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Creating a Healthier Marblehead Survey Update (Link: 00:00:00 – 00:04:00)
A speaker reported on the Creating a Healthier Marblehead survey update, stating that just over 1,500 surveys have been completed, which meets UMass Boston’s expectations but falls short of the desired response rate. The survey response system will remain open until the week of November 11th, with an intensive push planned to increase participation.
Several promotional strategies are being implemented to boost survey responses, including advertisements in the local newspaper, a rolling billboard at the Halloween night football game where postcards will be distributed, table cards at restaurants, and postcards distributed at bank drive-throughs with permission from at least one local bank and efforts underway to secure permission from a second bank. The focus is particularly on increasing participation among younger demographics, as the 18-30 and 30-40 age groups are responding at rates below other age groups.
The speaker explained that higher statistical significance requires adequate representation across age groups to enable UMass Boston to conduct meaningful comparisons between different generations. Currently, there are sufficient responses to analyze five age deciles in the town, but more responses are needed from the younger age groups specifically. The speaker noted that feedback on the survey has been generally positive, with some comments about its length but overall understanding of its purpose and value.
The speaker expressed hope for reaching 2,000 responses as a stretch goal, referencing how 3,000 attendees at last year’s town meeting provided legitimacy through broad participation, though acknowledged that 3,000 survey responses might be too ambitious. The emphasis was on maximizing the return on the investment made in the survey project.
The speaker also mentioned the Marblehead Mental Health Task Force, which was created by the board during the pandemic to address community stress from stay-at-home orders and related issues. The task force has been productive in its early years, developing an informative website that was unfortunately hacked and destroyed, with efforts underway to restore or replace the site.
Marblehead Mental Health Task Force Transition (Link: 00:04:00 – 00:24:00)
A committee member explained that efforts are underway to recover the Mental Health Task Force website, which requires determining current ownership since the town apparently lost ownership rights after the hack. The site may need to be reestablished under the name “marbleheadcares.ma” or a similar variation.
The speaker detailed the Mental Health Task Force’s history and recent transition. The task force was created by the Board of Health during the pandemic and functioned as a think tank focused on reducing mental health stigma and connecting residents with resources. It initiated columns in local newspapers and brought together various mental health providers. However, due to recent frustrations, the task force recommended transitioning from Board of Health oversight to affiliation with the Marblehead Counseling Center, which provides direct client services.
The Board of Health endorsed this transition several months ago, and the task force has since held two meetings under its new shortened name “Marblehead Cares,” following a naming convention used by other jurisdictions for mental health services. The speaker proposed that the board vote to discontinue the Marblehead Mental Health Task Force and remove it from the town website, with Town Administrator Thatcher Keezer’s recommendation to handle the website removal.
Committee members discussed website traffic redirection strategies. One member suggested checking current traffic levels and implementing a phased redirection to preserve access to mental health resources. Another committee member noted the previous website contained robust information about depression, suicide prevention, and other mental health resources compiled by Dr. Levon. The discussion covered redirecting users to the Marblehead Counseling Center website, which already contains comprehensive substance abuse and mental health information.
The board voted unanimously to discontinue the Marblehead Mental Health Task Force from the town’s list of organizations, with plans to redirect users to appropriate mental health resources through the new Marblehead Cares initiative.
The speaker then presented information about a state Department of Mental Health grant opportunity for behavioral health promotion and prevention. The Office of Behavioral Health Promotion and Prevention seeks to fund municipalities and organizations with goals including improving mental health wellbeing, reducing stigma and discrimination, advancing behavioral health equity, preventing suicide and violence, preventing substance use disorders, and promoting positive childhood experiences.
The grant offers three funding tiers: Tier A for beginners designing emerging programs ($100,000-$150,000), Tier B for implementing existing programs ($150,000-$250,000), and Tier C for expanding established programs ($250,000-$350,000). The speaker assessed Marblehead as a Tier A candidate, noting the town’s recent increased activity in mental health initiatives through board actions, wellness programs, newspaper articles, and community outreach efforts.
