthly? LEO served nearly 7,000 unduplicated individuals during the last program year. Looking specifically at the households enrolled in LEO’s Head Start preschool program, we can confidently project that we will serve more than 1,650 individuals monthly at 156 Broad Street, once the renovation is complete.

AGENCY INFORMATION (Con’t)

Is this a certified minority-owned and/or women-owned entity? No

No

LEO is a founding member of the Lynn Education District (LED) collective impact partnership, and a recognized thought leader on early education and care statewide. The Lynn Education District recognizes the foundational role that early childhood education plays in lifelong learning and generational success, and the partnership wholeheartedly supports LEO’s project.

An important part of LEO’s operating model is to leverage our collaborations and alliances with 80+ regional nonprofits and agencies to ensure that our holistic approach connects adults and children to the broad network of resources that in our region. By working so closely with our sister nonprofits, agencies and funders to ensure that every family in need receives the attention and assistance they deserve, LEO has built a stellar reputation as both a leader in the war against poverty and a partner in improving the quality of life in southern Essex County.

We have attached letters of support from Lynn’s state delegation, Congressman Seth Moulton, and Lynn Public Schools Superintendent Patrick Tutwiler here, followed by a short overview of LEO’s capital project, with a few images. Fiscally, our funding base for the capital project is growing, with initial commitments from private funders totaling $3M as of today. Notable leadership donors to the project include Eastern Bank, Van Otterloo Family Foundation, Gerondelis Foundation, and Old Neighborhood Foods.

Finally, LEO has support from its constituency. We completed our triannual Community Assessment Survey in December 2020, as required by our status as a Community Action Agency. Data from that survey affirmed that accessible, affordable, high-quality, early childhood education is both desired by residents and at a premium in Lynn. The need for child care was ranked as a priority by 44% of respondents, 46% if we include after-school and summer options. With this knowledge in hand, LEO’s Policy Council (Head Start parent governance arm) and Board of Directors have voted unanimously in support of the project.

File Upload (optional): https://lynnarpa.com/wp-content/uploads/formidable/8/LEO-Inc.-Letters-of-Support-Project-Overview-with-Images.pdf

Administrative Information

A.) Name of Organization: Kayak and Sail Lynn

B.) Date: May 28, 2022

C.) Primary Contact Person: Frank Grealish

D.) Position/Title of Primary Contact Person: Director

E.) Organization Address: 11 Larch Road
Lynn, Massachusetts 01904

F.) Primary Contact Email: kayakandsaillynn@gmail.com

G.) Primary Phone: 7023799561

H.) Person Signing Sub-recipient Contract: 

I.) Position/Title of Person Signing Sub-recipient Contract: 

J.) Sub-recipient Signer’s Email: 

K.) Tax ID: 87-1867503

L.) DUNS #: 

2.) Name of Proposed ARPA Project:

3.) Type of Project:

B.) If applicable, please identify: Significantly growing the recently started kayaking program by acquiring our own equipment.

4.) Estimated Project Timeline:

A.) Estimated Start Date of Project: July 1, 2022

5.) Please note project milestones:

Pease list each project milestone and date (approximate):

File upload: 

6.) Project Description:

Kayak and Sail Lynn was launched in the Summer of 2021. After some successful events and demand being much greater than what the organization can currently provide, we have realized that need to grow and offer more frequent services. To do so, we need to acquire our own equipment. In the past, we have partnered with another organization that would provide the equipment, but this greatly reduces our autonomy and flexibility, thus stunting our growth.

Our hope is that we are granted some funding to pay for a large portion of our up-front capital expenses. This includes kayaks, paddleboards, paddles, personal flotation devices carts, racks, art equipment (for our storage container), While we do fundraise, most of this funding goes to operational and event costs.

7.) Performance Measurement:

B.) # Low and moderate-income persons expected to service:
C.) % Low and moderate-income persons expected to service: 85

8.) Identify the Category for Eligible Use (see attached list from U.S. Treasury):

9.) Allowable Expenditures for American Rescue Plan Act (ARPA) Funds

  • Public Health: 1.14 Other Public Health Services

  • Negative Economic Impacts:

  • Services to Disproportionately Impacted Communities:

  • Premium Pay:

  • Infrastructure Improvements:

  • Revenue Replacement:

  • Administrative & Other:

10.) Please explain how the project qualifies under the expenditure category noted above:

Kayaking, paddling, etc. get kids active, promoting physical health and wellness. To name a few benefits, water activities help strengthen muscles, improve heart health, and activate Vitamin D. It is a great alternative to other sports that Lynn offers. Water activities are also known for their mental health benefits building confidence, reducing stress, and allowing people to socialize in a fun and calming environment.

11.) How does the proposed project relate to the COVID-19 pandemic and how will ARPA funding help address this need?

Even prior to the pandemic, Lynn has a shortage of  activities for school-aged children, particularly programs that get kids outdoors. Despite the communities best efforts, children still spent to much time indoors and engaging with technology. During the pandemic, this issue was severely exacerbated,  with kids being stuck indoors, unable to socialize with other children while they tried to make sense of the pandemic. Programs that get kids active, engaged, and with other children are more important than ever. We believe we are one of these programs that can peak kids interest (as it is something new and fun to many), allow them to learn, and overall help their mental and physical health.

12.) How will this project benefit residents and/or businesses in the City of Lynn?

Looking around to other coastal cities and towns, they almost all have some access to water activities. Lynn is very limited in this space. We are offering a service to City residents that doesn’t currently exist, for free of charge. Historically, our waterfront has been underutilized, so it will also help promote our harbor and really the entire downtown area.

13.) What specific outcomes or accomplishments will this project receive?

Our performance is based on how many Lynn residents that we can serve and the quality/quantity and longevity of our programs and events in the future.

14.) Project Cost:

B.) Amount of Lynn ARPA Funds Requested: 22,500

15.) Are the project costs ready to be appropriated, or will they be phased?

Appropriated

16.) Are matching funds available from another source?

No

If yes, please identify source(s) and amount(s):

17.) Are there other funding opportunities available that may reduce the amount of ARPA funding needed?

No

If yes, please identify:

18.) Budget summary of activity, including all proposed and confirmed funding sources:

14 kayaks (individual + tandem) – $8,100

26 kayak paddles – $1,300

4 paddleboards -$3,200

4 paddleboard paddles – $1,100

30 personal flotation devices – $1,350

kayak carts – $1,280

customizing and painting storage facility (includes racks, painting materials, etc.) – $5,100

 

Upload additional files:

19.) Will the proposed project incur any ongoing/recurring costs?

No

If yes, please identify:

20.) Will this project result in savings for a City Department or Community beyond 2026?

No

If yes, please identify:

21.) Will this project increase future revenues for the City of Lynn?

No

If yes, please identify:

22.) Is additional staff required for the duration of the project?

No

If yes, please identify:

 

23.) Does the proposed project benefit residents disproportionately impacted by the COVID-19 pandemic?

Yes

If yes, please identify:

We seek largely to get people on the water, who otherwise would not have the opportunity to do so. We serve Lynn residents who came from a wide variety of economic and culturally diverse backgrounds. We have also served veterans in the past and hope to continue to do so. It is also a goal of ours to hold and adaptive kayaking event.

24.) Does the proposed project reduce adverse climate impacts and/or promote environmental sustainability?

Yes

If yes, please identify:

25.) Does the project benefit a neighborhood, region of the City, or the City as a whole?

Entire City

If yes, please identify:

AGENCY INFORMATION

Background/Program Experience:

AGENCY INFORMATION (Con’t)

Monitoring:

How many people do you serve monthly?

AGENCY INFORMATION (Con’t)

Is this a certified minority-owned and/or women-owned entity? No

No

File Upload (optional):

STANDARD DOCUMENTATION – Please Attach the Following:

Articles of Incorporation: https://lynnarpa.com/wp-content/uploads/formidable/8/KayakandSailLynnArticles-1.pdf-1.pdf

Organization Bylaws: https://lynnarpa.com/wp-content/uploads/formidable/8/KayakandSail-Lynn-Bylaws.pdf

501(c)(3) Letter of Tax Determination Status (status must be active): https://lynnarpa.com/wp-content/uploads/formidable/8/KayakandSailLynn-IRS-letter-1.pdf-1.pdf

List of the Board of Directors: https://lynnarpa.com/wp-content/uploads/formidable/8/KayakandSailLynnBoD.pdf.pdf

Organizational Chart:

Signature Authorization Form:

 

STANDARD DOCUMENTATION – Please Attach the Following:

Resume of the Chief Fiscal Officer:

Resume of the Chief Program Administrator:

Financial Statement and Audit:

IRS 990 Filing: https://lynnarpa.com/wp-content/uploads/formidable/8/KayakandSailLynn-FY2022-Form-990-1.pdf-1.pdf

Insurance Binder:

Administrative Information

A.) Name of Organization: Habitat P.L.U.S., Inc.

B.) Date: May 28, 2022

C.) Primary Contact Person: Susan Campbell

D.) Position/Title of Primary Contact Person: Executive Director

E.) Organization Address: 516-520 Essex Street
Lynn, Massachusetts 01902

F.) Primary Contact Email: habitatp@verizon.net

G.) Primary Phone: 7815998578

H.) Person Signing Sub-recipient Contract: Susan Campbell

I.) Position/Title of Person Signing Sub-recipient Contract: Executive Director

J.) Sub-recipient Signer’s Email: habitatp@verizon.net

K.) Tax ID: 22-3029733

L.) DUNS #: 

2.) Name of Proposed ARPA Project:

3.) Type of Project:

B.) If applicable, please identify: HP is trying to expand (replace) funds expended on Covid-19 related costs, which were not in our budget.

4.) Estimated Project Timeline:

A.) Estimated Start Date of Project: September 1, 2022

5.) Please note project milestones:

Pease list each project milestone and date (approximate):

The most important milestone could be identified as getting financial relief re: Covid -19 negative impact costs and helping to prevent the closure of a nonprofit agency that has been providing supported housing for over thirty-three years to fifteen psychiatrically disabled Veterans in the city  of Lynn, who would otherwise be homeless.  HP was already operating on a shoestring budget prior to the pandemic.  That combined with the negative impact of the pandemic has this agency struggling to keep its doors open.

File upload: https://lynnarpa.com/wp-content/uploads/formidable/8/VA-Letter-Darryl-Grosso-re-VA-STUDY.docx

6.) Project Description:

Habitat P.L.U.S., Inc. (HP) is a nonprofit seeking financial assistance, due to the massive negative economic impacts sustained, as a result of the Covid-19 pandemic from Dec 2019 to May 2022.

HP began experiencing the fallout from the pandemic as early as December 2019 when live-in staff moved out in the middle of the night, due to fear of an illness that was beginning to plague our Veterans.

On December 5, 2019 HP’s youngest Veteran, only 38 years old, was experiencing flu symptoms.  He went into the VA’s Urgent Care and was given some prescriptions and sent home.  Three days later on December 8, 2019, his roommate in the HP Cooperative Apartment Program went to wake him up for med time and found his friend dead in his bed.  The deceased Veteran  had lived here for two years and had finally achieved sobriety and mental stability.  We and his family were absolutely shocked and heartbroken.  His mother was inconsolable and said, “This was the first time in his life he was able to stay sober, since leaving the service.  My only consolation is that he did not die from his addiction.”   While the Veteran had several comorbidities, his physician later said he felt that the Veteran died as a result of Covid-19.   Covid was not yet well known in Dec of 2019.  Therefore, there was no way to test for it during his autopsy.

Similarly, three days before Christmas 2019 the next youngest Veteran, in our Group Home program, only 47 years old, was taken by ambulance to the Salem Hospital because of flu symptoms and not being able to breathe.  He was put on a ventilator and remained hospitalized for three weeks.  He missed Christmas and New Years, but fortunately he did survive.

As a result, one of our only two Direct Care Live-in staff moved out in the middle of the night out of fear of whatever was happening with our Veterans.  After handling one Veteran’s funeral and trying to put on a nice Christmas for our Veterans, who were mourning and praying our other Veteran would survive, the Directors knew instinctively that something was coming for our Veterans and in January we refused to send our men into their day treatment programs.  Some family members felt that we were being overly cautious.  They later called to apologize and thank us for our vigilance and potentially saving the lives of their loved ones. Governor Baker did not declare a state of emergency until mid-March 2020.  Had we not isolated our Veterans in January of 2020 we suspect others would have died.

7.) Performance Measurement:

B.) # Low and moderate-income persons expected to service: Eighteen (15 Veterans & 3 Live-In Staff)
C.) % Low and moderate-income persons expected to service: 100%

8.) Identify the Category for Eligible Use (see attached list from U.S. Treasury):

9.) Allowable Expenditures for American Rescue Plan Act (ARPA) Funds

  • Public Health:

  • Negative Economic Impacts: 2.34 Assistance to Impacted Nonprofit Organizations (Impacted or Disproportionately Impacted)

  • Services to Disproportionately Impacted Communities:

  • Premium Pay:

  • Infrastructure Improvements:

  • Revenue Replacement:

  • Administrative & Other:

10.) Please explain how the project qualifies under the expenditure category noted above:

We believe HP is exactly the type of organization that President Biden and Congress has targeted for relief.  Government is unable to address all needs, and therefore, has always relied on partnerships with the nonprofit sector to provide and address societal needs.  Helping disabled Veterans on fixed incomes and those who care for them is an economic necessity and cost-effective solution for government.  It is in the government’s best financial interest to help preserve the non-profit sector, which provides that which government cannot.

11.) How does the proposed project relate to the COVID-19 pandemic and how will ARPA funding help address this need?

As you will see later in specific data provided, the pandemic has caused significant additional financial expenditures and limited HP’s ability to fill our remaining beds, due to the requirement to provide isolation beds for those suspected of or having Covid-19, which reduces the income of offset funds in our budget.

In 2007 the Executive Office of Health & Human Services (EOHHS) Report acknowledged and outlined the financial crisis confronting human service providers and a system crumbling from poor reimbursement rates and that was before the pandemic even hit. It resulted in The ACTS of 2008 Chapter 257 that established unified rates of reimbursement.  However, the state has failed to comply with the court order and pay those new rates . Chapter 257 remains to this day a largely unfunded mandate in MA.

