By: Julia Blatt, Executive
Director, Massachusetts Rivers Alliance
At long last, a recent
weekend presented one of those pristine days that remind us here in
Massachusetts why we endure those winters.
With warm spring weather finally here, many of us hit the water for the
first time this year, visiting local rivers. With more than 10,000 miles of
rivers traversing the state, we had many choices. Sail boats blossomed on the Charles. Rowers huffed and puffed on the Mystic. Fishing rods sprouted along the Swift. Bikers and kayakers explored the
Sudbury. For many people, the beautiful
day meant a chance to spend on, in and around the rivers of Massachusetts.
Fittingly, June is National
Rivers Month, a 30-day gala celebrating our waterways. Whether you kayak past important
Revolutionary War sites on the Concord River, hike over the Bridge of Flowers
on the Deerfield, draw water for local crops from the Connecticut, or depend on
drinking water from the Merrimack, National Rivers Month is a time to celebrate
the gains we have made in protecting these important public recreational,
economic and historic assets.
National Rivers Month,
however, is also a time to reflect on what remains to be accomplished. The Massachusetts
Rivers Alliance, the voice for Massachusetts rivers, is a statewide
environmental advocacy non-profit that helps those whose lives are touched by
these Massachusetts waterways (and we would argue, that’s all of us). Consider, for example, pending legislation
regarding sewage overflows around the state.
Very old stormwater and wastewater systems serving municipalities in the
state have what are called “combined sewage overflow” (CSO) systems. Through these CSOs, stormwater and wastewater
systems are physically interconnected. At times of high precipitation,
stormwater run-off goes into the wastewater system and overwhelms the water
treatment plants. To prevent these
backups, wastewater – the sewage from your homes and businesses – is dumped directly
into Massachusetts rivers. Approximately
200 of these CSO connections exist throughout the state. In Massachusetts, an estimated three billion
gallons of raw sewage gets dumped into the state’s rivers each year. Swimmers,
canoeists, and pets exposed to CSO contaminants are vulnerable to
gastroenteritis, respiratory infections, eye or ear infections, skin rashes,
hepatitis and other diseases. Children,
the elderly, and people with suppressed immune systems are especially
vulnerable. Wildlife are also adversely affected by CSO pollutants which lead
to higher water temperatures, increased turbidity, toxins and reduced oxygen
levels in the water.
Everyone recognizes the
problem. But it takes money to fix it,
more money than is now available. Over the
past two decades, Massachusetts communities have spent more than $1 billion to
eliminate CSOs. The federal
Environmental Protection Agency (EPA) estimates, however, that an additional
$4.2 billion is needed to finish the job.
In addition to supporting
efforts to increase state and federal funding to eliminate CSOs, Mass Rivers is
championing a simple sewage notification bill now pending before the
Massachusetts legislature. Disturbingly,
there is currently no state requirement to notify the public about the presence
of sewage in the water when these discharges occur.
The legislation supported by
Mass Rivers would require the operator of a CSO to notify local boards of
health, in addition to the state Department of Public Health, within two hours
after a sewage spill begins. In
addition, the public could sign up to receive these notifications, by text,
e-mail, phone call or tweet. The state Department of Environmental Protection
would be required to centralize all sewage spill data and make it available on
the internet. Signage would be required
at all public access points (for boating, fishing, beaches) near CSO outfalls
National Rivers Month is a
time to shake off those indoor blues and enjoy Massachusetts’
bounty of rivers. Whether you go to look for
great blue herons, to fish for trout, to take your family and the dog on an
afternoon paddling adventure, or simply to seek calm and quiet, our state’s
rivers are there for you. To preserve
these friends, and to ensure the safety of those who use our rivers, National
Rivers Month should also be a time for towns and cities to insist that our
legislators enact a requirement that when the waters are despoiled with sewage
spills, we know about it.
Julia Blatt is Executive Director of the
Massachusetts Rivers Alliance, the voice of Massachusetts rivers. The Alliance is a statewide organization of
77 environmental organizations in Massachusetts and Rhode Island.
The new shuttle service throughout Chelsea
and Everett has launched, and dubbed the Neighborhood Runner, the service began
operating on Monday, June 3.
“We started service on Monday, June 3, at 5
a.m.,” said Jim Folk, director of Transportation for Encore Boston Harbor.