The competition is expected to be intense, with approximately 300 organizations attending the informational webinar for only 15 anticipated grants totaling $3 million. The funding agency gives preferences to organizations serving populations disproportionately affected by behavioral health disparities, those advancing health equity, and those offering multilingual implementation, which may not favor Marblehead’s application.
Despite competitive challenges, the speaker advocated for pursuing a Tier A proposal, noting the November 17th deadline and the benefit of developing a comprehensive mental health improvement plan for the town regardless of funding outcome. The grant would require allocating at least half a full-time equivalent position to conduct needs assessments, develop local partnerships, create pilot programs, and collect evaluation data over a potential 10-year funding period.
The speaker proposed focusing on early intervention with youth and young adults, integrating education, training, and skills development. They referenced recent community tragedies and editorial coverage as evidence of readiness for cultural change in mental health approaches. The speaker suggested developing an innovative community education program, similar to “mini med school” programs they had previously conducted, offering residents a “micro public mental health program” that would provide basic education in public health science over approximately 12 hours of instruction.
State Behavioral Health Grant Proposal Discussion (Link: 00:24:00 – 00:38:00)
A committee member expressed enthusiasm for the grant application idea and asked how to incorporate substance abuse focus, specifically mentioning programs like “arrival live.” Another committee member noted that the grant could potentially fund such programs since it covers early childhood and youth intervention. The chair clarified that the focus would be on youth and young adults, acknowledging that their existing best practice grant in child and maternal mental health presents different challenges due to fewer babies and more diffuse maternal care across multiple locations.
The chair proposed focusing on promoting early intervention and indicated plans to contact the school committee to request their participation in the grant proposal. They referenced the school district’s social emotional learning program and previous presentations to the board, suggesting sufficient local information exists to create a credible proposal. The chair emphasized that the effort would cost nothing except time and could demonstrate the board’s increased energy and community impact.
Committee members discussed logistics for meeting the November 17th deadline while complying with open meeting laws. The chair offered to draft the initial proposal and share it with colleagues through legally compliant meetings, potentially conducted via Zoom. They discussed scheduling meetings for November 6th and later in the week of November 10th, with various scheduling constraints noted by different members.
The chair advocated for Marblehead to apply independently rather than partnering with other communities, emphasizing the town’s uniqueness as a coastal community and the need to customize programs for local residents. They compared Marblehead favorably to neighboring communities like Swampscott, noting differences in board activity levels and community engagement focus.
Scheduling discussions continued with members identifying availability conflicts, particularly around November 13th. The group tentatively planned meetings for November 6th and November 12th, with specific times to be determined. They noted that their regular November meeting falls on Veterans Day and would need to be rescheduled to November 10th.
The chair expressed confidence in developing the conceptual framework for the proposal while acknowledging that many state-required details would need to be marked as “to be determined.” They emphasized that even if unfunded, the process would create a strategic plan for youth mental health in the town and provide a template for future applications.
The chair proposed an innovative community education component modeled after “mini med school” programs they had previously conducted, suggesting a program for 50 town residents covering public health wellness basics. They noted that 71% of Marblehead residents have college degrees and another 20% have some college education, making the community well-suited for such educational programming. The chair also mentioned exploring Harvard School of Public Health business cases on healthcare as potential educational materials for the program.
Community Health Report and Signage Approval (Link: 00:38:00 – 00:40:00)
The chair concluded his report and called for the vice chair’s community health report. A committee member presented proposed signage that would include a warning stating “water not suitable for swimming,” featuring a universal no swimming pictogram, and informing the public that bacteria levels are not monitored at the Riverhead location.
The chair asked for clarification about whether the signage would be accompanied by waivers for equipment rental acknowledgment. The committee member explained that the signage is primarily intended for parents of young children, while waivers would be required for anyone signing up for equipment rentals such as canoeing for adults or other rental equipment.