As recently as 2020 EOHHS acknowledge the following:

  • Similar job titles and roles exist for individuals employed by the Commonwealth of Massachusetts and those employed at private, community-based human services nonprofits, but the rate of pay is often drastically different — sometimes by up to 30 percent.
  • The Commonwealth is the largest purchaser of human services from community-based human services nonprofits.
  • The model budgets created by the Commonwealth for human services programs contain salaries that are far lower than what the state pays for similar positions.
  • Due to this salary disparity, it is becoming increasingly difficult for community-based organizations to recruit and retain qualified workers in the sector, which contains nearly 180,000 jobs.
  • Without a solution to the workforce crisis in the human services sector, an increasing number of jobs will go unfilled, and programs may close, leading to a loss of services for vulnerable Massachusetts residents.

If this was the case for thirty years prior to the pandemic, how much more difficult does one think it has been since the pandemic began?  It almost defies adequate description.  The above references only pay rates. Level funding year after year also does nothing to help with the rising overall cost of goods and services.

Thus, being reimbursed for pandemic related expenditures and losses would help keep our doors open and keep formerly homeless Veterans from returning to the streets of our community once again.

12.) How will this project benefit residents and/or businesses in the City of Lynn?

It will specifically benefit fifteen psychiatrically disabled Veterans and three live-in staff, who live below the poverty level in Lynn, MA.  Mental health patients who lack stable housing are a proven drain on city resources.  (Higher and more frequent hospitalization costs, higher costs to city emergency services, police, fire, EMT, the courts etc. and more.)

13.) What specific outcomes or accomplishments will this project receive?

It will enable continued operation and buy HP time to access additional state funding and to pursue reimbursement rates, as established and mandated by Chapter 257.  An infusion of funds may better enable HP to re-hire more staff or pay for more staffing hours thereby allowing the two administrators time to pursue grants and foundations for additional funding, and to lobby our representatives in the legislature for an increase in state funding, as opposed to spending their time performing direct care.

14.) Project Cost:

B.) Amount of Lynn ARPA Funds Requested: $491,182.75

15.) Are the project costs ready to be appropriated, or will they be phased?

Appropriated

16.) Are matching funds available from another source?

No

If yes, please identify source(s) and amount(s):

17.) Are there other funding opportunities available that may reduce the amount of ARPA funding needed?

No

If yes, please identify:

18.) Budget summary of activity, including all proposed and confirmed funding sources:

The attached document outline some of the additional burden placed upon the agency, as a result of the pandemic.  After losing 50% of our Direct Care Live-in staff and having to eliminate one FT and two PT positions just to keep the lights on, food on the table and pay remaining staff for many extra hours worked,  the Administrators had to spend nearly every day waiting in lines at multiple stores just to acquire the quantity of food needed for a large group, because there were shortages and limits imposed on how much one could purchase.  While the directors rate of pay is higher than direct care staff, the document attached only billed their time at the direct care staff rate of $15/hr. for these purposes.  The same is true of all the direct care shifts the Directors had to work, due to staff openings.  Nor does it include all the additional hours worked by the directors in addition to the many hours of shopping and program coverage, or all the extra time they had to work to keep up on their administrative duties.

There are many added costs the agency incurred/incurs not included in this proposal.

The FINANCIAL IMPACTS OF COVID-19 document attached is six pages outlining four categories of expenses.  They categories are as follows:

OPEN STAFF POSITIONS

LOST RENTAL INCOME

COVID-19 TESTING RELATED EXPENSES

ADDITIONAL SUPPLIES/STAFFING EXPENSES

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19.) Will the proposed project incur any ongoing/recurring costs?

No

If yes, please identify:

20.) Will this project result in savings for a City Department or Community beyond 2026?

Yes

If yes, please identify:

The continued operation of HP will save the city money that it would have to expend on homeless Veterans with disabilities, who cannot maintain stable housing, which then escalates costs for the city and taxpayers across many city services, as identified above in question #12 above.

21.) Will this project increase future revenues for the City of Lynn?

Yes

If yes, please identify:

In order to operate congregate housing, the City of Lynn charges many fees for operation. If HP survives, the city will continue to benefit from those fees, while simultaneously benefitting from lower costs to city resources, as identified above in questions #12 and #20.

22.) Is additional staff required for the duration of the project?

No

If yes, please identify:

 

23.) Does the proposed project benefit residents disproportionately impacted by the COVID-19 pandemic?

Yes

If yes, please identify:

All of our Veterans are 100% disabled and unemployable.  Twenty-five percent are people of color. All are elderly and all are low income living on a fixed income.

24.) Does the proposed project reduce adverse climate impacts and/or promote environmental sustainability?

Yes

If yes, please identify:

The buildings in which the Veterans are housed have been through the Mass Save program. The two properties in which HP is housed have gone through major capital improvements of over a half a million dollars, over the past six years and updated with NEST energy saving thermostats, water saving toilets, all new windows, insulation, roofing and siding, water savers in showers and certified energy efficient washing machines & dryers and dishwasher. These improvements have improved energy costs.

Therefore, continued operation of HP will continue reducing adverse climate impacts and promote environmental sustainability.

25.) Does the project benefit a neighborhood, region of the City, or the City as a whole?

Entire City

If yes, please identify:

Habitat PLUS serves disabled Veterans from Lynn, the North Shore and beyond.   It reduces costs to the city by getting disabled homeless Veterans off the streets of our city. The stability the Veterans achieve means less services and money that needs to be expended by the city.  The properties in which HP is housed are maintained to meet or exceed building codes and therefore the city avoids the blight of rundown properties in the city.  The properties also provide the city with real estate taxes, which help the city budget.  It also inspires community participation from the private citizens and the business community strengthening the social fabric of the city.

AGENCY INFORMATION

Background/Program Experience:

ORGANIZATION’S BACKGROUND

Our veterans’ supportive housing program was privately established in 1989 as a memorial to Stanley J. Egan.  Stanley, a cousin of the organization’s founders, was killed in action in Vietnam in 1969.  In 1990, the founders purchased an 1847 Jacob Cohen Mansard Victorian in downtown Lynn to serve as the home base for the program.  This 18-room home was then restored including new plumbing and electrical systems and opened serving three formerly homeless veterans.  Today, that house serves ten veterans in a group home setting.

Within the first two years of operation, a number of the residents had stabilized and needed a less restrictive, yet supportive housing option.  As a result, in 1992, the founders purchased an abandoned legal five-family apartment building located next door to the group home.  After $89,000 of extensive renovations, including replacing the roof, plumbing, safety systems, painting, and furnishings, this additional building was then opened as a step-up Cooperative Apartment Program, now serving five veterans. (In the past six years the buildings have been updated again by the owners with over a half a million dollars in renovations.)

In 1995, after establishing a sound foundation and proven track record, the founders of the organization applied for and received non-profit status for the agency now known as Habitat P.L.U.S., Inc (HP).  This enabled the organization to continue its mission driven programs and pursue additional funding sources for the programs.

In July 1998, HP was awarded a $100,000 cost reimbursement contract, through the Massachusetts Department of Veterans’ Services (DVS), to support resident services.  In 2004, this funding was increased to $190,000.  We were level funded at this amount for four years.  Following the Great Recession of 2008, our funding was reduced by 29.3 % or $55,670 dollars in FY2010 and again in FY2011.

Over thirteen years HP lost a cumulative amount of over $195,747 in state funding, which was a devastating blow to this small organization.  It took nine years to get back to our 2007 funding level and we have been level funded at that amount for the past fifteen years!

All the while costs of operation keep rising and our Veterans have been aging requiring more and more supports, staff time and other related expenses.  To this day our direct care staff are only paid $15.00 and our salaried positions have been underpaid over the years in comparison to other similar positions.  According to the Bureau of Labor Statistics between 2000 and 2019 alone the cost of living (COL) increased by 52.22%! Since its founding in 1989 the COL has increased 112%.

The FY2022 contract amount with DVS is $193,456.56, which represents only 38% of HP’s budget.  HP must raise the other 62%, while taking care of seriously mentally ill Veterans 365 days a year, now 24 hours a day, while simultaneously being underfunded and thus, understaffed. To make matters worse, due to Covid-19 the Veterans were/are not allowed to attend day programs and thus are now home 24/7, 365 days a year.  This greatly increased our staffing and other costs.  We also had to take on all transportation of Veterans to appointments, as The Ride was shut down and because Day Treatment programs were shuttered our Veterans are home 24 hours a day and thus, we must provide the Veterans with staff coverage an additional six hours a day, five days a week. None of which was/is in HP’s budget.

 Group Home Program (serving ten veterans)

In this model, the residents are served by live-in staff and the level of supervision is very high.  Staff prepares and serves all meals family-style; provides supervision in the areas of Activities of Daily Living (ADL) skills management, medication supervision, transportation management and socialization.

The completely furnished group home provides six single-bedrooms and two double-bedrooms.  The first two floors house the veteran’s quarters and includes an elegant 22’ x 14’ living room with a white marble fireplace and crystal chandelier, a fully equipped kitchen, a common dining area, and a laundry and storage room in the basement.  The third floor consists of three separate apartments, which are designed to house two direct care live-in staff and one live-in cleaning/maintenance person.

Cooperative Apartment Program (CAP) (serving five veterans)

Our second housing option is a step-up Cooperative Apartment Program.  The residents in this program have stabilized at the group home over time and have acquired the skills for more independence.  This group of veterans does not require live-in staff supervision; however, they are provided with staff assistance a portion of each day.  The Cooperative Apartment Program enables HP to provide a unique continuum of care for residents not typically found in other programs.  As veterans in the Group Home Program are better able to manage and control the effects of their disability, without extensive staff assistance, they can graduate from the group home and move next door into the more independent Cooperative Apartment Program.  Staying within the HP system allows them to maintain the supports and sense of security that is so critical to their success in being productive members of the community.

The Cooperative Apartment Program consists of three apartments and can house five veterans.  Veterans in this program have achieved a higher level of functioning and independence.  However, they do continue to receive staff assistance in developing, refining, and maintaining skills in the areas of money management, menu planning, grocery shopping, transportation coordination, and socialization.  Because taking medication as prescribed is key to success with this population, HP staff continues to supervise medication compliance for the veterans in the Cooperative Apartment Program, as well.

ORGANIZATIONAL STRUCTURE

HP has two full-time positions and four part-time positions.  The Executive Director has a bachelor’s degree in Counseling and Spirituality through the Graduate School of Lesley College.  She has worked in a broad range of human service programs sponsored by various state agencies for over forty years.  The Program Director is a college educated human service professional, as well, with over forty years’ experience in managing and designing programs for the disabled in residential settings. Our FT Direct Care Staff Supervisor position was eliminated, due to escalating costs and our representative’s failure to secure additional funding for HP, despite our repeated requests. This means the remaining staff must take on more duties. Our part-time Administrative Assistant has over forty years’ experience and an associate degree in Paralegal Studies from Newbury College.  We now employ two part-time Live-In Direct Care staff and one part-time Live-In Cleaning/Maintenance person.

The Board of Directors (BOD) consists of eight volunteers.  The President’s and Vice President’s credentials are outlined above, as they are also the Co-founders of the agency and serve as Executive Director and Programs Director.  The Secretary of the BOD and one of our Officers each have bachelor’s degrees in criminal justice.  The Secretary and another Officer are retired probation officers.  Our Treasurer has a master’s degree in Business Administration.  Another of our officers has a bachelor’s degree in Education from Lowell State College and a master’s degree in Rehabilitation Counseling from Assumption College, is a retired Senior Rehab Counselor for the Massachusetts Rehabilitation Commission and is an Adjunct Professor at Salem State College and North Shore Community College.  Another officer is an attorney and Iraq war veteran with over twenty years of service to her country.  Our most recent addition to the officers of the board is the spouse of a disabled veteran and works as an office manager for the Laborers Union, Local 22.

AGENCY INFORMATION (Con’t)

Monitoring:

The Boston VA (Fed.), the Dept. of Veterans’ Services (State), and the Lynn Building and Fire Departments (Local) conduct annual inspections.

HP’s CPA, Bruce D. Norling, of Sudbury MA performs annual audits. Additionally, the Dept. of Veterans’ Services (State) performs annual audits, as well. HP must also meet all the requirements of a 501(c)(3) public charity.

HP maintains Property & Liability Ins., Officers & Directors Ins., and Workman’s Compensation Insurance policies.

POPULATION SERVED

Most of our chronically psychiatrically disabled seriously mentally ill (SMI) veterans are referred to us through the Community Residential Care Program of the Massachusetts Veterans Administration Hospital.  The disabilities of these veterans are preventing them from maintaining themselves independently in the community and therefore, they require a supportive housing situation in order to avoid decompensation, repeat hospitalization and the resulting cyclic homelessness.

Each veteran in our program carries a diagnosis of one form or another of a major mental health disability such as schizophrenia, major depression, bi-polar disorder, or post-traumatic stress disorder (PTSD) and many with physical limitations, as well.  As a result, each individual usually subsides on a fixed income from SSI, SSDI, a VA non-service connected or a service-connected pension.  There are various situations that have contributed to our veteran’s homeless status. Some of these situations include:

  • A veteran may have been staying with family members who are no longer willing or equipped to deal with the psychiatrically disabled veteran. The stress of this          situation results in the veteran’s hospitalization and consequently, following discharge, the veteran’s only option is to live on the street, a shelter or in supportive        housing.
  • A veteran may be living on the street and as a result, has physically deteriorated or mentally decompensated and ends up hospitalized, where it is apparent that they are unable to function independently and is in need of a supportive living situation.
  • A veteran may have been living in a rooming house or apartment, but his independent living situation is no longer a viable option. This might be because they have stopped taking their medication, which helps to minimize their psychiatric symptoms; they then may default on housing or rental payments and end up on the street.  They are unable to maintain a proper diet, because of their inability to cook for or feed themselves appropriately; or they cannot afford the cost of housing and are unable, due to their disability, to access appropriate support services.

After being homeless for an extended period of time, many veterans experience a loss of self-esteem and the ability to direct the course of their lives.  The first step in assisting these individuals is to empower them.

Upon intake into the program, the veterans are asked to describe what they feel has been the primary barriers to stable housing.  With that information, we can more effectively plan for the resident’s needs.  We are often struck by the number of veterans that feel shame at their disability and its negative effects on their self-esteem, overall health, housing, and day-to-day quality of life.  While we emphasize taking responsibility for the direction of their lives, HP provides an environment where the veteran’s disability is accepted and supports are structured to compensate for the deficits, which have served as barriers to the veteran’s stability and optimum independence.