“Now, it is running 24/7, 365 days a year. It starts its route at the Chelsea
Market Basket every 20 minutes on the 20…I really think it’s going to be a
successful route. It’s great for our employees and guests, and it’s great for
Everett because it gives them a new connection to the Silver Line for the
airport, Seaport and even South Station.”
The new Neighborhood Runner stops at Market
Basket (Chelsea), then goes through Everett to Everett Square (outside
Braza’s), then to the GE site on Air Force Road, and finally to the Encore
Employees reported to the resort on Monday,
and Folk said the Runner has become popular already with the new employees
looking to get to work from the neighborhoods, or to catch transit lines that
run near the new stops.
“Believe it or not, we have picked up some
passengers even though we haven’t advertised the Runner yet to the public,”
Folk said. “Our employees are aware of it and many are actually taking it to
and from the resort. We had a good amount of people on Monday that used it. We
expect more and more people as time goes on. I think it will really be
The 26-passenger Runner is made by Grech,
and has a lot of extras.
The interior has leather seating and large
cupholders, along with plenty of space. It is 100 percent ADA compliant and
also has video screens for entertainment.
Folk said right now they are sticking to the
four stops on the route, but he said they aren’t ruling out expanding the stops
in Everett and Chelsea once the resort opens.
“We think it’s a
great, great alternative for the folks in Everett and our employees and guests
coming to Encore,” he said.
The Chelsea School
Committee is poised to offer a position to one of the three superintendent
finalists tonight, May 9, at a special meeting that is expected to conclude the
In formal terms, the
Committee can only offer the position to their favored candidate. That
candidate has to accept the offer, and then a contract has to be negotiated and
ratified before the matter is completely official.
The three candidates
•Anthony Parker, Weston
High School principal.
assistant superintendent of secondary schools in Boston Public Schools.
currently the assistant superintendent of Curriculum, Instruction and
Assessment for the Somerville Public Schools.
The three candidates have
been through a whirlwind tour of the City over the last two weeks, engaging in
community forums and School Committee interviews.
The final interview will take place on Thursday evening, with the
Committee convening to make the decision afterward.
The City could soon be running its own Water
and Sewer Department as part of the Department of Public Works.
Currently, Chelsea outsources those water,
sewer, and drainage services to R.H. White Construction Company as part of a
10-year contract set to expire on July 21, 2022.
City Manager Thomas Ambrosino is asking the
City Council to consider an early termination of that contract, allowing the
City to get a jump on establishing its own Water and Sewer Division under the
DPW. While there will be initial start-up costs and ongoing personnel costs,
Ambrosino said Chelsea will ultimately save about $350,000 per year.
Ambrosino is requesting the City pay an
early termination fee for the contract with R.H. White in order to get the City
Water and Sewer division operable by July of 2020.
“The DPW leadership and I recommend that we
meet in subcommittee to go over (an informational spreadsheet) and work plan in
detail,” Ambrosino stated in a letter to the City Council. “This will allow the
Council to understand fully why we believe we can perform these services not
only cheaper, but at a higher quality, and with more resources, than we
currently achieve with the RH White annual contract.”
The upfront costs of the water and sewer
transition prior to July of 2020 include the purchase of new vehicles and
equipment and the hiring of seven employees to make sure the department is
prepared to take full control of the water and sewer system on the date.
The total additional Fiscal Year 2020 costs
are just over $1.5 million, according to the City Manager.
“The capital costs are obvious one-time
expenditures,” said Ambrosino. “But the added personnel costs in FY20 are also
one-time expenses. All of these personnel costs will be covered by the $1.784
million saved on the annual RH White contract starting in FY21 when the
contract is terminated.”
Ambrosino recommended that all the one-time
costs be paid for through the retained earnings in the City’s Water and Sewer
Enterprise System, the equivalent of free cash in the general government
•In other business at Monday night’s City
Council meeting, Ambrosino asked the Council to consider a plan for municipal
“Because municipal electric aggregation has
the potential of providing more stable and lower prices and utilizing more
renewable energy sources, over 140 municipalities in Massachusetts have taken
advantage of this program,” Ambrosino said.
•The City Manager also told the council that
the City will seek competitive bids for Chelsea towing work beginning in Fiscal
Year 2020, which begins on July 1.