Petty confirmed that an official vote would be needed for approval of the signage proposal. The chair called for a motion to approve, which was seconded, and the board voted unanimously in favor of the signage proposal. The chair then transitioned to call for the vice chair’s waste management report.
Waste Management Update and Community Outreach (Link: 00:40:00 – 00:49:00)
McMahon reported that he and Petty will hold a public information session on Thursday from 3 to 4 PM at the Community Center regarding waste management changes. He noted that while not everyone may attend, residents can still contact him, Petty, or other board members with questions. They plan to bring different sized barrels to the session for public viewing.
McMahon shared feedback received from community outreach, indicating little appetite for every-other-week recycling collection, with residents preferring both trash and recycling collected weekly. The main concerns center around the historic district area, which he noted was expected. Petty confirmed he will bring 35-gallon, 65-gallon, and 96-gallon barrels to demonstrate the different options being considered for the RFP, and will provide a brief presentation on the various options available.
McMahon clarified that recycling limitations will occur regardless of which option is chosen, as recycling is no longer a valuable commodity. A committee member asked about transfer station access, and Petty confirmed that residents can dispose of unlimited amounts at the transfer station, which will continue operating as usual since the changes only affect curbside collection.
Discussion turned to transfer station operations and costs. McMahon explained that the transfer station is not free for everyone because disposal has associated costs, which is why stickers are required. Petty reported that the license plate reader system is working well, with sticker sales exceeding $600,000 for the calendar year, and they expect another uptick during fall leaf season.
Petty detailed how the license plate reader system operates, with registered vehicles showing green on screen and unregistered vehicles triggering a red alert at the booth. Attendants can review a log of vehicles that have entered and can address situations where residents are dropping off specific items like televisions for the required fee without needing a full sticker.
The chair relayed a request from a senior center visitor about creating a more limited facility license for residents who only use the transfer station three or four times per year, suggesting a per-visit fee instead of the annual sticker cost. Petty explained that such options already exist through the commercial weigh-and-pay system, which charges 16 cents per pound for small amounts of trash, and specific fees for items like televisions and mattresses.
The chair suggested creating a newspaper column with tips for recycling and trash disposal under the new contract, which Petty agreed to develop. McMahon expressed interest in exploring a per-bag fee system for leaf disposal in the future, though not for the current year. Petty noted that while possible, such a system could create longer lines during peak leaf season as attendants would need to count and charge for individual bags.
Discussion concluded with information about leaf collection services, with the town currently providing seven weeks of curbside leaf collection and requesting eight weeks in the new contract. Residents must use paper bags available at stores like Market Basket, Costco, and Home Depot, typically priced at five bags for $2.50. The town chooses not to sell bags to avoid competing with established retailers.
Bills Review and Financial Matters (Link: 00:49:00 – 00:51:00)
McMahon reviewed the department’s bills, starting with K1 Exterminators for rodent control at the transfer station for $750, and Agri Source for grinding and compost removal totaling $3,200. He noted AT&T charges of $80 for internet access and Black Earth Compost charges of $1,018.88 for food composting services.
McMahon reported a $14,500 charge for Bloom, the wellness app previously discussed by the board, confirming with Petty that this expense was covered by a grant. He also listed Home Depot charges of $398.12 for disposal area maintenance supplies.
Regarding John Deere Financial payments totaling $55, McMahon asked whether the lease was closer to the ownership phase since the amounts seemed higher than usual. Petty explained that the department operates under a seven-year lease-to-own arrangement for heavy equipment, with consistent annual payments of approximately $24,000 and $29,000. He clarified that one payment comes from the waste revolving account while the other comes from town appropriations approved at town meeting, so both payments do not come from the same departmental budget.
McMahon continued with additional expenses including Marblehead Counseling Center for psychological counseling services at $3,566.80, Mead Talberman for legal services at $564, and Trident Environmental for hazardous waste day services totaling $10,672. He concluded the bills review with W.B. Mason office supplies for $67.80 and William Scotsman trailer rental for $861.85.