There is no time limit imposed on our residents concerning their length of stay at HP.  Those who wish to remain with our program are granted permanent housing.  The average age of our veterans is sixty-four and four months.  Due to our unique philosophy and the supports we offer; their stability is reflected in an average length of stay of thirteen years and eight months. This illustrates how, for the past thirty-three years, HP has been succeeding in breaking the cycle of repeat hospitalizations and thus, homelessness that plagues this underserved population.

All the veterans in the Cooperative Apartment Program are graduates of our group home and of the ten who have moved through the Cooperative Apartment Program, three have successfully transitioned into independent living in the community.  Two passed away of natural causes, after being here for twenty years.  Two left against our advice and both ended up dying, while homeless.   Another two veterans lived here successfully for years, but eventually went onto more medically supervised settings, due to age/health related issues.  Against our advice, the tenth veteran obtained his own apartment in Salem and attempted to pursue his master’s degree.  Unfortunately, without HP’s critical supports, he decompensated, has had extensive hospitalizations and court involvement, and remains extremely unstable and transient to this day.

How many people do you serve monthly? 15

AGENCY INFORMATION (Con’t)

Is this a certified minority-owned and/or women-owned entity? Yes

No

*In regard to the above question concerning a “certified minority owned business”  while no one owns a public charity, the co-founders and operators of HP are both women.  Both have experienced negative impacts personally, financially and for the organization as a whole of trying to operate in a society that values men and marginalizes women in a man’s business world.  We could give you many examples if required.

**In this section I tried to upload one file containing two documents. The portal would only allow one of the two documents listed below to upload.  The documents are as follows:

CRITICAL INFORMATION

and

VA Letter – Darryl Grosso re: VA Study

As a result I uploaded the second document in the upload space provided under question #5 – Project Milestones, as it too contains critical information that should be considered.

*** You will see the Articles of Incorporation uploaded twice.  That is because our BYLAWS are contained in the same document as our Articles Of Incorporation.

We thank you for your time and consideration! 🙂

File Upload (optional): https://lynnarpa.com/wp-content/uploads/formidable/8/CRITICAL-INFORMATION-2022.docx

Administrative Information

A.) Name of Organization: The Haven Project, Inc. / Harborlight Community Partners

B.) Date: May 29, 2022

C.) Primary Contact Person: Jamie Ayer

D.) Position/Title of Primary Contact Person: Development Director

E.) Organization Address: 57 Munroe Street
Lynn, Massachusetts 01901

F.) Primary Contact Email: jamie@havenproject.net

G.) Primary Phone: 7819135738

H.) Person Signing Sub-recipient Contract: Tracey Scherrer

I.) Position/Title of Person Signing Sub-recipient Contract: Executive Director

J.) Sub-recipient Signer’s Email: office@havenproject.net

K.) Tax ID: 45 3797693 (THP) 04 2313571 (HCP)

L.) DUNS #: 028057287 (THP) / 136727856 (HCP)

2.) Name of Proposed ARPA Project:

3.) Type of Project:

B.) If applicable, please identify:

4.) Estimated Project Timeline:

A.) Estimated Start Date of Project: April 1, 2023

5.) Please note project milestones:

Pease list each project milestone and date (approximate):

Date                                         Action                                                    Status

Jan. 2019                                LHAND HOME award                       Complete

August 2019                           Special permit                                      Complete

Sept. 2019                               50% Construction Documents         Complete

April 2020                               State Historic Part 2 approval         Complete

June 2021                                Cummings Grant/resident svc.s.    Complete

April 2021                               EOHHS grant awarded                      Complete

Sept. 2021                               Increased LHAND HOME award     Complete

Oct. 2021                                 75% Construction Documents          Complete

Nov. 2021                                Construction Cost estimate               Complete

Nov. 2021                                Special permit extension                    Complete

Dec. 2021                                 MA DHCD “OneStop” application   Complete

May 2022                                 CPF Application submitted                Complete

May 2022                                  Lynn ARPA application submitted  Complete

July 2022                                   MA DHCD funding award                 Pending

June 2022                                  Construction estimate update           Pending

August 2022                              100% Construction Documents        Pending

Oct. 2022                                    Construction bidding                          Pending

Nov. 2022                                  Final project budget,

                                                     all sources committed                           Pending

Dec. 2022                                   MA DHCD Business meeting             Pending

Jan. 2023                                   Closing calls                                           Pending

April 2023                                  Closing                                                    Pending

April 2023                                  Start Construction                                Pending

Oct. 2023                                    50% Construction Completion           Pending

April 2024                                  100% Construction Completion         Pending

April 2024                                  Resident move-ins begin                     Pending

Oct. 2024                                    Project 100% occupied                        Pending

File upload: 

6.) Project Description:

Catalyst Housing is a new supportive housing project sponsored by the Haven Project, to serve extremely low-income young adults (18-24, up to 30% area median income (AMI) who lack access to secure housing.  It will consist of a total of 24 small studio apartments, and offer permanent supportive housing to eligible individuals. This project is co-sponsored by both The Haven Project and HarborLight Community Partners with the goal of creating secure, sustainable, and affordable housing for residents. This project will offer wrap-around services that will dovetail with the existing supportive services offered by the Haven Project, and will be staffed by a full time case manager paid for by a 10-year sustaining grant from the Cummings Foundation.

7.) Performance Measurement:

B.) # Low and moderate-income persons expected to service: 23 at any one time/annual numbers will fluctuate depending on length of stay
C.) % Low and moderate-income persons expected to service: 100

8.) Identify the Category for Eligible Use (see attached list from U.S. Treasury):

9.) Allowable Expenditures for American Rescue Plan Act (ARPA) Funds

  • Public Health:

  • Negative Economic Impacts: 2.15 Long-term Housing Security: Affordable Housing

  • Services to Disproportionately Impacted Communities:

  • Premium Pay:

  • Infrastructure Improvements:

  • Revenue Replacement:

  • Administrative & Other:

10.) Please explain how the project qualifies under the expenditure category noted above:

The Catalyst Housing Initiative is both located within a geographic priority area of downtown Lynn, and is supported by several priority areas in the Lynn, MA Consolidated Plan for Housing, Economic & Community Development. Priority community needs, which correspond with the City’s strategic objectives, include: “Reducing and ultimately eliminating homelessness including special efforts focusing on youth and young adult and elder homelessness.” The Lynn Continuum of Care (CoC) has prepared several initiatives to prevent and end homelessness among residents of Lynn with a focus on specific at-risk populations such as youth and young adults, many of whom have been adversely affected by the pandemic. These include: outreach and assessment services, other supportive housing programs, case management, self-sufficiency, health care and other supportive service programs. 

Here is a link to the plan: http://www.cityoflynnoecd.net/documents/economic/Five_Year_Consolidated_PlanFY2021_Annual_Action_Plan.pdf

11.) How does the proposed project relate to the COVID-19 pandemic and how will ARPA funding help address this need?

The COVID-19 pandemic continues to lay bare persistent disparities in health, education, and economics that disproportionately impact The Haven Project’s primary population of young homeless adults. Shelters across the state continue to experience overcrowding, a lack of staffing, and a financial burden that worsened conditions for those experiencing homelessness. In Lynn, there is no shelter for young adults who are not under state care. More young people are on the streets than ever before and housing costs in Lynn continue to soar. ARPA funding will close the funding gap on the Catalyst Housing initiative and provide a safe, affordable space for young homeless adults (18-24) to live affordably.

12.) How will this project benefit residents and/or businesses in the City of Lynn?

This project will benefit residents and businesses in the City of Lynn by providing temporary jobs and local contracting/construction opportunities during the construction phase. It will create new, permanent jobs for residents of the City of Lynn upon its completion. It will provide a safe space for residents to live and, by providing space for homeless young adults, will effectively free up space in the shelter system; the newly-housed residents will consume fewer public resources; therefore, generating fewer expenses for the City. Finally, pairing affordable housing with case management and supportive services will help its residents who were experiencing chronic homelessness to achieve long-term housing stability, and improve their health and well-being.

13.) What specific outcomes or accomplishments will this project receive?

At a minimum, 23 homeless young adults will move off the streets and into safe, stable long-term housing. While its residents will not be required to participate in case management, it will be strongly encouraged and convenient to do so given their physical proximity to The Haven Project’s staff and 24-hour resident management. We plan to minimize evictions by helping residents budget and manage their resources as they become rent-paying residents of the City of Lynn. We anticipate having a robust wait list, which means there will be low vacancy. 

14.) Project Cost:

B.) Amount of Lynn ARPA Funds Requested: $900,000

15.) Are the project costs ready to be appropriated, or will they be phased?

Appropriated

16.) Are matching funds available from another source?

Yes

If yes, please identify source(s) and amount(s):

We have $430,000 in HOME funds that can be used toward a match (depending on percentage needed). We also have $2M in soft debt, and approximately $560K of Federal LIHTC, which is anticipated to generate in excess of $5M in equity. We have received $800K in State Historic Tax Credits, which will generate approximately $725K of equity. We anticipate receiving 23 project-based Massachusetts Rental Voucher Program (MRVP)  vouchers from the state. These project-based vouchers would allow us to leverage $1.6M in long-term debt.

17.) Are there other funding opportunities available that may reduce the amount of ARPA funding needed?

Yes

If yes, please identify:

We have a pending $1M application for Community Funding Project funds (through Congressman Seth Moulton’s office), which may reduce the amount of funding needed pending inflation’s impact on construction costs.

18.) Budget summary of activity, including all proposed and confirmed funding sources:

Here is what’s committed (highlighted on attached budget):

EOHHS grant                      $444,000

LHAND HOME                    $430,000

State Hist Tax Credits     $800,000 in credits = $728,000 in equity

Here’s what we applied to DHCD for:

4% LIHTC                              $493,638 in credits = $4,590,831 in equity

HTF                                        $1,000,000

HIF                                         $1,000,000

And 23 MRVP vouchers

We continue to apply to MassHistoric in each round (3x/year – can apply throughout construction) for the remaining:

State Hist Tax Credits     $700,000 in credits = $637,000 in equity

Once the DHCD $ is awarded, we will have bank commitments for:

Perm loan                            $1,600,000

Construction loan             $5,300,000

We also received a 10-year sustaining grant from Cummings Foundation (capacity building).

Upload additional files: https://lynnarpa.com/wp-content/uploads/formidable/8/Catalyst-Housing-OneStop_5.4.22-.pdf

19.) Will the proposed project incur any ongoing/recurring costs?

Yes

If yes, please identify:

Operating costs will be funded by vouchers and the residents’ contribution toward monthly rent. 

20.) Will this project result in savings for a City Department or Community beyond 2026?

Yes

If yes, please identify:

The Lynn City Department will see a savings because there will be less strain on City-provided services because formerly homeless people are housed. According to the National Alliance to End Homelessness, a chronically homeless person costs the taxpayer an average of $35,578 per year. Costs on average are reduced by 49.5% when they are placed in supportive housing.

21.) Will this project increase future revenues for the City of Lynn?

Yes

If yes, please identify:

This project will yield long-term property tax revenues for the City of Lynn. 

22.) Is additional staff required for the duration of the project?

Yes

If yes, please identify:

This project is a joint venture. Harborlight Community Partners will act as the property manager during the project’s construction period and additional staff will NOT be required. Once the property is operating at full capacity, the project will be staffed by a grant-funded full-time, on-site case manager, a part-time property manager, maintenance staff, and a live-in resident manager.

 

23.) Does the proposed project benefit residents disproportionately impacted by the COVID-19 pandemic?

Yes

If yes, please identify:

Catalyst Housing will support and benefit communities of color and low-to-no-income residents. The Haven Project’s current clients identify as 61% female, 39% male; 82% are immigrants, 22% are actively learning English; 45.7% are Hispanic, 16.2% are biracial, 22.5% are Caucasian, 10% are Black, and 5.6% identify as other. 78.7% report English as their primary spoken language, 17% Spanish, and 4.3% have other primary languages, e.g., Arabic and Creole. 30% identify as low-income and 70% as no income. Applicants for Catalyst Housing will come from the same population. 

24.) Does the proposed project reduce adverse climate impacts and/or promote environmental sustainability?

Yes

If yes, please identify:

This project has the potential to accomplish both. We are exploring using solar power generators on the roof, but their inclusion will be contingent on compatibility with National Grid’s existing system. We can say with certainty that we will be using LED lighting and high-efficiency heating and cooling equipment, as well as low-flow plumbing fixtures. The kitchenettes and laundry room will be outfitted with ENERGY STAR appliances.

25.) Does the project benefit a neighborhood, region of the City, or the City as a whole?

Entire City

If yes, please identify:

Every city has pockets of distressed urban areas that weaken a city’s image, livability, and productivity; and Lynn is no exception. Older buildings are part of the history and fabric of the city and they are, to some extent, irreplaceable. Rehabilitating the top two floors of a centrally-located building in downtown Lynn can be looked at as rescuing a part of Lynn’s history while contributing to its sense of community and city pride. There is also a significant housing shortage in our community that is driving up market rates. As a result, there is a tremendous need for affordable-housing units, which Catalyst Housing will satisfy. Another benefit is that a larger percentage of the construction budget will likely go to local labor, creating more jobs in the City with each dollar spent.

AGENCY INFORMATION

Background/Program Experience:

Harborlight Community Partners has been developing, managing and advocating for affordable, inclusive housing for nearly 60 years. They also have experience acting as a development consultant since 2018 for a 67-unit collaborative project in Beverly. 

The Haven Project is in its second decade of service offering age-appropriate solutions and support for homeless young adults (ages 17-24) in Lynn and surrounding communities. They are the first and only nonprofit north of Boston to offer individualized case management and wraparound services to help this population exit homelessness as quickly as possible. They have vast experience connecting homeless young adults to the programs and services they need and providing them with the necessary tools to promote their empowerment and independence. To date, they have supported nearly 1500 young adults.

AGENCY INFORMATION (Con’t)

Monitoring:

Housing programs are strictly monitored; there will be intensive oversight as well as annual compliance reviews primarily via the Low Income Housing Tax Credit program (LIHTC).  For the physical building: the State agency DHCD and the lenders and the LIHTC investor will have an “inspecting engineer” to review and verify work prior to and during construction.  Once built, the housing voucher administrator will also inspect the units.  There will be regular unit inspections by investor, voucher administrator, and City ongoing.  For the lease up: the state agency DHCD will review and approve all marketing and lease up plans and materials for compliance with fair housing.  As lease up begins, all resident income qualifications will be submitted to a third-party reviewer for compliance with income guidelines.  Resident files and ongoing income verifications will also be reviewed by a third party, likely on an annual basis.