Although Ambrosino said towing work is
exempt from state bidding laws, the City will seek bids for the work in
response to a recent City Council order by District 6 Councillor Giovanni
“There is some work required to prepare a
(request for proposals) and evaluate responses,” said Ambrosino. “For this
reason, the Purchasing Agent believes he will have a new contract for towing
services in place no later than September 1, 2019.”
A roomful of commuters and elected officials
roundly rejected proposed MBTA fare hikes during a public meeting on Wednesday,
Feb. 27, at the State Transportation Building in Boston.
Steve Poftak, general manager of the MBTA, outlined
the increases, which would go into effect July 1 and raise fares an average of
6.3 percent system-wide.
Under the proposal, the cost of a local bus
Charlie Card would increase to $1.80 from $1.70 while a subway Charlie Card
would rise to $2.40 from the current $2.25. The monthly LinkPass, which
provides unlimited bus and subway travel for one customer, would jump to $90
from $84.50, and a seven-day LinkPass would rise to $22.50 from $21.25.
The proposed fare increase would bring in
$32 million in additional revenue to help recoup losses against the budget
shortfall of $111 million projected for the next fiscal year.
The last hike came in July of 2016, which
raised fares an average of 9.3 percent across the system, but since that time,
the Legislature has passed a law limiting fare hikes to a maximum of 7
percent every two years.
After Poftak’s opening remarks, City
Councilor Michelle Wu presented T officials with a petition she circulated
calling for unlimited year-round passes for seniors and children, as well as a
lower fare for the city’s poorest residents, which had already garnered 2,700
signatures by the time the meeting commenced.
“This moment in history demands aggressive
action against the threats of income inequality and climate change,” Wu said.
“Sustainable, affordable, reliable public transit is fundamental to providing
Boston residents with the greatest access to jobs, schools, and opportunities
beyond their home neighborhoods.”
State Rep. Adrian Madaro, who represents
East Boston, read from a letter on behalf of the Boston Legislative Delegation
urging the MBTA board of directors to hold off on fare hikes at this time.
“Public transportation is a vital resource
for residents of Boston, and especially for low-income individuals, seniors and
students who rely on MBTA service as their primary means of transportation,”
the letter read in part. “We realize fares bring needed revenue to the
operations of our public transportation system, but understanding how higher
fares affect these vulnerable populations is essential to striking the right
balance between funding and public accessibility to transportation services. We
believe that there needs to be a more in-depth discussion with the MBTA about
the background and reasoning for this proposal prior to the imposition of any
James White, chairman of MBTA Accessibility
Advisory Committee for the past 18 years, advised against raising fare until
after planned improvements are made to the Red and Orange lines, including the
replacement of both fleets by 2023.
In response to the MBTA’s own projection
that a fare hike would amount to a 1.3-percent loss in ridership, State Rep.
Andy Vargas, who represents Haverhill, said, “At a time when we have increased
ridership on the T, we should be doing everything we can to encourage that.”
State Rep. Tommy Vitolo, who represents
Brookline, took to the podium with a can of Arizona Iced Tea in hand.
costs 99 cents, says it right on the can,” he said. “It has cost 99
cents for 18 years. What the good people of Arizona Iced Tea figured out is if
you don’t improve the quality of the tea, you don’t raise the prices,”
Vitolo said before drinking from the can as the audience applauded him.
The fare increase would put an even bigger
burden on commuters living outside the city as illustrated by statements from
Egan Millard, a 27-year-old Weymouth resident who works in Cambridge and
currently pays $217.75 for his monthly commuter rail and subway pass.
“I, and I’m sure
most T riders, already feel we’re paying too much for such abysmal service,”
Millard said “Commuter rail service is so infrequent I have to plan my entire
day and sometimes week around it. I have lost, at this point, days of my life
on the T that I can’t get back.”
Supt. Mary Bourque said that for the first
time in decades, more students are leaving the Chelsea Public Schools (CPS)
than are coming in – an exodus of students that seems to be heading mostly to
“We’ve always had more students coming in
from certain communities than students leaving Chelsea for those communities,”
said Bourque this week. “Since July, we’re seeing the inverse. We have more
going out to the four communities of Lynn, Revere, Everett and Boston…A few
years ago, we were seeing an influx of students from outside of the country.
We’re seeing the reverse. We’re not seeing that influx from out of the country,
and we’re actually seeing the exodus of our families more to the North Shore
communities. The movement is more to the North Shore. I think it’s linked to
housing and affordability.”