Transfer Station Operations and Construction Project (Link: 00:51:00 – 00:54:00)
Petty reported on the successful household hazardous waste day, explaining that the service operates through the state of Massachusetts with all costs handled on commission. He noted that while there is a large setup fee for hosting the event, additional costs are covered by fees charged when residents drop off materials. Petty warned that program fees are increasing and becoming relatively expensive, advising residents to carefully consider their purchases of pesticides, gasoline, and similar products to avoid paying disposal fees that often approach the original cost of the unused materials.
The chair suggested including this cost information in the upcoming waste management article that Petty and McMahon plan to write for local newspapers.
Petty provided an update on the transfer station construction project, reporting that test fits were conducted the previous Friday and went well without encountering any unexpected issues. He announced that the notice to proceed will be issued to the contractor within the next few days, officially starting the project timeline once all required documentation is acquired.
Petty explained that while the transfer station will remain open to residents throughout construction, there will be days when the entire facility must close due to traffic concerns from the large construction project. He noted that staff will attempt to reroute resident traffic when possible, but commercial weigh-and-pay operations will be particularly affected by closures. The department plans to notify customers through website postings, emails, and direct communication.
The chair asked about notification procedures for commercial customers, and Petty confirmed they maintain a mailing list and use two communication methods: emails to commercial account owners and physical flyers distributed at the weigh-in window. McMahon inquired about timing for the first closure, and Petty indicated he expects to receive a construction schedule from the contractor next week, which will allow him to create a calendar showing closure periods for the facility’s 400 commercial accounts.
Public Comments and Metal Recycling Discussion (Link: 00:54:00 – 01:04:00)
The chair opened the floor for new business and public comments. A member of the public asked about the community education classes the chair had mentioned, comparing them to the police academy classes offered locally. The public member described attending police academy classes that met on Fridays from 9 to 11:30 AM for nine or ten weeks, including field trips to the courthouse and police station with various speakers and demonstrations. Participants received a challenge coin and certificate upon completion, with flexible attendance allowing people from previous groups to attend specific sessions they had missed.
The chair confirmed this was exactly the type of program envisioned for public health education, noting that public health work has similar mysteries as police work and that demystifying the field would be beneficial. The public member acknowledged learning much more about the health department’s role beyond vaccines through recent board meetings, previously only associating the department with transfer station issues.
The discussion shifted to transfer station operations when the public member asked about the large metal dumpster and whether it was part of the recycling contract. Petty explained that Second Street Iron handles the metal bin, taking materials and paying the town at the going rate for mixed metal. Due to declining metal markets, the facility is being overwhelmed with material, requiring the town to begin hauling metal themselves approximately once per week to stay current.
Petty detailed the metal recycling market, explaining that mixed ferrous metal containing everything from aluminum to iron receives lower prices than separated metals. The market operates like a stock ticker with daily pricing for mixed metal. While the town previously earned close to $50,000 annually from metal sales, current revenues are significantly lower. However, the town benefits by not paying trucking fees of approximately $500 per pickup.
The conversation covered proper metal disposal procedures, with Petty emphasizing that engines must be drained of oil and antifreeze, and materials cannot contain mercury or paint. He noted problems with people improperly disposing of household goods and wood in the metal pile. Air conditioners require special handling, with refrigerant removal by a specialized company before the units can be added to the mixed metal pile, as EPA violations would result from improper disposal.
Discussion turned to paper and cardboard recycling markets. Petty explained that cardboard maintains a decent market value, and the town is exploring separate pricing for cardboard and paper in new contracts. He described the difference between commingled recycling, which combines all curbside materials, and separated materials that often command better prices. While cardboard separation at the transfer station might be advantageous due to high volume, curbside separation is not feasible.
The chair noted that the board was not prepared for executive session due to missing materials and asked for additional public comments. Hearing none, a motion to adjourn was made, seconded, and approved. The meeting concluded with the chair expressing optimism about increased community engagement once the survey project is completed.
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