Both The Haven Project and Harborlight Community Partners are required to and comply with annual financial auditing requirements. Attached to this submission are FY20 Financial Audits and 990s. FY21 Financial Audits and 990s are pending (by late June 2022). 

This is a joint venture. Harborlight Community Partners will carry general liability insurance. The contractor(s) will carry both worker’s comp and general liability insurance. The contractor(s) will have a performance and attainment bond. The Haven Project will carry the insurance binder for Catalyst Housing when it is up and running. 

Insurance Binders for The Haven Project and Harborlight are attached in the next section – THP Binder may need to be updated and will be emailed on 5/31/22.

Homeless or imminently homeless young adults between 17-24 years old. Catalyst Housing will be restricted to 18-24-year-old residents.

How many people do you serve monthly? The Haven Project maintains a current caseload of 67 clients monthly. Harborlight Community Partners provides homes for more than 500 people annually.

AGENCY INFORMATION (Con’t)

Is this a certified minority-owned and/or women-owned entity? No

No

https://harborlightcp.org/why-housing-matters/annual-reports/

File Upload (optional):

Administrative Information

A.) Name of Organization: Pathways Adult Education & Training, Inc

B.) Date: May 30, 2022

C.) Primary Contact Person: Sarah Hesch

D.) Position/Title of Primary Contact Person: Executive Director

E.) Organization Address: 330 Lynnway Suite 302
Lynn, Massachusetts 01901

F.) Primary Contact Email: shesch@pathwayslynn.org

G.) Primary Phone: 781-599-8543

H.) Person Signing Sub-recipient Contract: 

I.) Position/Title of Person Signing Sub-recipient Contract: 

J.) Sub-recipient Signer’s Email: 

K.) Tax ID: 04-2679573

L.) DUNS #: 098101325

2.) Name of Proposed ARPA Project:

3.) Type of Project:

B.) If applicable, please identify: Support from ARPA would allow us to significantly enhance our proven Career Training program to provide more adults in Lynn with access to credentials in high demand labor fields.

4.) Estimated Project Timeline:

A.) Estimated Start Date of Project: July 1, 2022

5.) Please note project milestones:

Pease list each project milestone and date (approximate):

  • Hire Project Manager – August 2022
  • Purchase building/space for Career Training Expansion: August 2022 – November 2022
  • Hiring Director of Career Pathways – August 2022
  • Buildout space to serve Career Training purposes: Purchase – June 2023
  • Identification of and application to additional grant sources for future funding: August 2022 – June 2026
  • Convene an Employer Committee to assist with the program and curriculum design: August 2022 – June 2026
  • Identification of first 2 Sectors/Certifications: August 2022 – October 2022 
  • Develop program/curricula for first 2 sectors/certifications: October 2022 – June 2023
  • Develop employer partners for first 2 sectors/certifications: October 2022 – June 2023
  • Implementation of first trainings: July 2023 – June 2024 
  • Identification of second 2 sectors/certifications: July 2023 – October 2023
  • Develop program/curricula for second 2 sectors/certifications: November 2023 – June 2024 
  • Develop employer partners for second 2 sectors/certifications: November 2023 – June 2024 
  • Implementation of  second 2 sectors/certification: July 2024 – June 2025
  • Implementation of third year of trainings: July 2025 – June 2026

File upload: 

6.) Project Description:

Pathways is proposing a Career Training Expansion project that would support our efforts to find dedicated space and resources to enhance and expand our successful Integrated Education and Training model. This model allows us to train lower level English language learners or those without a high school equivalency degree in certificate programs that enable them to get jobs or get higher wage jobs in high demand labor markets. We do this by integrating the technical/vocational/occupational instruction with language and academic support, allowing our students to attain credentials much more quickly and efficiently than they otherwise would be able to in a traditional program.

7.) Performance Measurement:

B.) # Low and moderate-income persons expected to service: 400+
C.) % Low and moderate-income persons expected to service: 100%

8.) Identify the Category for Eligible Use (see attached list from U.S. Treasury):

9.) Allowable Expenditures for American Rescue Plan Act (ARPA) Funds

  • Public Health:

  • Negative Economic Impacts: 2.10 Assistance to Unemployed or Underemployed Workers (e.g. job training, subsidized employment, employment supports or incentives)

  • Services to Disproportionately Impacted Communities:

  • Premium Pay:

  • Infrastructure Improvements:

  • Revenue Replacement:

  • Administrative & Other:

10.) Please explain how the project qualifies under the expenditure category noted above:

We know that lower income households throughout the country have borne the economic brunt of the effects of the COVID-19 Pandemic. This holds true for Lynn. Pathways has served families in Lynn for over 45 years. As we served low income families through the pandemic we saw an increase in requests for rental assistance, food assistance and mental health support. Many of our students lost jobs or were scared to work during the pandemic. We saw the wage gap increase and our families struggling more than they had previously. Our proposed program retools low income adults who do not have the language capacity or academic skills to complete certifications in high demand sectors with an innovative approach that provides additional language and/or academic support to them while they complete certification. In addition to the skills necessary to complete the credential, Pathways also offers soft skills training. Once trained, we will help them find employment in the sector in which they were trained. Access to better jobs will help to address the wage disparities, support low-income families and move some of those most affected by the COVID pandemic towards living wage employment.

We also know that there are large labor shortages on the North Shore. Our program will provide training to fill targeted shortages, mobilizing trained individuals who can then be strong participants within the workforce. 

 

11.) How does the proposed project relate to the COVID-19 pandemic and how will ARPA funding help address this need?

During the COVID-19 pandemic we have seen inequities magnified and low-income families disproportionately affected. This has included people losing jobs, small businesses being forced to close, and increased housing, food and health insecurities. For those without the language or credentials to participate in the workforce, the financial strain has been magnified. This program would support individuals who need additional training as well as language or academic support to receive the training and be able to get a job or a better paying job. 

The other side of the equation is that companies are facing unprecedented labor shortages due to COVID related shifts in the economy. This program would train adults to meet companies in an efficient timeframe.

12.) How will this project benefit residents and/or businesses in the City of Lynn?

Our ARPA funded Career Training program will be open and free for low income residents in Lynn. Neighborhoods within Lynn will benefit from residents with better training and better jobs. Families will benefit from adults who are better trained and able to speak better English allowing them to advocate better for themselves and participate more readily in civic society.

Partnership with local Employers will give them a chance to shape the training and certifications  that students are receiving. Employers will have access to a better skilled labor force and the opportunity to participate in the way that students are trained. Businesses in Lynn will benefit from a larger pool of qualified applicants for employment. 

13.) What specific outcomes or accomplishments will this project receive?

At the completion of this project we will have 

  • A space in Lynn dedicated to accessible career development training for adults who are low income, low language and do not have a highschool diploma. We anticipate this to be a shared resource with spaces available to other community groups to use as needed.
  • A well established Employer Committee that meets regularly to inform and evaluate our training programs.
  • Over the course of funding, ARPA would directly support the training of 225 low income individuals in Lynn to receive training and certification in high demand fields. We expect 90% of students who enter the program to successfully complete the program and 80% to be successfully employed within the field of certification and 90% of those to still be employed at 90 days.  
  • During the ARPA funding project we expect an additional 180 adults to receive training and certification in the space funded by non-ARPA funds.
  • We expect 280+ adults successfully employed in the field of their certification.
  • Proven success with ongoing training programs in at least 4 sectors/certifications that are training 120+ students a year.
  • A growing group of Employer Partnerships (8+ at the completion of the program) who are better able to have their employment needs filled. 
  • A more robust labor market in Lynn supplied by a better trained workforce.

14.) Project Cost:

B.) Amount of Lynn ARPA Funds Requested: $3,997,566

15.) Are the project costs ready to be appropriated, or will they be phased?

Phased

16.) Are matching funds available from another source?

Yes

If yes, please identify source(s) and amount(s):

While we don’t have any additional committed funding at this time, we expect to have at least $760,000 in additional funding over the course of the grant period.

17.) Are there other funding opportunities available that may reduce the amount of ARPA funding needed?

Yes

If yes, please identify:

The type of training that we are proposing is best practice. Given the economic realities our country currently faces, it is an approach that is being supported and implemented across the country. We expect to see an increase in the amount of foundational, government and individual support for this approach to workforce development. We will continue to apply for additional funding on an ongoing basis with the intent to enhance and possibly supplant ARPA funding support.

18.) Budget summary of activity, including all proposed and confirmed funding sources:

This proposal requests money to:

Year One:

  1. Hire a Project Manager and Director of Career Training
  2. Purchase a building and build it out/equip it for ongoing training
  3. Support the process of building targeted training programs for our adult population

Year Two:

  1. Implementation of a first year of training/certifications
  2. Build targeted programs in two more certification areas

Year Three & Four: 

  1. Implement all trainings and increase the number of trainings offered

From Year one we have budgeted for dedicated time towards Development/fundraising activities, identifying/applying for and nurturing partnerships and relationships with sources of funding to support this program into the future. Among the sources we have identified as possible partner funds/future funds are: Essex County Community Foundation, The Commonwealth Corp., MA Department of Elementary and Secondary Education, Cummings Foundation, Gerondelis Foundation, Clowes Foundation and our individual donor base. 

 

The proposed budget leaves us with a surplus in funds (from non-ARPA sources) moving into the year following the completion of ARPA funding. By the end of Year Three we will have a concrete plan and identified funders for after the conclusion of ARPA funding (Year Five and beyond). 

 

For more detailed information on expected budget expenses broken down by purpose, please see the notes on each page of the Budget. 

Upload additional files:

19.) Will the proposed project incur any ongoing/recurring costs?

Yes

If yes, please identify:

Year 5 (the year after ARPA funding would end) we would have ongoing costs in program implementation. We have built in a robust approach and dedicated Development time throughout the first four years of ARPA funding to engage with, develop and secure additional funding from foundations and individuals. Our budget expects a surplus in non-ARPA funding at the end of the fourth year of the program as well as secured funding to support 8+ cohorts to be trained each year moving forward.

20.) Will this project result in savings for a City Department or Community beyond 2026?

Yes

If yes, please identify:

Our Career Expansion program will absolutely result in savings for the City and Community as a whole beyond 2026. What we are developing is a cutting edge program that will continue to run into the future. Every year more residents will be trained and better equipped to participate in the workforce at a higher earning level. As a result:

  • There will be less stress on community and city resources (food assistance, housing assistance, mental health services, etc.)
  • Those who receive training and are employed will have increased spending power, increasing the economic wellbeing of the City and community as whole. 
  • With a better trained workforce, Lynn will be a more attractive market for business owners or businesses looking to relocate here.

21.) Will this project increase future revenues for the City of Lynn?

Yes

If yes, please identify:

The town will have future revenues from Pathways related to the ownership of the building/space we acquire. 

But more substantially, having a better skilled workforce results in a more robust labor market and a more attractive commercial environment that will attract other businesses to the area. In addition, having a better skilled and employed workforce relieves stress on other city and local resources including housing and food assistance. 

22.) Is additional staff required for the duration of the project?

Yes

If yes, please identify:

Yes, this expansion will include hiring more staff. This will include a local project manager to oversee the purchase and build out of a new space, a Director of Career Pathways who will be responsible for driving the expansion of the programs, curriculum and program development, employer partner development, and staff training and oversight. We will also hire Advisors to work with our students on employment and soft skills training as well as assisting them in mitigating barriers to their successfully completing the training/certification.  We will be collaborating with local businesses and hiring additional staff to provide instruction for the certification programs. We will also need additional fundraising/development capacity to identify, nurture and secure ongoing funding to support the program after the conclusion of ARPA funding.

 

23.) Does the proposed project benefit residents disproportionately impacted by the COVID-19 pandemic?

Yes

If yes, please identify:

This program absolutely benefits residents disproportionately impacted by the COVID-19 pandemic. Pathways works nearly exclusively with low income adults and our students are 80%+ people of color.  Our core programming is provided at no cost to the participant. ARPA funded certification programs will serve this same community.

24.) Does the proposed project reduce adverse climate impacts and/or promote environmental sustainability?

Yes

If yes, please identify:

As we modify a building that we purchase to fit our needs we will do so with the intention of creating a green building in whatever ways we are able to support financially. Additionally, Pathways has a longstanding partnership with a local solar company. We would outfit the building with solar panels if appropriate. 

25.) Does the project benefit a neighborhood, region of the City, or the City as a whole?

Entire City

If yes, please identify:

Our programs are open to the City as a whole. As we look for a space to expand into, we will look for a space accessible to public transportation and with ample parking to allow students from all over the city easy access to the training programs.

 

AGENCY INFORMATION

Background/Program Experience:

Pathways, Inc

Pathways is a 501(c)(3) non-profit organization that has been in operation for over 40 years. Pathways’ mission is to (1) provide a supportive educational environment for adult learners from the greater Lynn area; (2) provide opportunities for non-native English speakers to learn English and improve their English language arts and math skills; (3) encourage students to explore a variety of career pathways available in the regional labor market; (4) develop employment, career and/or college readiness skills; and (5) successfully make the transition to postsecondary education, training and employment. 

Analysis of Need

Pathways has conducted a formal assessment of Lynn’s need and assets regarding adult 

education. According to 2020 Census data, Lynn has become a minority-majority city, with a population that is 14% black, 6% Asian, 43% of Hispanic or Latino origin, and 9% reporting two or more races. Foreign born residents account for 36.8% of the population; making Lynn the city with the second largest Cambodian population, the third highest percentage of Hispanic residents and the fifth highest percentage of foreign born residents in Massachusetts. According to the 2018 data from the US Census Bureau Lynn has a population of 94,654 and:

  • 76,952 Adults aged 18+
  • 18,083 Adults (23.5% of the Adult Population) have less than a High School Diploma and don’t have the skills necessary to participate in post-secondary training.
  • 30% of adults in Lynn have limited English proficiency.
  • 52% of Lynn households speak a language other than English at home.
  • 16% of Lynn residents live below the Federal Poverty Guideline

Lynn’s growing population is (1) culturally diverse, (2) undereducated, (3) underemployed, (4) and, increasingly, foreign born, with limited English proficiency. Disturbingly, those residents least prepared for the emerging regional labor market also have the least access to opportunities for the education and skill building necessary to compete in that labor market.