According to CPS data, from July 1, 2019
through February 14 – 257 Chelsea students left for other communities in
Massachusetts. Of the 257, the largest pattern saw 29 going to Boston; 35 going
to Everett; 44 going to Lynn; and 34 going to Revere. Those are places that,
historically, Bourque said usually leak more students to Chelsea than Chelsea loses
to them. That trend has changed now.
The root cause could come for multiple
reasons, but Bourque said she firmly believes it all comes down to the drastic
rise in rents and housing costs in Chelsea.
“I do believe it’s the rising rental
properties around the community,” she said. “Right now, Chelsea is experiencing
it just like, if not more so, than other communities. We’re losing many, many
families. I’m seeing documents of many, many families going to Lynn in
particular. Lynn seems to be the most popular destination for families being
able to find rental properties. Secondarily, they are going to Revere, Everett
Bourque, who has studied student mobility in
depth during her career, said many studies have indicated over the years that
student population is a bellwether for the changes that are coming to a
In Chelsea, she said she believes this
latest trend in student population could be sounding an alarm for the community
to try to take action.
“This is definitely something we have to pay
attention to,” she said. “The demographics in our schools are telling of what
is coming to the community at-large. We’re the canary in the coal mine for
community shift. I see it as a positive though because we can look at it and
get out in front so we can be prepared to meet the needs of that shift.
A consequence of that loss is that the CPS
budget is likely going to shrink due to the smaller enrollments.
“We already have an issue with the
Foundation Budget at the state level being broken, and it still needs to be
fixed,” she said. “We still need to advocate for that. At the same time, we
have a confounding situation where we’re losing student enrollment that results
in a natural decrease in staffing and resources due to that lower student
enrollment. The challenge will be keeping those two budgetary issues separate
and not allowing them to blend together. They are two different issues.”
Bourque said the situation reminds her of
what Somerville Public Schools went through some years ago as it gentrified on
the back of Cambridge’s successes. At one point, she said she recalled they had
somewhere around 6,000 students enrolled in the public schools, but as that
City changed, the numbers dwindled down to around 4,000. She said Chelsea
should fight to keep that from happening here.
Looking for a wave from
Chelsea has always had a reputation and a
practice of having open arms to refugees and new immigrant populations.
Now, as new immigrant families seem to be
migrating a bit towards the North Shore, Supt. Mary Bourque said they are
keeping an eye on Brazil and Venezuela as potential sources of incoming
Bourque said immigrant groups from crisis
areas of the world typically begin showing up in Chelsea schools about 10 to 15
months after the crisis in their countries.
With the recent political upheaval in
Venezuela with its leadership, she said the federal government is considering
giving Temporary Protected Status (TPS) to Venezuelans. That, she said, could
result in more students arriving from that country soon.
“It will be interesting to wait and see if
we get an influx from Venezuela,” she said. “It usually happens 15 to 18 months
after a crisis. We’ll watch to see if this summer enrollments begin to come in
from that country.”
In Brazil, she said a down economy has
already brought a trickling of new Brazilian students to the district.
So much happens within every municipality that needs to be shared: upcoming events, new initiatives, important updates, celebrations of success. And there’s myriad ways in which each department of City Hall interfaces with the public in routine ways, from applications for parking permits to business licenses, to simple correspondence to the uniforms of Department of Public Work employees repairing the streets. Inherent in all of this communication is a message about how the municipality functions. Each represents an opportunity to say something about the City of Chelsea itself.
The new Chelsea City Seal features a more appropriate figure and a consistent design.
To make the most of these
opportunities, the City of Chelsea has just released a Style Guide that details
the specific graphic style for all communications from the ten City Hall
departments and nearly twenty boards and commissions. The goal of the
effort is to establish a consistent brand identity that’s professional, clear,
and attractive. The guide details typography, colors, photography and
formatting that together create a distinctive look for City Hall’s print and
digital materials. For administrative staff at City Hall, a suite of templates
facilitate the quick creation of regularly needed materials within the
established style. The refreshed documents include letterhead and envelopes,
agendas and minutes, business cards and brochures, forms and flyers, reports
and PowerPoint slide decks.