Thousands of adults in Lynn do not have the skills they need to earn a living wage and thousands of children are being raised in poverty or at the margins. With society’s focus today mostly on K-12 and college, the need for Adult Education is largely overlooked. Pathways is actively engaged in efforts to focus on the human capital this population represents.

Our Students

Current Pathways students come from more than 40 countries, speak 17 different languages, range in age from 18 – 60, the majority falling between 25 and 45 years of age. Two thirds of our students are women and two thirds work. 98% fall below the federal poverty line.

Because of high demand for the services we are providing, many students wait two to three years for vacancy in our program.

Focus and Direction

Based on the analysis of Lynn’s needs and assets, Pathways targets adults (16 years or older), not currently enrolled in secondary school or college, who do not possess a high school diploma, or have a HS diploma from another country, and who want to obtain a high school equivalency degree or improve their basic academic skills. The target population is in need of improving English language skills; reading, writing and math skills; education and career planning; employment; and postsecondary education or training in order to be competitive in the region’s labor market.

To serve this population, Pathways currently offers: four levels of ESOL classes and three 

levels of ABE/GED classes (18 classes a day) and a HiSET(GED) preparation course in Spanish. We offer braided Integrated Education and Training programs leading to industry recognized certification. Additionally we offer U.S. Citizenship classes; computer literacy classes and English conversation classes. Our Workforce Development program integrates work and career readiness skills into our core curriculum. This includes a self assessment, labor market analysis and job search skills. Students learn to develop a resume, practice job interviewing skills and find a job and a career path that leads to living wage employment. 

Successes

Over the past 45 years, Pathways has served over 15,000 students; over 3,000 have attained a high school equivalency degree through studying  at our center. What began as a few students meeting in one classroom with a tutor has grown and expanded to a vibrant learning community with 400 students, 25 staff, 50 volunteers, and an active Board of Directors.

Pathways is rated by the Commonwealth as one of the top-ranked adult education programs in Massachusetts. Over the past five years we have consistently exceeded goals for our students academic gains set for us by the MA Department of Elementary and Secondary Education. 

We have a dedicated Board of Directors; talented, accredited teachers and volunteers teaching a well designed curriculum; and we continually identify and implement Best Practices. Pathways integrates a Work Readiness program into its core curriculum and also offers family literacy courses, computer classes, distance learning options and citizenship classes.  

Career Training Program Success

As economic realities have evolved, in conversation with our students and local employers and with evaluation of economic data and labor market trends it became increasingly clear that adults do not benefit from just learning English or getting a HiSet/GED diploma. Adults need postsecondary certifications and training to be successful in the modern workforce. We have investigated best practices around the country and identified the model of integrating technical/vocational/occupational skills or certification with language or academic support as the best and most efficient way to move our adult population into living wage employment. 

During 2016 – 2018 we designed, found funding for and implemented a Health Tech training program in partnership with Lynn Vocational Tech Institute, training adults with low English Language skill students in EKG and Phlebotomy certifications. We had a 91% completion rate for the pilot program! Our next step along that pathway was to develop a CNA training program in collaboration with the Red Cross. That program had a 71% completion rate. Concurrently, in partnership with NSCC, we developed a program to train adults in Early Childhood Education. During the first year of that program, 95% of students completed the program. The success of these initiatives underlined our assumptions; we know the future of our program and the lives of families in Lynn relies on access to more accessible training in high demand labor market fields. While COVID stalled our progress in developing and providing Career Training Certification programs like these, we are well positioned to launch into this expansion. Pathways has a long track record (over 45 years!) of providing students with high quality education leading to strong outcomes. We have experience in building a variety of programs and curriculum targeted and customized for adults and we have a dedicated, highly qualified and trained staff and volunteers that can support this expansion initiative. 

AGENCY INFORMATION (Con’t)

Monitoring:

Pathways core programs are monitored on an ongoing basis by the MA Department of Elementary and Secondary Education. Both internally and externally we follow metrics that determine our measure of success including; enrollment and retention, attendance, measurable skills gains based on pre and post testing and employment status and increased wages among others. Our IET programs are subjected to similar rigorous evaluation but success is ultimately measured by program completion/certification and employment within the field. 

We would always welcome visits and oversight from the City throughout the duration of the project to evaluate the progress and success of the program. 

As a 501(c)3 nonprofit organization, we are required to have a yearly external audit. In addition our large state grant is subjected to audits by the State on a regular basis.

We have all of the Insurance, Bonding and Worker’s Compensation required by the State for 501(c)3 nonprofits. 

Current Pathways students come from more than 40 countries, speak 17 different languages, range in age from 18 – 60, the majority falling between 25 and 45 years of age. Two thirds of our students are women and two thirds work. 98% fall below the federal poverty line. 80%+ of our students are people of color. 

How many people do you serve monthly? Our program currently serves around 200 adults each month

AGENCY INFORMATION (Con’t)

Is this a certified minority-owned and/or women-owned entity? No

No

File Upload (optional):

Administrative Information

A.) Name of Organization: Girls Inc. of Lynn

B.) Date: May 31, 2022

C.) Primary Contact Person: Joanna Cacciola

D.) Position/Title of Primary Contact Person: Grant Writer Partnership Manager

E.) Organization Address: 50 High Street
Lynn, Massachusetts 01902

F.) Primary Contact Email: jcacciola@girlsinclynn.org

G.) Primary Phone: (781) 592-9744

H.) Person Signing Sub-recipient Contract: Deb Ansourlian

I.) Position/Title of Person Signing Sub-recipient Contract: Executive Director

J.) Sub-recipient Signer’s Email: dansourlian@girlsinclynn.org

K.) Tax ID: 04-2104250

L.) DUNS #: 097453765

2.) Name of Proposed ARPA Project:

3.) Type of Project:

B.) If applicable, please identify: The goal of this project is to expand the teen program by 250 girls, resulting in a total of 750 teen girls served between Fall 2022 and Winter 2026/2027. Since the onset of the coronavirus pandemic in March 2020 Girls Inc. has addressed the impact of the pandemic on the girls and their families. Recognizing and responding to these increased and novel needs has motivated us, and requires us, to expand our teen programming to support more girls as they cope with, challenge, and overcome the impacts of the pandemic on their academic success, social-emotional health, and their future in college and career. Girls Inc. of Lynn currently serves approximately 100 high school aged girls with our Teen programs, Project SOAR (Strengths, Opportunities, Academic Resilience). Project SOAR directly addresses the needs of teen girls in Lynn and is based on the Girls Inc. Experience for empowerment and personal development, including academic enrichment and support, life skills instruction, and activities focused on healthy living. The Teen programs provide academic support to Girls Inc. girls (also called members) and prepares them to enroll in college, succeed in their first job, and to be leaders at school, in their community, and throughout their lives. They receive academic, leadership, and mentoring support from caring, trained adults who are committed to their success; mentorship provides members with encouragement and support throughout their high school years. Through career and alumnae panels, job shadowing, leadership programs, and community action projects, the girls learn about themselves, their skills, and define their post-high school goals. Activities, academic support, and mentoring culminate in the girls’ junior and senior years when they are invited to participate in the College Access Mentoring program, which guides girls through the college application, selection, and matriculation processes with weekly workshops and mentoring. The program provides girls with time and resources to fill out applications, apply for scholarships, draft essays, attend college site visits, and understand financial aid packages. The expansion of Project SOAR will enable Girls Inc. of Lynn to annually increase the number of high school girls served and provide continuous support as they advance through college and begin a career. The expansion will also allow us to proactively connect with, support, and engage Girls Inc. alumnae. With the goal of serving an additional 250 teen girls between Fall 2022 and Winter 2026 or 50 additional teens each year, Girls Inc. will thoughtfully expand our programming to meet the needs of the increased number of members we plan to serve. We will broaden our programming to better equip girls with the academic and socio-emotional skills they need to be successful in high school, participate in post-secondary education, pursue meaningful careers, and lead fulfilling lives. Expanded programming will build on our successful programs that provide academic support, embed socio-emotional learning in all activities, and teach good citizenry, advocacy, financial, and leadership skills. Program additions will include increased access to arts, music, and drama; personal finance; cooking and baking; self-defense; more access to diverse female role models; and an emphasis on behavioral health skills like meditation. Project Soar will provide case management for the girls as they move through college which will include monthly check-ins, internships, and mentoring with corporate partner professionals. This growth will require hiring two additional full-time staff to oversee the teen programs holistically and develop a stronger alumnae network, working with independent contractors to deliver workshops, as well as additional program costs associated with increasing the number of girls served and increasing the number of programs offered. The full-time Project SOAR Manager will oversee all aspects of the programming including data collection and alumnae program development, the full-time Program Specialist will manage the development and implementation of programs across Project SOAR as well as oversee the recruitment, selection, and training of independent contractors hired to deliver workshops, programs, and activities. Girls Inc. will offer an augmented teen program schedule that will empower them to select sessions based on nonacademic interests, areas (academic and nonacademic) in which they’d like to grow or improve, and college and career goals.

4.) Estimated Project Timeline:

A.) Estimated Start Date of Project: August 31, 2022

5.) Please note project milestones:

Pease list each project milestone and date (approximate):

Fall 2022

  • Project SOAR Program Director recruited, hired, and onboarded
  • Program Specialist recruited, hired, and onboarded
  • Expanded Project SOAR curricula developed & implemented
  • 50 additional girls recruited

Winter 2023

  • Alumnae data base created
  • Mentors and internships identified for first Project SOAR alumnae cohort

Spring & Summer 2023

  • Partnership with Girls Inc. National explored
  • Curricula evaluated
  • Alumnae database updated with cohort 1 information
  • First Project SOAR alumnae cohort assigned mentors & begin career internship exploration

Fall 2023

  • Curricula changes implemented
  • 50 additional girls recruited
  • First Project SOAR alumnae cohort enroll in college

 Winter 2024

  • Alumnae case management begins
  • Mentors and internships identified for second Project SOAR alumnae cohort

Spring & Summer 2024

  • Curricula re-evaluated
  • Alumnae database updated with cohort 2 information
  • Second Project SOAR alumnae cohort assigned mentors & begin career internship exploration

 Fall 2024

  • Curricula changes implemented
  • Continue to work with first Project SOAR alumnae cohort
  • 50 additional girls recruited
  • Second Project SOAR alumnae cohort enroll in college

Winter 2025

  • Alumnae case management begins for cohort 2 and continues for cohort 1
  • Mentors and internships identified for third Project SOAR alumnae cohort

Spring & Summer 2025

  • Curricula re-evaluated
  • Third Project SOAR alumnae cohort assigned mentors & begin career internship exploration

 Fall 2025

  • Curricula changes implemented
  • 50 additional girls recruited
  • Continue to work with Project SOAR alumnae cohorts
  • Third Project SOAR alumnae cohort enroll in college

Winter 2025

  • Alumnae case management begins for cohort 3 and continues for cohorts 1 and 2
  • Mentors and internships identified for fourth Project SOAR alumnae cohort

Spring & Summer 2026

  • First cohort of expanded Project SOAR alumnae graduate from college
  • Curricula re-evaluated
  • Fourth Project SOAR alumnae cohort assigned mentors & begin career internship exploration

Fall 2026

  • Curricula changes implemented
  • 50 additional girls recruited
  • Continue to work with Project SOAR alumnae cohorts
  • Fourth Project SOAR alumnae cohort enroll in college

File upload: 

6.) Project Description:

All our core programs are based on the Girls Inc. Experience; they are holistic, compensatory, intentional, and focused on the needs of girls, providing a wide variety of opportunities that girls from low-income areas might not otherwise experience. Our programs include literacy, STEM, academic support, leadership, community action, mentoring, and college & career readiness. Recognizing that higher education is critical to girls’ personal development and economic independence, we provide academic enrichment and support throughout all age groups. Our programs help girls envision possibilities and are an ideal model for reaching out to girls who face real challenges around staying in school and have limited access to career development and college preparation opportunities.

Project SOAR provides approximately 100 girls, ages 14-18, with college access mentoring, career readiness programming, peer leadership opportunities, community action programs, and access to the Learning Center, a quiet space equipped with technology, support and resources. Project SOAR supports Lynn girls living in low-income households and under resourced communities with the inspiration, skills, and guidance they need to make educated decisions about their educational and career futures. This program is comprised of career exploration opportunities, financial literacy, college access mentoring, college and job readiness programming, leadership programming, and academic enrichment and support. Members learn how to prepare for a first job, they research their career interests through job shadowing and internships, and they receive assistance with the college application process including writing essays, identifying scholarships, and researching colleges. Expansion of Project SOAR will allow Girls Inc. of Lynn to provide these resources, services, and opportunities to more girls and to increase the number of activities and programs offered.

COLLEGE ACCESS MENTORING

Each week, from September through May, the College Access Mentoring program provides workshops and one-on-one mentoring for senior girls to complete tasks related to the college application process. The College Access and Mentoring Coordinator highlights a college, major, and scholarship each week and provides support to mentoring pairs throughout the remainder of the evening. Juniors are matched in small mentoring groups, who meet for an hour and a half per week to explore the college application process, start thinking about majors of study, identifying what is important to them when selecting colleges, and course planning for their senior year. Another component of the program is engaging families in the financial aid process through training and one-on-one support; this provides members and their families with the resources and training needed to complete the Free Application for Federal Student Aid (FAFSA) and understand the role of financial aid and scholarships on tuition. The financial impact of college tuition costs on the families of our members is significant, as is the impact of a girl being the first in her family to attend college.

Our alumnae panel is a key aspect of the program; alumnae share their experiences in college with current juniors and seniors typically emphasizing the importance of scholarships, developing a network of support on campus, budgeting for college life, and taking advantage of college supports like office hours and free tutoring. Since the program started, in 2007, 95-100% of members have attended college directly after graduating from high school, while the remaining participants have joined the military or entered the workforce.

CAREER PATH

Many Girls Inc. of Lynn teens are excited to join the workforce but need the knowledge and skills to do so successfully. Career Path offers weekly workshops that allow the girls to explore their career interests, increase their awareness of future career options, inspire them to long term goals, and prepare them to enter the workforce by having them learn and practice workforce related skills. Career Path holds bimonthly career speakers panels featuring 3-4 female professionals from a specific field such as Women in Biotech, Women in Finance, or Women in Medicine. The career speakers panels offer a special opportunity to hear about a range of careers in real time from real people. In addition to panels, the program prepares and places the girls in job shadows and internships to give them a deeper understanding of various careers.

LEADERSHIP AND COMMUNITY ACTION

The Teen Leadership Academy component of Project SOAR provides the opportunity for girls to receive essential support from caring adults, who serve as coaches. The girls and their coaches meet for 90 minutes each week for 13 weeks; coaches take turns leading activities and results in the girls being exposed to many dynamic female leaders in various careers. The session begins with dinner in the late afternoon/early evening, followed by a lesson and activity for the day. Over the course of the 13 weeks, the coaches lean into their professional expertise to lead interactive lessons based on key topics, which include discussing “what is leadership”; 7 habits of highly effective teens; required career skills brainstorming session; time management; goal setting; effective group work; conflict resolution; public speaking; personal branding/dress for success; self-advocacy development; active listening and verbal communication skills; nonverbal communication; and Equal Earners, Savvy Spenders, a Girls Inc. National program model that covers economic and  financial literacy topics such as wants and needs, career development, banking skills, loan options,  credit  cards, consumer tips, media literacy, taxes and government services, philanthropy, and fitting a career into a full, well-rounded life.  At the end of the 13 weeks girls have completed a resume, vision boards, created a professional outfit for interviews, a self-assessment of skills and knowledge, and career goals.

The Peer Leadership programs raise girls’ expectations for their futures, help them envision themselves as leaders, and provide them with skills to achieve their career and college goals. These programs also increase their self-esteem, improve decision-making and problem-solving skills, increase their advocacy skills as well as their persistence and resistance skills. In addition to supporting teens, these programs engage approximately 100 middle school girls who receive academic and social support from the Peer Leaders, learn about various careers, and see women like themselves completing high school and pursuing post-secondary education.

We offer five Peer Leadership programs: Academic Ambassadors, STEM, Beach Sisters, Part of the Solution, and Teen Healthy Ambassadors. The teens create and implement programs designed to educate their peers, middle school members, family, and the community. Academic Ambassadors provide academic support and programs about study habits and learning styles; STEM leaders highlight the importance of Science, Technology, Engineering, and Math in daily life; Beach Sisters, a partnership with Northeastern University Marine Science Center, promotes environmental literacy and stewardship; Part of the Solution, a substance abuse prevention program, works to help reduce alcohol and drug misuse in the city; and the Health Ambassadors perform peer outreach to educate and prevent teen pregnancy, STD’s, HIV/AIDS, and promote healthy choices.

Each fall, 30 teens, six per program, are selected through an application and interview process to be Peer Leaders. Peer Leadership is treated like a job, girls receive a monthly stipend and are held to high expectations while learning essential professional skills. The girls meet three times a week for a total of 6 hours. One day a week is focused on developing community projects including events and campaigns.

CASE MANAGEMENT

The weekly case management provided by staff offers a safe place for the girls to express their concerns, work through problems, set goals, and celebrate successes in school, at work, home and with their friends. The staff can be a listening ear and resource broker for the girls to help them successfully navigate the challenges of life as a teen, a young woman, and a person of color. The relationship that develops between each girl and the staff member facilitates the girl’s participation in all aspects of the program, each teen recognizes she has a confidant and advocate supporting her growth and success.

ACADEMIC ENRICHMENT

Project SOAR’s Academic Enrichment and Support includes the Learning Center. The Learning Center offers a quiet space for the girls to complete homework and work on school projects. The Learning Center is often used as a home base for many of the girls because it allows them to work independently, but also has adults available to help as needed to meet the girls’ changing needs each day. Having a space dedicated to working on schoolwork with the technology and staff available is key to supporting the girls’ academic achievement as many of the girls are on their own after school and have limited options for where they can complete their work and who is available to assist them.

Enrichment Activities are 10–12-week programs that provide social and educational opportunities for girls. Examples of enrichment activities are cooking, art, yoga, coding, financial literacy, entrepreneurship/business, and community service projects. Will it be confusing to say we are already doing these types of programs while above we are saying we are expanding programs by offering them?

Project SOAR enhances services provided in Lynn through our collaborations with North Shore Community College’s TRiO program, which provides free college trips; Financial Aid/ FAFSA assistance to our girls/ families by on-site applications; Let’s Get Ready, a SAT prep program; and Salem State University’s Admissions Office, Boston University’s Advising Corps which provides training to our mentors, and the North Shore Post-Secondary Collaborative Group which provides networking and resources for organizations working with high school and college age youth.

COLLEGE/CAREER EXPEDITIONS

Field trips that encourage girls to explore their college and career futures are integral to Project SOAR. Trips include college campus visits including Colleges of the Fenway, North Shore Community College, and Salem State University, allowing girls to envision themselves on a college campus in their near future, highlighting the variety of colleges available to them. Planned visits to companies increase the girls’ awareness of future career options, especially when women host the visits. Business visits include Colliers, Rightpoint, PwC, Biogen, Salem Enterprise Center, Lydia Pinkham Building, and EBSCO. Recreational destinations promote group bonding and inspire girls to explore beyond their comfort zones, often challenging their mind, bodies, and spirits. Trips include Urban Adventure Quest, George’s Island, Swan Boats and Faneuil Hall, Kayaking on Spot Pond, and Canobie Lake Park.

ALUMNAE

The success of Project SOAR motivates us to expand the program to reach more girls and to support our members through their college experience with continued case management, professional opportunities, and mentorship. To develop and implement the alumnae program the Project SOAR Manager will work with program staff and Girls Inc. members to gather alumnae information including contact information, college progress, and early career data. The Program Specialist will develop the alumnae programming and facilitate mentor connections, alumnae panels, and workshops.

7.) Performance Measurement:

B.) # Low and moderate-income persons expected to service: 750
C.) % Low and moderate-income persons expected to service: 100%

8.) Identify the Category for Eligible Use (see attached list from U.S. Treasury):

9.) Allowable Expenditures for American Rescue Plan Act (ARPA) Funds

  • Public Health:

  • Negative Economic Impacts: 2.25 Addressing Educational Disparities: Academic, Social, and Emotional Services

  • Services to Disproportionately Impacted Communities:

  • Premium Pay:

  • Infrastructure Improvements:

  • Revenue Replacement:

  • Administrative & Other:

10.) Please explain how the project qualifies under the expenditure category noted above:

All our core programs are based on the Girls Inc. Experience for empowerment and personal development, including academic enrichment and support, life skills instruction and activities focused on healthy living. The Girls Inc. Experience sets us apart from other programs because it focuses on the “whole” girl in a pro-girl and girls-only environment that is physically, socially, and emotionally safe, and confirms that girls deserve to reach their full potential. Our programs are based on the social and emotional support needed for success in school and careers and consists of people, an environment, and programming that together, empower girls to succeed. Trained staff and volunteers build lasting, mentoring relationships that are physically and emotionally safe, where girls find a sisterhood of support with shared drive, mutual respect, and high expectations.

Project SOAR provides girls with the social and emotional services they need to navigate high school, complete the college application process, and make empowered decisions about their post-secondary education and future careers.

11.) How does the proposed project relate to the COVID-19 pandemic and how will ARPA funding help address this need?

Ongoing research has revealed the lasting impacts of COVID-19 on student learning, emotional health, high school completion, and college matriculation. Research also continues to show that students living in low-income communities, and students of color have been impacted most significantly. Educational and emotional inequities that Project SOAR has worked to combat, such as lack of access to computers and stable Wi-Fi, fewer adults available to support learning, and unequal access to emotional and behavioral health supports were exacerbated by the COVID-19 pandemic and have left students of color and in low-income households with a significant learning loss across grades and increased need for mental health support. A December 2021 report by McKinsey and Company, “COVID-19 and education: An emerging K-shaped recovery” examines in detail the disparate impact of the pandemic on learning outcomes, mental health, and abseentism by income, race, and age group. The report states, “Students in majority-Black schools remain five months behind their historical levels in both mathematics and reading, while students in majority-White schools are now just two months behind their historical levels, widening prepandemic achievement gaps. This means that, in math, students in majority-Black schools are now 12 months behind their peers in majority-White schools, having started the pandemic nine months behind. Similarly, concerns around student mental health have lessened somewhat since the spring, but they remain higher than before the pandemic.”

In addition to the trauma and learning loss experienced as a result of COVID-19, many high school students have chosen to delay attending college or have chosen schools closer to their homes. These trends are particularly high for first generation students and students of color. According to “The Great Interruption,” a February 2022 article in Inside Higher Ed, “low-income students have been disproportionally diverted from the college pathway. Over the last two cycles, Free Application for Federal Student Aid submissions have declined significantly and especially among students attending low-income high schools. In no racial or ethnic group is this decline more evident than among Hispanic students, with a decline of 7 percent in undergraduate enrollment from 2019 to 2021.”

Project SOAR has proven to be effective in supporting girls in post-secondary education and early career pursuits with most girls (98%) enrolled matriculating to college with a significant number of scholarships. Through expanded programming that focuses on academic support and engagement, personal development, and the emotional and social needs of the girls we serve, Girls Inc. of Lynn ensures girls are prepared to attend college and address challenges they may experience on a college campus.

ARPA funding will help Girls Inc. of Lynn expand our program to serve more teen girls in Lynn with more programming throughout high school, and to provide continued support as they matriculate to college and enter their first careers.

12.) How will this project benefit residents and/or businesses in the City of Lynn?

Expanded Project SOAR programming will not only benefit the girls we serve, but also their families and their community. Girls Inc. girls are currently recognized by the Lynn community as leaders and women who advocate for their education, their interests, the environment, and the health and safety of their community. Past successes have included increasing the age to purchase tobacco products from 18 to 21, banning single-use plastics in Lynn, installation of cigarette butt bins to keep the community and oceans clean, and annually collecting feminine hygiene products to be distributed at schools at no cost to the girls in need of these products. These projects illustrate the determination and advocacy of the girls we serve, and their desire to create a safe and healthy living space for themselves, their families, and their peers.

The expanded program will continue to benefit Lynn’s residents and businesses because the girls will continue to advocate for their community while enrolled in the program, and these projects help to improve the city. Girls take the leadership and advocacy skills they learned here to their college campuses and improve those spaces helping to lift the City of Lynn identity and name throughout the region.

13.) What specific outcomes or accomplishments will this project receive?

Specific outcomes and accomplishments will include:

  • Increased number of teen girls served in Lynn
  • Increased number of teen girls completing high school
  • Increased number of girls matriculating to college
  • Increased number of girls self-identifying as a leader to their peers and in their community
  • Increased number of girls considering their long-term goals when planning
  • Increased number of girls with self-regulation skills including emotional regulation and healthy coping skills to overcome frustration, stress, and bullying
  • Increased number of girls who exhibit resiliency, particularly in adverse situations
  • Increased number of girls self-identifying as possessing critical thinking and communication skills
  • Increased number of girls who possess financial and economic literacy
  • Increased number of girls who advocate for themselves, others, and causes they believe in
  • Increased number of girls who exhibit healthy decisions around sexuality, and substance use including alcohol and other drugs

14.) Project Cost:

B.) Amount of Lynn ARPA Funds Requested: $1,102,037.92

15.) Are the project costs ready to be appropriated, or will they be phased?

Appropriated

16.) Are matching funds available from another source?

No

If yes, please identify source(s) and amount(s):

Currently Girls Inc. of Lynn does not have matching funds for this expansion. Girls Inc. of Lynn plans to leverage ARPA funds to pursue additional funding support from donors, partners, and grantors to ensure youth who’ve been impacted by the pandemic have access to the technology and academic and social-emotional supports they need to overcome the challenges and obstacles they experience as a result of the coronavirus pandemic.

Girls Inc. of Lynn leadership has spoken with Girls Inc. National about future funding to support expansion of programs to provide more help and support for college-aged alumnae.

17.) Are there other funding opportunities available that may reduce the amount of ARPA funding needed?

No

If yes, please identify:

Girls Inc. of Lynn plans to leverage ARPA funds to pursue additional funding support from donors, partners, and grantors to ensure youth who’ve been impacted by the pandemic have access to the technology and academic and social-emotional supports they need to overcome the challenges and obstacles they experience as a result of the coronavirus pandemic.

18.) Budget summary of activity, including all proposed and confirmed funding sources:

Girls Inc. of Lynn does not have additional funding sources, either confirmed or proposed, at this time for this expansion. Executive leadership is relying on the ARPA funding to pursue this growth beginning in the fall of 2022.

Attached is a full program budget, with costs delineated by year beginning with the 2022-2023 school year through December 2026.

Upload additional files: https://lynnarpa.com/wp-content/uploads/formidable/8/FY23-Project-SOAR-Budget.xlsx

19.) Will the proposed project incur any ongoing/recurring costs?

Yes

If yes, please identify:

Ongoing and recurring costs will include the annual salary and fringe for the two additional full-time staff members, in addition to program costs including: supplies for activities, transportation and admission fees for field trips, and incentives for participants. These costs will be built into the Girls Inc. of Lynn operating budget and funded through donations and future grant funding.

Girls Inc. of Lynn executive leadership and staff, and the Girls Inc. of Lynn Board of Directors are committed to program growth in the City of Lynn. During the January 2022 Board of Directors meeting, members of the board voted to approve a 3-year strategic plan which includes expanding our Lynn programs to increase the number of girls served in Lynn and to bolster organizational relationships with our alumnae and to strengthen organization capacity through deliberate investment in resources to support and ensure high-quality programs continuation and growth and to recruit and retain highly qualified staff and volunteers

20.) Will this project result in savings for a City Department or Community beyond 2026?

Yes

If yes, please identify:

By 2026, 750 strong, smart, and bold girls will advocate and contribute to the well-being of society and the community of Lynn. Beyond 2026 this number of strong, smart, and bold girls who contribute positively to their communities will continue to grow exponentially as we continue to serve teen girls living in Lynn.

21.) Will this project increase future revenues for the City of Lynn?

Yes

If yes, please identify:

Increased revenues for the City of Lynn will be seen as a direct result of the decreased expenses for the city in the form of savings related to decreased teen pregnancies, increased high school graduation rates, and decreased city expenses for subsidized housing and child support, food benefits, and substance abuse treatments. Girls Inc. girls will result in the city having a larger population of educated and engaged youth who work towards the prevention of substance misuse and promote high school completion.