The underlying goal of
the project is that quality, consistent design will demonstrate a unified voice
whenever expressed by an agent of Chelsea’s city offices. Quality design
demonstrates competence and professionalism. Through a clear graphic identity
the public will be able to better recognize services provided by municipal
Over the past eight
months, a team of City Hall staff representing a variety of departments worked
with design consultant, Catherine Headen, to develop the guide. After
reviews, working sessions and a special event with City Hall staff the
completed Guide and templates are formally released this week.
A major aspect of the
work was refining of the City Seal. Over the decades numerous changes had
led to an evolution of the design, drifting the illustration away from the
original as detailed in the banner hanging Chelsea’s City Council
Chambers. When the team began, nearly a dozen different images were in use
as a City Seal across municipal departments. The design details had
changed so significantly that the group was surprised to discover lost elements
prescribed within the City Charter: “The following shall be the device of the
corporate seal of the city: A representation within a circle of a shield
surmounted by a star, the shield bearing upon it the representation of an
American Indian chief and wigwams; at the right of the shield, a sailboat such
as was formerly used for ferriage; at the left of the shield, a view of the
city and a steam ferryboat; under the shield, the word “Winnisimmet;” around
the shield, the words “Chelsea, settled 1624; a Town 1739; a City 1857.”
The unveiling of the new look with take place over time. City staff will
continue to use the print materials already on hand but will use the new
templates for all their future materials. The new style is intended for the
main City Hall departments and doesn’t extend to the City’s Police and Fire
departments or to the schools.
A parking study asked for
by the City Council has had few interested takers, and the only bid on the
study has come in at an exorbitant $210,000.
The Council called for a
parking study to be done for the entire City late last year, and the City began
work on getting a consultant in place through a Request for Proposals (RFP)
However, City Manager Tom
Ambrosino said there was only one bidder, Howard Stein Hudson (HSH), and they
only bid on a portion of the city rather than the entire city.
“HSH believes that a
parking study encompassing the entire City of Chelsea will be too big and
likely too expensive of an undertaking,” wrote Ambrosino. “Instead, HSH is
proposing that, in addition to the downtown, it would identify only a few other
target neighborhoods for study. I don’t know if the Council would be satisfied
with that limitation.”
The other piece of the
puzzle is the cost.
Ambrosino said the cost
of HSH’s limited proposal was $210,780.
“That is much more than
we anticipated, and I don’t know if the Council is prepared to expend that
sum,” he wrote.
Ambrosino called for the
Council to convene subcommittee to talk about next steps. He said they could
accept the expensive proposal from HSH, or they could re-big the project and
hope to get more proposals.
A date is being set for
the committee meeting.
•City Manager Tom
Ambrosino is recommending against taking the trash collection operations
in-house, a proposal floated by the Council last month.
He said the City’s
Department of Public Works had made some initial calculations that showed it
would be about the same costs to bring it in-house as it would be to continue
using its contractor, Russel Disposal.
“The (figures) make clear
that there are no obvious savings by taking the work in-house,” he wrote. “Our
best estimate is that annual costs would probably be somewhat greater than what
we pay to Russell.”
However, many of the
concerns of the Council, including Councilor Enio Lopez, came from the
mish-mash quality of pickup.
Ambrosino said he
understood those concerns, but didn’t believe taking the operations in-house
would improve the mistakes that are made.
“It is my opinion that,
given the nature of the trash business, where litter, rough handling of barrels
and occasional missed deliveries are inevitable no matter who is performing the
work, bringing this work in-house would not demonstrably improve quality, at
least not to the extent where any improvement would be noticeable to our
He said he would not
recommend any change.
However, he did not close
the door on taking other functions in-house.
He said he isn’t opposed
to bringing things like some water and sewer work back in-house.
“I feel strongly that we
should probably take in-house certain water, sewer and drainage work that we
currently outsource,” he said. “But, in the case of that utility work, I can
definitively show that the City will save substantial money doing the work
ourselves, and I do believe the quality will be a noticeable improvement to our
However, he said he doesn’t believe the same to be true for the trash
For the first time,
Chelsea, Revere and Winthrop are combining forces to conduct a comprehensive
regional Community Health Needs Assessment (CHNA) and design a Community Health
Implementation Plan (CHIP). Major hospitals, along with health centers, human
services providers and non-profits that serve area residents, are working with
municipal leaders, health departments and the boards of health of each
community to develop the plan. Residents of the three communities are being
urged to go online and fill out a survey that asks about local health issues
and other aspects of community life.