Currently, 66% of Girls Inc. of Lynn staff reside in the city which results in tax revenues for Lynn, but also income to local businesses. Additionally, Girls Inc. relies on local companies whenever possible; local bus companies are chartered for field trips and local food suppliers from grocery stores and restaurants to distributors are selected to provide food for after-school and summer activities including snacks for all girls and the Teen Leadership Academy dinners and for events including family engagement nights, the summer kick-off party, and end of summer celebration cookout.

Girls Inc. of Lynn also partners with other local nonprofits for use of facilities and gathering spaces.

22.) Is additional staff required for the duration of the project?

Yes

If yes, please identify:

Girls Inc. of Lynn will hire two full-time staff members for the duration of the project beyond 2026. The Project SOAR Manager and Program Specialist will be full-time, year-round employees beginning in the Fall of 2022.

 

23.) Does the proposed project benefit residents disproportionately impacted by the COVID-19 pandemic?

Yes

If yes, please identify:

Project SOAR benefits girls living in low-to-moderate income households, many of whom identify as girls of color, two communities disproportionately impacted by the COVID-19 pandemic. The program supports the academic enrichment and social emotional needs of Lynn teen girls as they continue to navigate the trauma of the pandemic and its lasting effects, overcome the learning loss they experienced as a result of remote and hybrid learning, and the concerns associated with leaving home in the wake of the pandemic.

Through mentorship, life skills programs, academic support, and college and career readiness programming Girls Inc. of Lynn helps teen girls address these challenges, build resiliency, and develop skills to navigate the social and emotional landscape of high school, college, and career.

24.) Does the proposed project reduce adverse climate impacts and/or promote environmental sustainability?

Yes

If yes, please identify:

Beach Sisters, a Peer Leadership program (Peer Leadership is outlined in question 6) promotes environmental stewardship with weekly lessons taught by the teens to middle school Girls Inc. members and community action projects within the City of Lynn. Each year a new set of peer leaders select a theme, develop, and deliver weekly after-school and summer session middle school lessons and design community action projects.

Weekly sessions provide interactive educational activities on topics such as nutrient cycling, oceanography, marine ecosystems, watersheds, and human impacts on the marine environment. Recent community action projects include the “Talking Trash” initiative, the purpose of this 2-year project is to engage a diverse population of youth in community-based social marketing research and service projects that address the marine debris issues in their communities. Projects for this initiative included the “Plastic Reduction Ad Campaign” which resulted in posters, Instagram videos, and billboards; the “Coast Smart Restaurant Campaign” to encourage restaurants and schools to use sustainable food containers, creation of a “Composting 101” video in collaboration with restaurant owners and making and installing Cigarette Butt Collection Bins in Lynn after garnering support from local businesses and the Department of Public Works.

25.) Does the project benefit a neighborhood, region of the City, or the City as a whole?

Entire City

If yes, please identify:

AGENCY INFORMATION

Background/Program Experience:

Since 1942, Girls Inc. of Lynn has inspired girls to be Strong, Smart, and Bold by meeting the needs of girls in the community, developing girls’ capacity to overcome the effects of discrimination, be self-sufficient, responsible members of the community, and by serving as advocates for all girls.  We provide essential resources and challenging programs to girls living in low-income neighborhoods with limited access to technology, educational, financial, and health resources. Girls Inc. of Lynn is one of the oldest local affiliates of the national Girls Inc. organization, whose roots date back to 1864 and provides vital educational programs to millions of girls in America and Canada, particularly those in under-resourced, low-income areas. We benefit from the extensive research carried out at Girls Inc. National Resource Center, where they develop, test, and disseminate best practice curriculum models for girls.

As one of the oldest affiliates, we frequently serve as a pilot site to test new curricula for the national organization. In the 1980s, Girls Inc. of Lynn was one of seven affiliates to beta test STEM programs, and in the 1990s, we were selected as a pilot site for the Girls Inc. National summer Eureka! STEM program. Beginning in 2007 Girls Inc. of Lynn has offered Project SOAR, our Teen College and Career readiness programs.

In 2009, Girls Inc. of Lynn built the Demakes Center on the site of the old Lynn High School; housing all our programs in one facility has increased peer mentoring opportunities between age groups, facilitated program growth, and increased retention as the girls advance into the different programs. In 2015, our literacy program was incorporated into the national literacy program model, used by many affiliates in the United States and Canada. Most recently, Girls Inc. National selected the Director of Middle and High School Programs and the Supervisor of Middle School Programs to serve as thinking partners to help develop their trauma-informed training for affiliates. The Director of Middle and High School Programs also served as a thinking partner with Girls Inc. National to further develop their guide on virtual programming.

Project SOAR (Strengths, Opportunities, Academic Resilience), directly addresses the needs of the teen girls in Lynn. Project SOAR provides academic support to our teen members and prepares them to enroll in college, succeed in their first job, and to be leaders at school, in the community, and throughout their lives as they continue to grow after high school. They receive academic, leadership, and mentoring support from caring, trained adults who are committed to their success, and through career and alumnae panels, job shadowing, leadership programs, and community action projects the girls who participate in Project SOAR learn about themselves, their skills, and define their post-high school goals.

AGENCY INFORMATION (Con’t)

Monitoring:

Girls Inc. of Lynn has systems, procedures, and policies to monitor grants the size of the ARPA award. Programmatically, the Director of Teen and Middle School will monitor the grant. Information about the girls will be entered into our database Compass 360 by our Data Coordinator, allowing us to monitor demographics and monitor outcomes for the girls and the programs. The Data Coordinator will generate reports reviewed by the Director of Teen and Middle School, the Girls Inc. The program Team and the Executive Director will use the information to ensure we are on track to fulfill performance measurements, milestones, and outcomes.

Girls Inc. uses the SAGE50 accounting system. The award will be assigned a code to monitor revenues and expenses. The Teen and Middle School Director will approve all expenditures, and expenditures are reviewed by the Executive Director weekly. The Finance Manager will prepare a grant report and financial statements reviewed by the Executive Director, the Board Finance Committee, and the Board of Directors monthly.

Girls Inc. of Lynn engages an independent CPA firm to audit the organization’s financial statements. The audit firm reviews all related activities, changes in net assets, cash flows, and functional expenses. They also conduct an internal control review and compliance testing on different areas of the business. In addition to preparing the audited financial statements, they prepare the 900 tax statements and the Commonwealth of Massachusetts Uniform Financial Report. The auditors present the financial statements and audit reports to the Finance Committee. At the October Board meeting, the auditors present the audit. The board of Directors vote to accept the audit report presented by the auditors.

Girls Inc. of Lynn has insurance through Philadelphia Insurance and worker’s compensation through Massachusetts Bay Self-Insurance Group.

Girls Inc. of Lynn has served girls from Lynn, MA, and their families for 80 years. Most girls (93%) we serve self-identify as girls of color; 81% of these girls live in families earning less than $50,000 a year, and 66% of the girls live in single-parent homes, many coming from immigrant families, where English is not the primary language. Girls Inc. works closely with the Lynn Public Schools to develop curricula that supports the girls’ in-school learning and to address current issues.

How many people do you serve monthly? 350 pre-pandemic, unduplicated

AGENCY INFORMATION (Con’t)

Is this a certified minority-owned and/or women-owned entity? Yes

No

File Upload (optional):

Administrative Information

A.) Name of Organization: North Shore Maritime Center

B.) Date: May 31, 2022

C.) Primary Contact Person: William Goldenheim

D.) Position/Title of Primary Contact Person: Executive Director

E.) Organization Address: 95 Banks Road
Swampscott, Massachusetts 01907

F.) Primary Contact Email: wgoldenheim@gmail.com

G.) Primary Phone: 2039123724

H.) Person Signing Sub-recipient Contract: William Goldenheim

I.) Position/Title of Person Signing Sub-recipient Contract: Executive Director

J.) Sub-recipient Signer’s Email: wgoldenheim@gmail.com

K.) Tax ID: 85-4030303

L.) DUNS #: Pending

2.) Name of Proposed ARPA Project:

3.) Type of Project:

B.) If applicable, please identify: The Lynn Youth Rowing Expansion Program will introduce the sport of rowing to new Lynn Middle & High School students who are predominantly low-income, youth of color, and/or have a disability.

4.) Estimated Project Timeline:

A.) Estimated Start Date of Project: September 1, 2022

5.) Please note project milestones:

Pease list each project milestone and date (approximate):

Fall 2022:

  • Procurement of Equipment & Safety Supplies, secure Storage for Equipment
  • Lynn Public School Outreach begins
  • Marketing and outreach materials are created and translated based on school needs
  • Staffing outreach begins

Winter 2022/2023:

  • 3 Schools are confirmed for One-Day or Multi-Day Introductory Rowing Workshops
  • 1-3 Schools are confirmed for Sluice Pond Field Trips
  • Site identified for Lynn Indoor Rowing Championship Event
  • Logistics are confirmed with school contacts and dates are confirmed
  • Staff are hired

Spring 2023:

  • 3 In-School One-Day or Multi-Day Introductory Rowing Workshops are offered
  • 1-3 Sluice Pond Field Trips are held
  • City of Lynn Indoor Rowing Championship Event is held

Summer 2023: 

  • Option for youth to register for Summer NSMC programming
  • Reset & Review successes and failures
  • Planning for Year 2

Fall 2023:

  • Lynn Public School Outreach begins
  • Staff are renewed or new staff outreach begins
  • Marketing and outreach materials are created and translated based on school needs

Winter 2023/2024:

  • 5+ new Schools are confirmed for One-Day or Multi-Day Introductory Rowing Workshops
  • 1-3 Schools from Year 1 are confirmed
  • 2+ Schools are confirmed for Sluice Pond Field Trips
  • Site identified for Lynn Indoor Rowing Championship Event
  • Logistics are confirmed with school contacts and dates are confirmed

Spring 2024:

  • 5+ In-School One-Day or Multi-Day Introductory Rowing Workshops are offered
  • 2+ Sluice Pond Field Trips are held
  • City of Lynn Indoor Rowing Championship Event is held

Summer 2024: 

  • Option for youth to register for Summer NSMC programming
  • Reset & Review successes and failures
  • Sustainability planning for program continuation

File upload: https://lynnarpa.com/wp-content/uploads/formidable/8/C2_QUOTE.2022052719565700000003.pdf

6.) Project Description:

The Lynn Youth Rowing Expansion Program represents an expansion of NSMC’s successful efforts to date in Lynn, having reached over 150 Lynn students since its founding in 2020. This program is an expansion of that model and aims to engage an unreached population, Lynn public and charter middle and high school students. Working with schools, NSMC will offer a series of introductory rowing workshops and on-the-water experiences, culminating in the Lynn Indoor Rowing Championship. Of special interest to NSMC is creating opportunities for students with disabilities to participate. This project will take place over two school years (2022-2023 and 2023-2024), reaching a total of 5-8 schools and reaching 75-100 new students. 

North Shore Maritime Center (NSMC) was founded in late 2020 with the mission to provide access to watersports and maritime education to communities on the North Shore of Boston. Access to these opportunities has been demonstrated to help youth, adults, people with disabilities, and veterans alike by actively engaging the body and mind while providing social and emotional structure. Through the programming, NSMC raises up the Lynn area community through access to new opportunities, active engagement, and is redefining representation in watersports and maritime education. NSMC is changing the face of water-based activities in the North Shore area.

Currently, NSMC is led by a volunteer Executive Director and Founder, William Goldenheim. Since its founding, NSMC has engaged 150 Lynn students through partnerships with St. Mary’s and Boys & Girls Club of Lynn (BGCL). However, there remains a significant untapped population of students at Lynn’s public and charter schools who, without this project, would likely never have the opportunity to be introduced to the sport of rowing or similar paddle sports. 

Why rowing? Rowing, or crew, is one of the fastest-growing sports in the US and worldwide. Women’s rowing has awarded more NCAA scholarships than any other women’s sport, and is second only to men’s football. It is a true team sport, provides lifelong fitness and skill development opportunities, and is concussion-free. It can also be adapted for individuals with physical or intellectual disabilities. In his time working for Community Rowing Inc., William would often offer indoor rowing to special education classrooms at both the middle- and high-school levels. He says of one experience:

“We met a student who would only engage with handheld video games or screens. There was very little direct communication between him and his teachers. When we introduced rowing machines to the class, the teachers were very encouraging but not overly optimistic that it would work. But, since rowing machines have a screen, something clicked for this student, he tried it, and loved it. He, his teachers, and we were so thrilled that we could provide him a new experience and I personally remember it so well after over 7 years later.”

Additionally, rowing has the proven power to heal. Evidence shows that rowing has been can stop, and reduce, the effects of trauma on the brain. According to the Grady Trauma Project, people in low-income communities experience rates of PTSD twice that of combat veterans. Dr. Bruce Perry has completed research that demonstrates that rhythmic movement, such as rowing, can help ease tension and heal the brain from trauma. Rowing has the power to change lives. 

Working with local schools, NSMC will engage with Lynn middle and high schools to schedule a one-day or multi-day indoor rowing workshop designed to introduce students to the sport of rowing. Students will be instructed in the use of Concept2 ERG Rowing Machines and the concept of rowing/crew and other paddling sports. Interested schools can schedule a field trip to participate in an on-the-water crew experience in a boat at Sluice Pond. Finally, interested students can register to participate in a culminating Lynn Indoor Rowing Championship Event, providing a competitive experience. 

All programs will be free of charge to the school and student. All students who attend a workshop or the event will receive a packet of materials about rowing, paddle sports, and NSMC programs, including financial aid resources. While recruitment is not the goal of this program, this is so that should a student express an interest to further their skills and development in this area, the information is readily available. Translation of the materials will be provided based on insight from the partnering schools so as to reach a broad and inclusive audience.

7.) Performance Measurement:

B.) # Low and moderate-income persons expected to service: 100
C.) % Low and moderate-income persons expected to service: 85

8.) Identify the Category for Eligible Use (see attached list from U.S. Treasury):

9.) Allowable Expenditures for American Rescue Plan Act (ARPA) Funds

  • Public Health:

  • Negative Economic Impacts: 2.25 Addressing Educational Disparities: Academic, Social, and Emotional Services

  • Services to Disproportionately Impacted Communities:

  • Premium Pay:

  • Infrastructure Improvements:

  • Revenue Replacement:

  • Administrative & Other:

10.) Please explain how the project qualifies under the expenditure category noted above:

This project qualifies under the Expenditure Category 2. Negative Economic Impacts (Household/Business/Non-Profit Assistance), 2.25 Addressing Educational Disparities: Academic, Social, and Emotional Services.  The Lynn Youth Rowing Expansion Program aims to provide opportunities for Lynn public and charter middle and high school students to learn about and experience the sport of rowing. This engagement has significant physical and mental benefits in the short term, and long term health and post-secondary educational benefits in the long term. 76% of Lynn students are low income; 86% are considered high needs by the District according to state data. There exist significant academic, social, and emotional disparities for these students. Funds will be utilized to increase staffing, purchase equipment, and support programming logistics so that the benefits of rowing and watersports can reach these students, where typically they would not have the opportunity. NSMC is the only organization providing these opportunities to Lynn youth.