The effort is being
co-coordinated by the North Suffolk Public Health Collaborative and the Mass
General Hospital Center for Community Health Improvement (CCHI) with the
ultimate goal of identifying, prioritizing and addressing the most urgent
health needs faced by each community and the region. Such assessments are often
used to apply for targeted funding to help address community needs.
Every three years, most
hospitals conduct a community health needs assessment to meet requirements set
by the Affordable Care Act. The Massachusetts Attorney General also requires
such a report and is encouraging regional collaboration among stakeholders,
including among healthcare systems who share the same service areas. “This is
one of the first regional assessments of its type in Massachusetts,” said Jeff
Stone, Director of the North Suffolk Public Health Collaborative. “Mayor
Arrigo, Chelsea City Manager Tom Ambrosino and Winthrop Town Manager Austin
Faison realize that public health conditions don’t respect borders, and,
working together we can solve some of our health challenges more effectively.”
“The North Suffolk
Community Health Needs Assessment is critical for the City of Chelsea,” said
City Manager Ambrosino. “Not only will it provide the information necessary for
Chelsea to better understand our residents’ public health needs, but it will
also enable us to properly prioritize resources to better address those needs.
We encourage all of our residents to participate in upcoming surveys, forums
The collaborators have
set an ambitious timeline. The CHNA and CHIP will be completed by Sept. 30,
2019, and will result in a guide for a three-year community health improvement
plan that all providers can use. The process includes intensive data
collection–hundreds of resident surveys, interviews and focus groups as well
as collecting data from other agencies such as the MA Department of Public
Health and the US Census.
A website has been created, www.northsuffolkassessment.org, to
provide information to anyone who may be interested. People who live or work in
Chelsea, Revere and Winthrop are encouraged to complete a survey. It is
available in English, Spanish, Portuguese and Arabic, reflecting the languages
most frequently spoken in the communities.
New Children’s Librarian Katherine Palencia said landing the position at the Library is a dream come true for her.
When new Children’s Librarian Katherine Palencia sits at her desk in the basement of the Chelsea Public Library near the Children’s Rooms, it’s a place that has been familiar to her since she was a little girl – coming to the library with her mother and experiencing a safe, learning environment.
Now she has been hired as the new full-time
librarian after having worked part-time at the library for about 10 years, and
is excited to share her love of reading with a new generation of Chelsea kids.
“I didn’t want to leave Chelsea because my
family is here and my memories are here,” she said. “I don’t want to work in
any other area. I want to help Chelsea grow and I want to be part of the
growth…This position is a dream come true for me. I worked here in high school
and came back after college and have been here since 2011. It’s a dream come
true because I believe in what the library provides – the education and the
free access to information. I enjoy seeing kids excited about reading or coming
to work on their homework. I want to help them out. It’s a dream come true
because I have always seen myself here.”
Palencia attended St. Rose School as a girl,
and then went to the Williams Middle School. She attended Chelsea High School
and graduated in 2007. She graduated from Salem State and is currently pursuing
a Master’s Degree in Library Science at Cambridge College.
Palencia said her memories of the Chelsea
Library are very comforting, and she hopes to be able to pass that on.
“I think it was the people who made it very
special,” she said. “They had great relationships with my mother coming in here
and being able to feel comfortable and to ask questions. They always quenched
the curiosity I had.”
Palencia has been spearheading the English
as a Second Language program that meets on Wednesdays at 6:30 p.m., and now she
has expanded that to working in the Children’s area.
She said her big push right now is for the
upcoming Summer Reading Program.
“I am already really excited about summer
reading,” she said. “I am looking for any local businesses wanting to
collaborate with the Chelsea Public Library to donate prizes. It could be as
simple as a free ice cream cone, or as much as a free bike – which the Knights
of Pythias donated last year.”
She said they will be bringing back the
story times soon, and will have a full range of winter and spring activities
soon as well.
“I’m a life-long Chelsea resident and also
very proud to be Latina,” she said. “I’m happy that we can bring in more
Spanish speakers. Our staff does a great job and we have so many knowledgeable
people to help accommodate everyone.”
New Children’s Librarian Katherine Palencia said
landing the position at the Library is a dream come true for her. Having fond
memories of attending the library as a girl, she said she is excited to pass
that on to a new generation of Chelsea kids.