11.) How does the proposed project relate to the COVID-19 pandemic and how will ARPA funding help address this need?

Studies around ACEs, or Adverse Childhood Experiences, which could include poverty, racism, trauma, and more, show that youth who have these experiences have worsened health and educational outcomes later in life. The COVID-19 pandemic has led to worsening health and educational outcomes for youth due to increased economic instability in the home, learning loss, and a nation-wide mental health crisis. Bodies of research shows that rates of trauma and PTSD in low-income people are nearly double that of veterans returning from combat. 

On the positive side, competitive team sports, physical activity, and time spent outdoors all are shown to have positive effects on trauma, PTSD, and overall mental health. This project aims to increase opportunities for Lynn youth to engage with the sport of rowing and watersports, with all of these factors in mind. Research by Dr. Bruce Perry has demonstrated that rhythmic movement, such as rowing, can help ease tension and heal the brain from trauma. NSMC is the only organization in the Lynn region providing these opportunities. It also encourages time spent outdoors, which is also proven to have significant mental and physical health benefits, immediately and long term. 

Participation in rowing, or crew, also creates greater access to post secondary educational opportunities and scholarships. Rowing is one of the fastest-growing sports in the US and worldwide. Women’s rowing has more NCAA scholarships than any other women’s sport, second only to men’s football. It is the ultimate team sport, promotes lifelong fitness and skill, and is concussion-free. 

12.) How will this project benefit residents and/or businesses in the City of Lynn?

This project provides recreation and fitness opportunities through exposure to indoor and outdoor rowing to low to moderate income youth from the City of Lynn. Rowing, crew, and similar watersports are considered to be activities engaged with by the wealthy and privileged. This is due to the high cost of equipment, lack of representation in the sport, and association with elitist institutions like Ivy League colleges and private preparatory schools. NSMC aims to eliminate these barriers and counter these assumptions through direct engagement. Access to these opportunities has been demonstrated to help youth, adults, people with disabilities, and veterans alike by actively engaging the body and mind while providing social and emotional structure. 

A current St. Mary’s Teacher and Coach, William Goldenheim has developed a network within Lynn that can successfully lead NSMC in completing this project. The work of NSMC also has broad community support. Advocates of NSMC in their efforts to reach youth are State Representative Dan Cahill, Councilor-at-large Brian Field, and Associate Commissioner of Lynn DPW, Lisa Nerich. NSMC has an official lease with the city for use of Sluice Pond, as well as the expressed support of local property owners, the Sluice Pond Association, for their watersports efforts.

13.) What specific outcomes or accomplishments will this project receive?

At the end of two years, The Lynn Youth Rowing Expansion Program will have accomplished the following:

  1. Engaged 75-100 Lynn youth from the target population, middle and high school students from public or charter schools, with at least one introductory indoor rowing experience;
  2. Engaged 28-40 students from this target population with at least one outdoor rowing experience;
  3. Engaged 25-50 students from this target population in at least one competitive indoor rowing experience;
  4. NSMC will have also strengthened its relationships and partnerships with 5-8 Lynn public or charter schools.

The immediate outcome is to introduce the sport of rowing and all the benefits detailed in this narrative to public and charter middle school and high school students. The ideal target population is low-income, youth of color, and/or disabled youth in Lynn who would not otherwise be exposed to the sport. The long term outcomes are to encourage ongoing participation in rowing for interested Lynn youth leading to post-secondary opportunities and scholarships and lifelong engagement in the sport.

14.) Project Cost:

B.) Amount of Lynn ARPA Funds Requested: $75,000

15.) Are the project costs ready to be appropriated, or will they be phased?

Phased

16.) Are matching funds available from another source?

Yes

If yes, please identify source(s) and amount(s):

A Private Individual Donor has confirmed a pledge of $75,000 to match these funds if awarded.

17.) Are there other funding opportunities available that may reduce the amount of ARPA funding needed?

No

If yes, please identify:

18.) Budget summary of activity, including all proposed and confirmed funding sources:

The total project cost over the course of 2 years is $202,014. Of these costs, $20,360 is needed for a one time cost to procure 24 Row ERG machines at $765 (a special rate for community nonprofits) each plus shipping, as well as 20 Personal Flotation Devices. The remainder of the costs outlined in the budget are recurring and ongoing direct project expenses. These costs amount to $181,654 over two years. 

NSMC has secured a pledge of matching individual donation of $75,000 over 2 years to support and sustain this project. In addition, NSMC has invested in the services of a fundraising and grant writing consultant with the goal of broadening contributed revenues through public, private, and corporate sources. Ideally, when ARPA funds have concluded, several new revenue streams and recurring donors will be secured thanks to this investment. 

Finally, these funds allow for NSMC to hire its first dedicated administrator. This role will be tasked with the expansion of this program so that there is increased impact, which will support fundraising, and increased offerings for earned revenue, through fee based offerings and contracts. Currently, William as Executive Director volunteers his time to support NSMC. Ideally, if funds are sufficient, these duties can be transferred to a paid employee. However, this contribution of volunteer leadership hours will continue until the salary can be sustained. In addition, use of the BGCL Van is available to offset youth transportation costs based on availability.

Upload additional files: https://lynnarpa.com/wp-content/uploads/formidable/8/NSMC-ARPA-Budget-FINAL.xlsx

19.) Will the proposed project incur any ongoing/recurring costs?

Yes

If yes, please identify:

The recurring costs include:

  1. Storage of Equipment: $5,712
    1. $238 per month for 2 years, for 2 monthly fee based storage units
  2. Transportation of Equipment: $3,424
    1. $263 per round trip to bring the Row ERGs from the storage unit to the participating school and back for a maximum of 13 events 
  3. Transportation of Youth: $2,800
    1. $350 per day for a 15 passenger van rental for as many as 8 trips
  4. Supplies- Safety: $1,500  
    1. PFDs for 20 youth & staff at $75 each
  5. Supplies- Other: $1,600
    1. Replacement of oars and machine parts, presentation supplies, office supplies, estimated at $800 per year
  6. Equipment Maintenance and Repair: $1,000
    1. To support the ongoing use of the ERGs and Boats, estimated at $500 per year
  7. Insurance: $950
    1. 50% of Annual Equipment Insurance, $950 per year, for two years
  8. Phone & Internet: $400
    1. Portion of staff communication needs estimated at $200 per year
  9. Printing, Marketing, & Photography: $1,800
    1. Estimated $900 per year to support outreach and awareness materials, and documentation of project
  10. Staffing/ Project Manager Salary: $151,200
    1. $45 per hour, at 30 hours per week in year 1, 40 hours per week in year 2 (48 weeks annually)
  11. Staffing/ Benefits costs: $10,368
    1. 12% of above salary costs, year 2 only
  12. Staffing: Part time Coaching: $2,400
    1. 80 hours of additional coaching (30 year 1, 50 year 2) at $30/hour

The $75,000 ARPA Funds requested will support the following:

  1. $18,000 towards the Row ERG machine procurement (one time)
  2. $4,000 towards storage of equipment
  3. $3,000 towards equipment transportation
  4. $48,000 in Project Manager salary costs
  5. $2,000 in part time coaching costs

The remaining costs will be supported by private donations of $75,000, in-kind support valued over $44,000, and $7,000 in sponsorship and foundation revenues generated by contract consultant, board, and staff.

20.) Will this project result in savings for a City Department or Community beyond 2026?

No

If yes, please identify:

21.) Will this project increase future revenues for the City of Lynn?

Yes

If yes, please identify:

This project will result in an increased interest in, and desire for, rowing and watersports instruction for Lynn youth. Currently, NSMC is the only option in the greater Lynn area for rowing and watersports programming. Combined with NSMC’s secured access to Sluice Pond, this will support potential partnership with Lynn DCR to bring watersports opportunities to the general public if there is sufficient interest. This is a wonderful asset to the city, which is blessed with natural ponds and coastal access.

22.) Is additional staff required for the duration of the project?

Yes

If yes, please identify:

Yes, currently NSMC is led by a volunteer Executive Director and Board of Directors. In order to achieve the outcomes detailed in this project, one FTE needs to be added to the organization. This could be a dedicated Project Manager plus additional coaching staff, or, one staff role who can serve as both coach and Project Manager.  The nature of the role will depend on funding availability. This is a much needed investment in the future success of NSMC to provide maximum benefit to the City of Lynn, and there is ample support to ensure organizational sustainability when ARPA funds have concluded.

 

23.) Does the proposed project benefit residents disproportionately impacted by the COVID-19 pandemic?

Yes

If yes, please identify:

Yes; this project will serve Lynn public and charter middle and high school students. According to state data, 76% of Lynn students are Low-income, 87% are non-white, and 18% have disabilities. NSMC has a specific interest in introducing the sport of rowing and similar watersports to communities and populations that historically have not had access; low-income, communities of color and people with physical or intellectual disabilities.

24.) Does the proposed project reduce adverse climate impacts and/or promote environmental sustainability?

Yes

If yes, please identify:

Many of our community members, specifically in Lynn, Revere, and Saugus, do not have access to their own local waterways. There is also extremely limited access to watersports (for example, rowing and kayaking) and maritime education, despite the fact that these communities are located directly on the ocean and/or multiple rivers, ponds, and estuaries. The lack of available programming, associated costs and logistical hurdles, and the inaccurate perception of these activities are some of the compounding reasons for this issue. Thus, there is severe racial and socioeconomic inequality in participation in water-based activities. Access to water sports and maritime education has far-reaching benefits. It provides participants of all ages and backgrounds an immediate and lasting connection to their community by exploring untapped programming and environmental resources. Many Lynn youth have never heard of Sluice Pond or the Saugus River, despite having grown up in the City.

25.) Does the project benefit a neighborhood, region of the City, or the City as a whole?

Entire City

If yes, please identify:

AGENCY INFORMATION

Background/Program Experience:

NSMC was founded in late 2020 with the mission to provide access to watersports and maritime education to communities on the North Shore of Boston. Access to these opportunities has been demonstrated to help youth, adults, people with disabilities, and veterans alike by actively engaging the body and mind while providing social and emotional structure. Through our programming, we raise up our communities through access to new opportunities, active engagement, and we are redefining representation in watersports and maritime education. NSMC is changing the face of water-based activities in the North Shore area. We have successfully run our first season of rowing and kayaking for local youth and adults with over 150 people served to date.

Many of our community members, specifically in Lynn, Revere, and Saugus, do not have access to their own local waterways. There is also extremely limited access to watersports (for example, rowing and kayaking) and maritime education, despite the fact that these communities are located directly on the ocean and/or multiple rivers, ponds, and estuaries. The lack of available programming, associated costs and logistical hurdles, and the inaccurate perception of these activities are some of the compounding reasons for this issue. Thus, there is severe racial and socioeconomic inequality in participation in water-based activities.

Access to water sports and maritime education has far-reaching benefits. It provides participants of all ages and backgrounds an immediate and lasting connection to their
community by exploring untapped programming and environmental resources. Many Lynn youth have never heard of Sluice Pond or the Saugus River, despite having grown up in the City. Access to these new opportunities ensures physical, social, and emotional learning by engaging youth and adults physically, mentally, and emotionally. The exposure to watersports and the opportunities to participate in recreational and competitive activities will keep minds and bodies productively busy, leading to more choices when it comes to education and careers.

Furthermore, for adaptive athletes who participate in our future programming, this newfound access will allow them to discover the joy and independence of being on the water, improve their physical fitness and overall health, make new friends, and engage in a supportive and welcoming community. Lastly, for military veterans water sports are therapeutic and can help provide a sense of independence, belonging in the community, enhanced quality of life, and can even help ease the transition back to the civilian community.

AGENCY INFORMATION (Con’t)

Monitoring:

NSMC is led and monitored by a small but active Board of Directors who are all experienced competitive rowers and educators.  NSMC will work collaboratively with schools to assess success and to ensure that the program meets their students needs and interests through follow-up calls and listening sessions.

None required per the annual budget size ($125,000).

There are no paid employees currently, but NSMC does have liability insurance to operate through the City, and equipment insurance.

NSMC engages 150 youth and adults annually, from Lynn and the greater Lynn area. Our programming began in late July 2021 with learn-to-row and experienced-rowing camps and other youth and adult programming, all based on Sluice Pond in the heart of Lynn, MA. Within our first three months, operating in a city where rowing has not existed for current residents, NSMC reached 50 participants, the vast majority of whom identify as either Black/African American or Hispanic/Latinx.

NSMC has continued to grow its operations and programming by establishing an ongoing partnership with the Boys and Girls Club of Lynn. We recently launched our kayaking programs by taking 15 Lynn youth from the BGCL kayaking at our home on Sluice Pond and are also in the process of building our own kayak fleet with the help of Paddle Boston. We also completed a youth indoor learn-to-row event at the BGCL, teaching ~25 kids how to row, introducing them to Olympian rowers.

How many people do you serve monthly? 50

AGENCY INFORMATION (Con’t)

Is this a certified minority-owned and/or women-owned entity? No

No

North Shore Maritime is the only program in the North Shore dedicated to creating public opportunities by expanding the access to maritime sports and the pathways which begin in the water. Our core values are:

Opportunity.

Creating greater access to education and scholarships

Stewardship.

Raising awareness and appreciation for the natural systems that make maritime sports possible

Involvement.

Giving our communities a reason to invest time, effort, and dollars into a program and environment that benefits every member of the community

Teamwork.

Teaching the power of working together, unified goals, and shared successes

Integrity.

Respecting rules, playing fairly, and demonstrating compassion at all times

File Upload (optional): https://lynnarpa.com/wp-content/uploads/formidable/8/NSMC-One-Page-Summary.pdf

STANDARD DOCUMENTATION – Please Attach the Following:

Articles of Incorporation: