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Home My WebLink About2016-04-25 Annual Town Meeting Warrant ReportTown of Reading Massachusetts rn 0. X639•. O�'P. rNCO RS' 2016 Annual Town Meeting Report on the Warrant April 25, 2016 ANNUAL TOWN MEETING APRIL 25, 2016 TABLE OF CONTENTS Article Title Sponsor Page # 1 Election 2 2 Reports Board of Selectmen 3 3 Instructions Board of Selectmen 3 4 Amending the Capital Improvement Program FY2016 — FY2026 Board of Selectmen 3 5 Amend the FY2016 Budget Finance Committee 5 6 Fund OPEB Trust Board of Selectmen 7 7 General Bylaw Changes — Animal Control Bylaw Board of Selectmen 8 8 Approve Affordable Housing Trust Fund Allocation Plan Board of Selectmen 15 9 Approve Revolving Funds Board of Selectmen 17 10 Dispose of Surplus Tangible Property Board of Selectmen 19 11 Approve Payment of Prior Year's Bills Board of Selectmen 20 12 Adopt FY2017 Budget Finance Committee 20 13 Authorize FY2017 Chapter 90 Expenditures Board of Selectmen 21 14 Remove Town Meeting Members Pursuant to Section 2.6 of the Reading Home Rule Charter Board of Selectmen 21 APPENDIX FY2017 Budget (yellow pages) 24 Capital Improvement Plan (blue pages) 285 Conduct of Town Meeting 305 Town Meeting Handout Guidelines 312 COMMONWEALTH OF MASSACHUSETTS Middlesex, ss. Officer's Return, Reading: By virtue of this Warrant, I, on February 10 , 2016 notified and warned the inhabitants of the Town of Reading, qualified to vote in Town elections and Town affairs, to meet at the place and at the time specified by posting attested copies of this Town Meeting Warrant in the following public places within the Town of Reading: Precinct 1 J. Warren Killam School, 333 Charles Street Precinct 2 Reading Police Station, 15 Union Street Precinct 3 Reading Municipal Light Department, 230 Ash Street Precinct 4 Joshua Eaton School, 365 Summer Avenue Precinct 5 Walter S. Parker Middle School, 45 Temple Street Precinct 6 Barrows School, 16 Edgemont Avenue Precinct 7 Birch Meadow School, 27 Arthur B Lord Drive Precinct 8 Wood End School, 85 Sunset Rock Lane Town Hall, 16 Lowell Street The date of posting being not less than fourteen (14) days prior to April 25, 2016, the date set for Town Meeting in this Warrant. I also caused a posting of this Warrant to be published on the Town of Reading website on February 10 , 2016. A true copy Attest: Laura Gemme, Town Clerk 1 Thomas F eman , Constable TOWN WARRANT OF IR?k- BJ9, INCORQO�P COMMONWEALTH OF MASSACHUSETTS Middlesex, ss. To any of the Constables of the Town of Reading, Greetings: In the name of the Commonwealth of Massachusetts, you are hereby required to notify and warn the inhabitants of the Town of Reading, qualified to vote in the Local Elections and Town affairs, to meet in the following place designated for the eight precincts in said Town, namely: ncts 1, 2, 3, 4, 5,_6, 7 and 8 ina Memorial High Sch Ro TUESDAY, the FIRST DAY OF MARCH, A.D., 2016 from 7:00 a.m. to 8:00 p.m. to act on the following Articles, viz: ARTICLE 1 To elect by ballot the following Town Officers: A Moderator for one year; Two members of the Board of Selectmen for three years; Two members of the Board of Library Trustees for three years; Two members of the Municipal Light Board for three years; Two members of the School Committee for three years; and Sixty -Nine Town Meeting Members shall be elected to represent each of the following precincts: Precinct 1 Eight members for three years; Precinct 2 Eight members for three years; One member for two years; One member for one year; Precinct 3 Eight members for three years; Precinct 4 Eight members for three years; Precinct 5 Eight members for three years; Precinct 6 Eight members for three years; One member for two years; One member for one year; Precinct 7 Eight members for three years; One member for two years; and Precinct 8 Eight members for three years. IN and to meet at the Reading Memorial High School, 62 Oakland Road, in said Reading on MONDAY, the TWENTY-FIFTH DAY of APRIL A.D., 2016 at seven -thirty o'clock in the evening, at which time and place the following Articles are to be acted upon and determined exclusively by Town Meeting Members in accordance with the provisions of the Reading Home Rule Charter. ARTICLE 2 To hear and act on the reports of the Board of Selectmen, School Committee, Library Trustees, Municipal Light Board, Finance Committee, Bylaw Committee, Town Manager, Town Accountant and any other Town Official, Board or Committee. Board of Selectmen Background: This article appears on the Warrant for all Town Meetings. At this Subsequent Town Meeting, the following reports are anticipated: ➢ "State of the Town" Board of Selectman Chair John Halsey ➢ "FYI 7 Budget Report & Financial Overview" Finance Committee Chair Mark Dockser ➢ "Cemetery Garage Project and Permanent Building Committee Update" Permanent Building Committee Chair Greg Stepler ➢ "Library Building Committee Project Update" LBC member Greg Stepler ➢ "Comprehensive Zoning Project Update" CPDC Chair Jeff Hansen ARTICLE 3 To choose all other necessary Town Officers and Boards or Committees and determine what instructions shall be given Town Officers and Boards or Committees, and to see what sum the Town will vote to appropriate by borrowing or transfer from available funds, or otherwise, for the purpose of funding Town Officers and Boards or Committees to carry out the instructions given to them, or take any other action with respect thereto. Board of Selectmen Background: This Article appears on the Warrant of all Town Meetings. There are no known Instructional Motions at this time. The Town Moderator requires that all proposed Instructional Motions be submitted to the Town Clerk in advance so that Town Meeting Members may be "warned" as to the subject of an Instructional Motion in advance of the motion being made. Instructional Motions are normally held until the end of all other business at Town Meeting. Finance Committee Report: No report. Bylaw Committee Report: No report. ARTICLE 4 To see if the Town will vote to amend the FY 2016-26 Capital Improvements Program as provided for in Section 7-7 of the Reading Home Rule Charter and as previously amended, or take any other action with respect thereto. Board of Selectmen 3 Background: This Article is included in every Town Meeting Warrant. The Reading General Bylaw (section 6.1.3) states "... No funds may be appropriated for any capital item unless such item is included in the Capital Improvements Program, and is scheduled for funding in the Fiscal Year in which the appropriation is to be made." Bond ratings agencies also want to ensure that changes to a long-term CIP are adequately described. The following changes are proposed to the FY2016 — FY2026 CIP (current year plus ten years): FY16: -$15,000 $65,000 DPW: Replace Dump Truck C3 (1999; moved up from FY17) $35,000 Fac: Fire & Police station carpet/flooring $25,000 Fac: Replace batteries for emergency UPS units for schools & town buildings ($15,000) DPW: Dump Truck surplus ($25,000) Fac: Generator project surplus ($50,000) Fac: Fire station technology infrastructure ($50,000) Fac: Town Hall roof project surplus FY17:--$85,0 ($20,000) Police AEDs pushed back two years to match Fire Dept. replacement cycle ($65,000) DPW Dump Truck C3 (moved up to FY16) FY18+ Various other changes made .- _1 _ Iwi_i_- Enterprise rungs - vvaier FY16: None FY17: +$610,000 $575,000 Grove Street water main (1500 ft) $ 30,000 Unidirectional Water Main flushing 4 -year program +$ 5,000 add to Car #2 Replacement (now $35,000) FY18+ Various changes made Enterprise Funds - Sewer FY16: None FY17: +$35,000 $35,000 Replace Car #1 (2006 —moved up from FY18) $3 million debt for Charles & Sturges sewer stations moved back to FYI (reduces debt service for FY17 by $420, 000) FYI 8+ Various changes made r� Enterprise Funds — storm Water FYI 6: None FYI 7: +$155,000 $150,000 Grove St. drainage repairs (new) $ 80,000 Bond St. outfall and drainage repairs (new) ($ 75,000) generic drainage projects reduced from $125k to $50k FYI 8+ Various changes made Finance Committee Report: The Finance Committee recommends the proposed amendments to the FY 2016 — FY 2026 Capital Improvements Program by a vote of 8-0-0 at their meeting on March 30, 2016. Placing items in the Capital Improvement Program is a prerequisite but in itself does not authorize spending funds towards these items. Bylaw Committee Report: No report. By Charter, both the Finance Committee and Bylaw Committee are advisory to Town Meeting and their votes must be reported to Town Meeting, preferably in writing in advance when possible. Other volunteer Boards and Committees also vote on Warrant Articles, and when possible those votes are noted herein with an asterisk (*) next to their name. *Board of Selectmen Report: The Board of Selectmen on March 22, 2016 voted 3-0-0 to support this Article. ARTICLE 5 To see if the Town will vote to amend the Town's Operating Budget for the Fiscal Year commencing July 1, 2015, as adopted under Article 20 of the Annual Town Meeting of April 27, 2015 and amended under Article 5 of the Subsequent Town Meeting of November 9, 2015; and to see if the Town will vote to raise and appropriate, borrow or transfer from available funds, or otherwise provide a sum or sums of money to be added to the amounts appropriated under said Article, as amended, for the operation of the Town and its government, or take any other action with respect thereto. Finance Committee Background: General Fund — Wages and Expenses Account Line Description Decrease Increase B91 — Benefits Disability Retirement (One Firefighter — $75,000 Wages cost shifted from department to central location) $75,000 B99 — Benefits Health Insurance premiums -$135,000 $135,000 expenses C99 — Capital DPW: Replace Dump Truck C3 (1999; $15,000 Expenses. moved up from FYI 7) $65,000 5 Fac: Fire & Police station carpet/flooring $35,000 Fac: Replace batteries for emergency UPS units for schools & town $25,000 DPW: Highway Dump Truck -$15,000 Fac: Generator project -$25,000 Fac: Fire Sta tech infrastructure -$50,000 Fac: Town Hall roof project -$50,000 E99 - Vocational Reduced for actual enrollment (Minuteman $70,000 Education & Essex North) -$70,000 F99 - FINCOM Not needed for modular classrooms $75,000 Reserves -$75,000 (remaining balance $150,000) G91 - Administrative Vacant positions during the year -$70,000 $70,000 Services Wages G92 - Administrative HR - Hiring Process expenses $22,000 $42,500 Services Expenses Technology - software for elder/human services to tie into state system $7,500 Technology - emergency repairs for engineering hardware $6,000 Technology - software for HR to streamline Personnel Reviews $4,000 Town Clerk - Vital Records project $3,000 H91 - Public Services Economic Development planner* $10,000 $10,000 Wages.. 191 - Finance Wages Finance Vacation/Sick buybacks $20,000 $20,000 J91 - Public Safety Police Vacation/Sick buybacks $75,000 $75,000 Wages K91 - Public Works DPW Vacation/Sick buybacks $30,000 $65,000 Wages Town Engineer overlap $35,000 K92 - Public Works Fuel -$50,000 $50,000 Expenses K93 - Public Works Snow & Ice Removal -$32,500 $32,500 Snow & Ice K94 - Public Works Street Lights -$25,000 $25,000 Street Lights K95 - Public Works Rubbish Disposal -$80,000 $80,000 Rubbish M91 - Core Facilities Consulting Services for Security System $125,000 Evaluation $125,000 U99 - School First year funding for new K-12 Science $150,000 Department Curriculum materials $150,000 Subtotals$552,500 $562,500 Net Operating Expenses $10,000 From Free Cash $0 *From Inspections Revolving Fund $10,000 c _a ......:.... C.. A� __ 1Ahnnom nnrl FvnAnCAS Account Line v Description Decrease Increase W99 - Water expenses Specialty tools for utility truck #5 $45,000 Hydrants for new water mains $25,000 Subtotals $0 $70,000 $70,000 Net Operating Expenses $70,000 From Water Reserves $70,000 Finance Committee Report: At their meeting on March 30, 2016 the Finance Committee voted 8-0-0 to recommend this Article to Town Meeting. Bylaw Committee Report: No report. *Board of Selectmen Report: The Board of Selectmen on March 22, 2016 voted 3-0-0 to support this Article. ARTICLE 6 To see what sum the Town will appropriate to the irrevocable trust for "Other Post -Employment Benefits Liabilities" or take any action with respect thereto. Board of Selectmen Background: As part of the FY16 budget the town voted $500,000 in the general fund, $50,000 in the water fund, $20,000 in the sewer fund and $6,000 in the storm water fund for the Other Post Employment Benefit (OPEB) contributions. This Article will therefore move the total $576,000 of all these OPEB contributions to the irrevocable trust for Other Post Employment Benefit liabilities. The most recent OPEB valuation shows the Town's OPEB liability at $67.2 million. The three Enterprise Funds and the Light Department are on an aggressive fully funding twenty year schedule, and the General Fund is on a partial funding schedule projected over thirty years. The latter will transition to a full funding schedule as soon as possible, as is required by law or after the Pension Fund is fully funded in FY29. Finance Committee Report: At their meeting on March 30, 2016 the Finance Committee voted 8-0-0 to recommend this Article to Town Meeting. Bylaw Committee Report: No report. *_Board of Selectmen Report: The Board of Selectmen on March 22, 2016 voted 3-0-0 to support this Article. 0 ARTICLE 7 To see if the Town will vote to delete Section 8.8 Animal Control of the General Bylaw and insert the following in its place: 8.8 Animal Control Pursuant to the authority set forth in MGL Chapter 140 Sections 136A -174E, inclusive, and any other relevant statutes and regulations issued pursuant thereto, the following requirements are adopted for the regulation of dogs in the Town of Reading. 8.8.1 Definitions The definitions of words and terms set forth in MGL. Chapter 140 Section 136A are incorporated into Section 8.8 and shall be applicable to the interpretation thereof. In addition, unless the context clearly indicates otherwise, the following words and terms, as used in Section 8.8, shall have the following meanings: 8.8.1.1 Animal Control Appeals Committee (ACAC) The "Hearing Authority," as that term is defined in MGL Chapter 140 Section 136A, charged with the responsibility of handling dog complaints for the Town of Reading, pursuant to MGL Chapter 140 Section 157. 8.8.1.2 Animal Control Officer (ACO) A person appointed by the Town Manager who is authorized to enforce this Bylaw and MGL Chapter 140 Sections 136A -174E. 8.8.1.3 Effective Voice Control An animal shall be deemed to be "under effective voice control' if it is within the owner's or keeper's sight, the owner or keeper is carrying a leash, and the animal refrains from illegal activities. 8.8.1.4 Running at Large A dog is running at large if it is not on the private property of its owner or keeper, or on private property with the express permission of that property's owner, or on a leash, or under effective voice control. 8.8.2 Licensinq and Fees 8.8.2.1 License and Vaccination Requirements In accordance with MGL Chapter 140 Section 137, the owner or keeper of a dog(s) six months of age or older, while residing in the Town of Reading, shall obtain a license for the dog from the Town Clerk, which shall be affixed to the dog's collar. To obtain or renew a license, each dog owner or keeper shall annually present proof of a current rabies vaccination or a certification of exemption from the vaccination requirement, pursuant to MGL Chapter 140 Sections 137(b) and 145B. 8.8.2.1.1 New Dogs and Puppies Within thirty (30) days of either (a) acquiring a dog six (6) months of age or older or (b) a puppy's six-month birthday, each dog owner or keeper in Reading shall present proof of that dog's current rabies vaccination and obtain a license and dog tag from the Town Clerk. S 8.8.2.1.2 Lost Tags and Replacement Tags Dog owners and keepers shall replace a lost tag within three (3) business days of the loss, by obtaining a replacement tag from the Town Clerk. 8.8.2.1.3 Tag Exemptions for Dog Events While actually participating in an official dog sporting or dog fancy event, a dog may, if the event sponsors do not allow participants to wear tags, be exempt from the requirement of section 8.8.2.1 that its license tag be affixed to its collar; provided, however, that the dog owner or keeper shall have the tag at the event and available for inspection by the ACO. 8.8.2.1.4 Tag Exemptions for Medical Reasons During any period when a veterinarian has determined that a dog cannot wear a collar for medical reasons, the dog shall be exempt from the requirement of section 8.8.2.1 that its license tag be affixed to its collar; provided, however, that its owner or keeper shall have the tag in his or her possession and available for inspection by the ACO. 8.8.2.1.5 Annual Renewal Dog owners and keepers shall renew each dog license annually. The annual licensing period runs from January 1 through December 31. 8.8.2.1.6 License due Date and Late Fee Application forms for obtaining, renewing or transferring a license shall be made available annually no later than December 31 each year. Dog owners and keepers shall return forms and fees to the Town Clerk by March 31 or, if such date is not a business day, by the first business day thereafter. Any license renewed after this date shall be deemed overdue, and the owner or keeper shall be required to pay a late fee as determined by the Town Meeting in addition to the license renewal fee. The license fee and the late fee may be secured through the imposition of a municipal charges lien on any property standing in the name of the dog owner or keeper, pursuant to MGL Chapter 40 Section 58. 8.8.2.1.7 License Fees Fees for licensing each dog shall be determined by the Town Meeting; provided, however, that the fee for neutered or spayed dogs shall be less than the fee for non -neutered or non -spayed dogs. No dog license fee shall be charged for any service dog as defined by the Americans with Disabilities Act or regulations issued thereunder; or for a license for a dog owned by a person 70 years of age or older. 8.8.2.2 Kennel Licenses No person may own or board four or more dogs within the Town of Reading without first obtaining a Kennel License from the Town Clerk, in accordance with MGL Chaper 140 Section 137A; provided, however, that this requirement shall not apply to medical boarding by any licensed veterinarian practicing in the Town of Reading. To obtain or renew such kennel license, the owner or keeper of the dogs shall: E (a) Present proof of current rabies vaccinations for each dog older than six months in the kennel or a certification of exemption from the vaccination requirement, pursuant to MGL Chapter 140 Sections 137(b) and 145B; and (b) Pass an inspection by the Animal Control Officer pursuant to MGL Chapter 140 Sections 137A and 137C. 8.8.2.2.1 New Dogs and New Puppies A kennel licensee who is also the owner or keeper of dogs shall report to the Town Clerk each new dog in the kennel within thirty (30) days of its acquisition; shall show proof of current vaccination; and shall obtain a kennel tag for that dog. The kennel licensee shall show proof of current vaccination and obtain a tag for each puppy when it reaches six months old. 8.8.2.2.2 Periodic Inspections. The Town may performan inspection of any kennel at any time pursuant to MGL Chapter 140 Section 137C. 8.8.2.2.3 Annual Renewal Each kennel licensee shall renew the kennel license annually. The annual licensing period runs from January 1 to December 31. 8.8.2.2.4 License Due Date Application forms for obtaining, renewing or transferring a kennel license shall be made available annually no later than December 1 each year. Kennel licensees shall return forms and fees to the Town Clerk by January 15 or, if such date is not a business day, by the first business day thereafter. Any kennel license renewed after this date shall be deemed overdue, and the owner or keeper shall be required to pay a late fee as determined by the Town Meeting in addition to the license fee. The overdue license fee and the late fee may be secured through the imposition of a municipal charges lien on any property standing in the name of the kennel licensee, pursuant to MGL Chapter 40 Section 58. 8.8.2.2.5 Fees The fees for licensing each kennel shall be established by the Board of Selectmen. 8.8.2.2.6 Penalties Any person maintaining a kennel after the kennel license therefor has been denied, revoked or suspended shall be subject to the penalties set forth in Section 8.8.6. 8.8.3 Conduct of Dogs 8.8.3.1 Nuisance and Dangerous Behavior No dog owner or keeper shall permit the dog to become or remain a nuisance dog or a dangerous dog, as those terms are defined and used in MGL. Chapter 140 Sections 136A and 157. 10 8.8.3.2 Leash Law When not on the private property of its owner or keeper, or on private property with the express permission of that property's owner, a dog shall be on a leash; provided, however, that it may be under effective voice control when within the Town Forest or on conservation lands. 8.8.3.2.1 Public Gatherings - Leash Control Only Except as otherwise specified in Section 8.8, a dog may be at any public gathering only if it is on a six-foot or shorter leash and refrains from illegal activities. 8.8.3.2.2 School Grounds Unless the School Principal gives permission in advance, no dog may be on school grounds from thirty (30) minutes before classes begin until thirty (30) minutes after classes end. At all other times, the dog may be on school grounds only if it is on a six-foot or shorter leash or remains within a vehicle. 8.8.3.2.3 Exception for Assistance Animals (service animals) The provisions of this Section 8.8.3.2 shall not apply to any properly trained assistance animal or service animal while performing its duties. 8.8.3.3 Dog Litter Every dog owner or keeper shall be responsible for expeditiously removing any feces that the dog deposits anywhere except on its owner's or keeper's private property, or on other private property with the property owner's permission 8.8.4 Animal Control Officer 8.8.4.1 Appointment The Town Manager shall appoint an ACO pursuant to MGL Chapter 140 Sections 151 and 151A to carry out the provisions of Section 8.8 and to perform such other duties and responsibilities as the Town Manager or its designee may determine. 8.8.4.2 Duties The ACO's duties shall include the enforcement of the provisions of Section 8.8 and of MGL Chapter 140 Sections 136A -174E and any relevant state or local regulations. 8.8.4.3 Issuance of Temporary Restraint Orders The ACO may issue a Temporary Restraint Order to the owner or keeper of any dog that is alleged to be a nuisance dog or a dangerous dog and is awaiting a decision under Section 8.8.5.2. A Temporary Restraint Order shall be in force for no more than thirty (30) days unless the ACO renews it in writing for subsequent thirty (30) day periods. The ACO may rescind or stop renewing the order when, in the ACO's judgment, restraint is no longer required. The ACO's order shall expire upon receipt of a decision from the ACAC on the nuisance dog or dangerous dog hearing. 11 8.8.4.4 Issuance of a Temporary Confinement Order The ACO may make arrangements for the temporary housing of any dog that requires such temporary housing, and may issue an Order of Temporary Confinement authorizing such temporary housing. The housing may be at local veterinary clinics, or at dog kennels within the Town or neighboring towns, and shall be at the dog owner's or keeper's expense. 8.8.4.5 Complaint Investigation The ACO shall make a written record of and shall investigate all complaints arising within the Town pertaining to violations of Section 8.8 or MGL Chapter 140 Sections 136A -174E and report its findings to the ACAC. 8.8.4.6 Recordkeeping The ACO shall keep accurate, detailed records of the confinement and disposition of all dogs held in custody, all bite cases reported, and the results of investigations. The ACO shall maintain a telephone log of all calls received regarding dogs and submit a monthly report summarizing the log to the ACAC. 8.8.5 Animal Control Appeals Committee 8.8.5.1 Composition of the ACAC The Animal Control Appeals Committee shall be composed of three Reading residents, none of whom shall otherwise be employees of the Town, appointed to three-year overlapping terms by the Board of Selectmen. The ACAC shall annually select a member to serve as the Chair. At least one of the three members must be a dog owner. 8.8.5.2 Nuisance or Dangerous Dog Hearings Any person may file a complaint in writing to the ACAC that a dog owned or kept in the Town is a nuisance dog or a dangerous dog. All such complaints shall be investigated and addressed in accordance with MGL Chapter 140 Section 157. 8.8.6 Penalties 8.8.6.1 Fines Any dog owner or keeper who maintains a kennel after the kennel license has been denied, revoked or suspended, or who fails to obtain a kennel license; and any dog owner or keeper who fails to comply with Section 8.8.3 shall be subject to penalties as determined by the ACAC, not .exceeding Three Hundred ($300) Dollars per day for every day of the violation. 8.8.6.2 Reimbursement of Costs If the ACO confines a dog and the dog owner or keeper does not pay all fees directly to the kennel or veterinary clinic, then the dog's owner or keeper shall be required to reimburse the Town for any expenses incurred in boarding that dog. If the dog has not been licensed, the owner or keeper shall obtain a license and pay, any applicable late fee before the dog can be released. Iia 8.8.6.3 Penalties for Violating Temporary Restraint Orders The ACAC shall determine a schedule of penalties not exceeding Three Hundred ($300) Dollars per day for each and every violation of Temporary Restraint Orders. 8.8.6.4 Penalties for Non -Compliance with and Order of the ACAC An owner or keeper of a dog who fails to comply with an order of the ACAC shall be punished in accordance with MGL Chapter 140 Section 157A. 8.8.6.5 Enforcement In addition to any other means of enforcement, the provisions of Section 8.8 and the regulations adopted pursuant thereto may also be enforced by non -criminal disposition in accordance with the provisions of Section 1.8, and MGL Chapter 40 Section 21 D. The penalty for such violation shall be $300 for each offense. Each day or part thereof shall constitute a separate offense. Board of Selectmen Background: The Commonwealth's laws governing the licensing and control of dogs and kennels were substantially revised in 2012. The revised laws now: • require animal control officers to receive training; • create categories for kennel licensing; • require health certificates for dogs and cats brought into or sold in Massachusetts: and • provide a clear process for dangerous dog and nuisance dog hearings, including: • explicit criteria that a hearing authority either must consider and those that must not be considered; and • lists of actions that the hearing authority may take once it has concluded that a dog is indeed a nuisance dog or a dangerous dog. The proposed new Animal Control Bylaw would bring the Town into compliance with these changes. Any provisions that are inconsistent with the General Laws have been proposed for removal, and an appropriate statutory citation has been added. Definitions that are contained in the General Laws have been removed to avoid any ambiguity. The Town will retain its Animal Control Appeals Committee as its "Hearing Authority" for nuisance dog and dangerous dog hearings. Beyond these changes, the remainder of the Bylaw would be streamlined and re -worded for clarity. Many existing provisions are proposed to be reorganized and, when logical, combined or omitted. The internal citations would be made accurate, and previously unnumbered paragraphs would have proper citations for ease in application of the bylaw. The proposed Bylaw would also address several minor comments made by the Attorney General's Municipal Law Unit on its prior provisions. For those interested in a bold/cross out copy of the changes made, please visit the Town's website and look under the Town Clerk's division for 2016 Annual Town Meeting information. 13 What follows is an executive summary of the specific amendments to the Animal Control Bylaw for you to use in your deliberation of the proposed new bylaw. (1) Definitions (a) The definitions of the following terms are contained in the General Laws and have therefore been deleted from the bylaw: • Dangerous Dog • Euthanize • Keeper • Kennel • License Transfer • License • Nuisance Dog (b) In addition, the definitions of the following terms have been deleted because they are adequately defined within the Bylaw or the General Laws and are therefore redundant: • Kennel License • License • License Transfer • License Period • Permanent Restraint • Restraint • Temporary Confinement Order • Temporary Restraint Order (c) The term "muzzling" has also been deleted, as it no longer appears in the bylaw. (2) Licensing. The requirements regarding licensing, vaccination and fees have been revised to consolidate the bylaws into a more clear and concise statement and to reference the General Laws where appropriate, rather than repeat everything from the statute. Most of the amendments are not substantive in nature, except for the following: The bylaw now states that license fees and late fees will be determined by Town Meeting, rather than the Board of Selectmen. This change brings the bylaw into compliance with M.G.L. c.140, §139(a). (3) Kennel Licenses. The provisions regarding kennel licensing have also been consolidated and streamlined to make them more clear and concise and to reduce duplication of the statute. The provisions regarding inspections, review hearings and penalties have been deleted and replaced with a reference to M.G.L. c.140, §137C, which governs inspection of kennels; revocation, suspension and reinstatement of licenses; and nuisance conditions in kennels. In addition, the provisions governing physical location of kennels have been deleted as they either directly conflict with or have the potential to conflict with corresponding provisions of the Zoning Bylaw. 14 (4) Conduct of Dogs. The statutes regarding nuisance dogs and dangerous dogs describe the types of behavior that may be regarded by the Hearing Authority as "dangerous" or "nuisance" and provides a detailed procedure by which the Hearing Authority must conduct itself when presented with a dog complaint. To reduce any possibility of conflict between the bylaw and statute, the provisions in the bylaw that describe any prohibited behaviors have been deleted, since regulation of these behaviors is already covered by the statutes. The Town's leash requirements remain substantively intact, with minor revisions to make the bylaw more clear and concise. (5) Animal Control Officer. The bylaw provisions governing the authority and duties of the Animal Control Officer ("ACO") remain largely intact. The suggested amendments are intended to make the bylaw more clear and concise and to give the ACO added flexibility in carrying out his/her duties with respect to Temporary Restraint Orders and Temporary Confinement Orders. Also, to aid the Town in conducting nuisance and dangerous dog hearings, the ACO is now required to make a written record of all dog complaints. This will ensure that the Town's records include all such complaints, even those made verbally. (6) Animal Control Appeals Committee. The statutes regarding nuisance and dangerous dogs provide detailed rules for the Hearing Authority (in Reading, the Animal Control Appeals Committee or "ACAC") to apply when carrying out its duties. Therefore, substantially all of the bylaw regarding nuisance or dangerous dog complaints, hearings, exemptions, findings, declarations, remedies and appeals have been deleted to avoid any chance of conflict with state statutes. Instead, the bylaw now provides that any person may file a written complaint to the ACAC and that such complaints shall be investigated and addressed in accordance with M.G.L. c.140, §157. (7) Penalties. The penalties section remains largely unchanged. The only substantive amendment that has been made is to add a provision providing for penalties for non- compliance with an order of the ACAC. Finance Committee Report: No report. Bylaw Committee Report: The Bylaw Committee recommends this Article by a vote of 5-0-0 at their meeting on March 28, 2016. ARTICLE 8 To see if the Town will vote to approve an Affordable Housing Trust Fund Allocation Plan pursuant to Chapter 140 of the Acts of 2001 entitled "AN ACT AUTHORIZING THE TOWN OF READING TO ESTABLISH AN AFFORDABLE HOUSING TRUST FUND", or take any other action with respect thereto. Board of Selectmen Background: Chapter 140 of the Acts of 2001 authorized the Town of Reading to establish a separate fund known as the Affordable Housing Trust Fund (AHTF). The AHTF requires Town Meeting approval of an annual allocation plan submitted by the Board of Selectmen. 15 AHTF expenditures require approval by a majority vote of the full combined membership of the Board of Selectmen and the Reading Housing Authority. AHTF uses include: ♦ Create or preserve affordable housing; ♦ Maintain or operate affordable housing; ♦ Develop new or rehabilitate existing housing as affordable homeownership or rental units; The purpose of the Affordable Housing Allocation Plan is to provide a framework for the Town to expend funds on affordable housing. The current AHTF balance of $261,391.75 reflects revenue generated through the actions of the CPDC, as well as proceeds from the loss of an affordable unit. There are no Town tax generated funds in the AHTF. The only expenditure to date from the AHTF, in the amount of $200,000, was to assist Oaktree development with financing affordable housing at 30 Haven Street. At the 2012 Annual Town Meeting, approval was given for funding to hire a consultant to assist a staff initiative to update the Town's Housing Plan, including the five-year "Housing Production Plan". This effort is important as a defense against unfriendly 40B developments in the community, and requires the Town to develop a phased plan to produce housing to reach the 10% threshold as required by MGL Ch. 408. Reading's Housing Production Plan has been approved by the Board of Selectmen and by the Commonwealth of Massachusetts. The Town commissioned and received a supplemental report on how the AHTF can best be used to support the "Planned Production" goals of the Housing Plan. This report was received in late winter 2012, and a presentation was made in April of 2013 to the Board of Selectmen and the Reading Housing Authority. The report recommends a significant restructuring of the Town's AHTF efforts. The Board of Selectmen considered these recommendations two years ago, but decided against any changes. Therefore, the current recommendation is to adopt the AHTF Allocation Plan as shown below as the framework for the use. of Affordable Housing Trust Fund in FY 2017. Note that Reading as lead community is part of a regional effort (along with North Reading, Wilmington and Saugus) to share a Regional Housing Services Office (RHSO). The RHSO monitors and administers affordable housing requirements including tracking and updating the Subsidized Housing Inventory (SHI) as well as maintaining ready buyer and ready renter lists. Affordable Housing Trust Fund Allocation Plan FY 2017 Pursuant to Article 8 of the 2016 Annual Town Meeting, an Affordable Housing Trust Fund Allocation Plan for the Fiscal Year 2017 in accordance with the provisions of Chapter 140 of the Acts of 2001 is as follows: Available Balance — Unrestricted Funds: $261,391.75 Available Balance — Restricted Funds $ 0 Unrestricted funds shall be used for the following purposes: 5% up to a maximum of $10,000 for administration of Affordable Housing W Remainder for constructing affordable housing (including loan and grant programs); or for maintaining and improving affordability of existing housing stock; or for the purchase of existing housing stock to add it to or maintain it as a part of the existing affordable housing inventory Finance Committee Report: At their meeting on March 30, 2016 the Finance Committee voted 7-0-1 to recommend this Article to Town_ Meeting. One member abstained because of a possible conflict of interest. Bylaw Committee Report: No report. *_Board of Selectmen Report: The Board of Selectmen on March 22, 2016 voted 3-0-0 to support this Article. ARTICLE 9 To see if the Town will vote to authorize revolving funds for certain Town Departments under Section 53E '/2 of Chapter 44 of the Massachusetts Genera! Laws for the fiscal year beginning July 1, 2016 with the receipts, as specified, credited to each fund; the purposes, as listed, for which each fund may be spent, the maximum amount that may be spent from each fund for the fiscal year, and the disposition of the balance of each fund at fiscal year- end. Revolving Spending Revenue Allowed Expenditure Limits Year End Balance Account AuthoritySource Expenses Fees as Consulting and provided for in engineering services for Conservation Reading General the review of designs $25,000 Available for Commission Bylaws Section and engineering work Consulting Conservation 5.7, Wetlands for the protection of expenditure Fees Commission Protection wetlands. next ear Legal, oversight and inspection, plan review, initial property Building, appraisals and appeals, Plumbing, Public Services Wiring, Gas and planning and general $200,000 other permits for management, curb the Oaktree, sidewalks and Addison-Wesley/ pedestrian safety Inspection Pearson and improvements, records Available for Revolving Town Johnson Woods archiving and other expenditure Fund developments project related costs. next year —Manager Clinic fees, Materials and costs Public Health charges and associated with clinics $25,000 Available for Clinics and Board of third party and public health expenditure Services Health Ireimbursements programs next ear 17 Library Materials Replacement Library Director and Trustees Charges for lost or damaged Library materials Acquire Library materials to replace lost or damaged items $15,000 Available for expenditure next year Facilities Mattera Director Utilities and all other $10,000 Available for Cabin ReGrea}� maintenance and expenditure Operating astrater Rental Fees operating expenses next year Director of Public Works upon the recommenda tion of the Sale of timber; Planning and Available for Town Forest fees for use of Improvements to the $10,000 expenditure Town Forest Committee the Town Forest Town Forest next ear or take any other action with respect thereto. Board of Selectmen Background: The revolving funds established in this article are subject to annual renewal by Town Meeting. • Conservation Consulting Revolving Fund - These funds are used to receive payments from applicants, hire expert consultants where required, and return the balance to the applicant. The balance in the Conservation Consulting Revolving Fund as of February 2016 is $2,888. • Inspections Revolving Fund - Beginning in 2004, Town Meeting approved the Inspections Revolving Funds as a way to deposit building and other permit fees from three large projects (the Oaktree, Pulte Homes and Johnson Woods developments). The balance available as of February 2016 in this fund is $772,105, and of that total $200,000 is proposed by the Town Manager as part of the FY17 budget: $75,000 to be used to help offset some building division related activities in the Public Services budget, as has been the case for several years, plus upon the advice of the Board of Selectmen along with the support of a Financial Forum up to $125,000 is set aside to fund a new economic development planning position. The balance in this fund will allow four years of expenses at this pace at which point the results of the economic development efforts can be fairly judged and should be self -funding. • Health Clinic Revolving Fund - The Reading Health Division contracts for third party payments for a number of immunizations. The funds are used to augment the influenza vaccine supply from the State Department of Public Health to insure vaccine for the homebound clients and first responders. The Division also uses these funds for materials for other screening clinics. Clinic client fees are also deposited into this fund to offset vaccine and clinical supply costs. The balance available as of February 2016 in this fund is $60,459. The State has been cutting back on the free flu and other vaccines to be distributed to cities and towns, and the Town therefore needs to purchase extra doses. The necessary amounts used for clinic vaccine, supplies and staff salaries related to the clinics each year directly from the revolving fund is therefore approximately $25,000. • Library Materials Replacement Fund — During the course of a year, the Library recovers funds from patrons who have lost or damaged books or other materials. Previously, those funds went into the Town's General Fund and at the end of the year went into Free Cash. Once this Revolving Fund was adopted (beginning in FY 2010), those funds recovered from patrons for lost or damaged materials were available directly to the Library for expenditure to purchase replacement materials and processing supplies. The balance available as of February 2016 in this fund is $433. Mattera Cabin Operating Fund — The log cabin on the Mattera conservation land was purchased several years ago, and was renovated by the Vocational School. Some of the use is revenue generating, and it is anticipated that over time the site will generate enough funding to pay the operating costs of the cabin — primarily utilities. This Article allows those revenues that are generated to be used directly for the operating expenses of the cabin. The balance available as of February 2016 in this fund is $1,006. In response to an instructional motion by Town Meeting, the Town Manager has moved the responsibility for both the Mattera Cabin and Cemetery garages to be moved to the Facilities department. Town Forest Revolving Fund was created in 2011. The purpose is to allow revenues from controlled timber harvesting and permit fees to then be spent by the DPW Director upon the recommendation of the Town Forest Committee, on improvements to the Town Forest, including planning efforts. The Town Forest Committee has had a forest stewardship plan created (through a grant) to make recommendations on forest management including controlled timber harvesting. The balance available as of February 2016 in this fund is $0. It is anticipated that timber harvesting on a limited basis could begin at any time, and therefore there will be future proceeds which can be used for the purposes of the revolving fund. Finance Committee Report: At their meeting on March 30, 2016 the Finance Committee voted 8-0-0 to recommend this Article to Town Meeting. Bylaw Committee Report: No report. *Board of Selectmen Report: The Board of Selectmen on March 22, 2016 voted 3-0-0 to support this Article. ARTICLE 10 To see if the Town will vote to authorize the Board of Selectmen to sell, exchange, or dispose of, various items of Town tangible property, upon such terms and conditions as they may determine; or take any other action with respect thereto. Board of Selectmen Background: The following equipment is scheduled for disposal: Division Year Make Estimate Value Notes Cemetery 1999 Ford $7,500 Dump truck Highway 1994 Ford 9,500 Aerial Highway 1981 Clark 1,500 Forklift Highway 1999. Bobcat 12,500 Skid Steer Highway 1993 Bombardier 8,500 Snow Bombardier Highway Broken granite curbing Parks 1999 Giant Vac 3,750 GV Leaf Vac 19 Parks 1999 Smith Co 3,500 new motor; unsure of hrs Parks 1994 Smith Co. 500 hr meter stopped Cemetery 1999 Skag mower Water Emqlo 150 Adm Svc Office Furniture Police 2011 Ford Car 14 Police 2005 Ford Car 17 Police 2011 Ford Car 11 Police 2007 Ford Car 4 Finance Committee Report: At their meeting on March 30, 2016 the Finance Committee voted 8-0-0 to recommend this Article to Town Meeting. Bylaw Committee Report: No report. *_Board of Selectmen Report: The Board of Selectmen on March 22, 2016 voted 3-0-0 to support this Article. ARTICLE 11 To see if the Town will vote to raise and appropriate, transfer from available funds or otherwise provide a sum or sums of money to pay bills remaining unpaid from prior fiscal years for goods and services actually rendered to the Town, or take any other action with respect thereto. Board of Selectmen Background: In December 2015 the town became aware of an outstanding invoice to Canon Financial Services in the amount of $328.65 that had been bundled into current balances due, while it was in fact for services rendered in April 2015. The services rendered were a copier lease managed through the Town Manager's office. Finance Committee Report: At their meeting on March 30, 2016 the Finance Committee voted 8-0-0 to recommend this Article to Town Meeting. This bill is an obligation that should be paid by the Town, with a source of Free Cash. Bylaw Committee Report: No report. *Board of Selectmen Report: The Board of Selectmen on March 22, 2016 voted 3-0-0 to support this Article. ARTICLE 12 To see if the Town will vote to determine how much money the Town will appropriate by borrowing, or from the tax levy, or transfer from available funds, or otherwise, for the operation of the Town and its government for Fiscal Year 2017 - beginning July 1, 2016, or take any other action with respect thereto. Finance Committee 20 Background: Please see the yellow pages of this document for the full details of the FY17 budget. Finance Committee Report: Please see the yellow pages — Spending Scorecard of this document for the votes of the Finance Committee online items in the FY17 budget. The Finance Committee recommends the subject matter of Article 12 as explained by these votes at their meeting on March 30, 2016. Bylaw Committee Report: No report. *Board of Selectmen Report: The Board of Selectmen on March 22, 2016 voted 3-0-0 to support this Article as presented to the Finance Committee. ARTICLE 13 To see what sum the Town will vote to appropriate by borrowing, whether in anticipation of reimbursement from the State under Section 6 of Chapter 44 of the Massachusetts General Laws, or pursuant to any other enabling authority or from the tax levy, or transfer from available funds, or otherwise, for highway projects in accordance with Chapter 90 of the Massachusetts General Laws, or take any other action with respect thereto. Board of Selectmen Background: After a one-time increase in FY15 to $900,000, Reading has settled back into the $600,000 range - $595,949 is expected for FY17 for Chapter 90 (local road repairs). The motion made at Town Meeting will be to accept the Chapter 90 state assistance at whatever level is ultimately available, a trend in other communities in order to avoid any uncertainty of the timing of the final state budget process.. Finance Committee Report: At their meeting on March 30, 2016 the Finance Committee voted 8-0-0 to recommend this Article to Town Meeting. Bylaw Committee Report: No report. *Board of Selectmen Report: The Board of Selectmen on March 22, 2016 voted 3-0-0 to support this Article. ARTICLE 14 To see if the Town will vote, pursuant to Section 2-6 of the Reading Home Rule Charter, to declare the seats of certain Town Meeting Members to be vacant and remove certain described persons from their position as Town Meeting Members for failure to take the oath of office within 30 days following the notice of election or for failure to attend one-half or more of the Town Meeting sessions during the previous year, or take any other action with respect thereto. Board of Selectmen Background: The Reading Home Rule Charter provides for the removal by Town Meeting of Town Meeting Members who did not attend at least half of the Town Meeting sessions during the previous year. PAI Total of 2 Town Meetings resulting in 6 nights to attend I ictpd hPlnw nrP thnsP who attPndp(I IPss than 3 niahts 2 Walter J Carroll 2017 0 2 Carol Sampson Total Precinct First Name MI Last Name Term Attended 2 Walter J Carroll 2017 0 2 Carol Sampson 2017 0 5 Patrick P O'Sullivan 2018 2 6 Jacqueline MK Petrillo 2017 2 6 Drucilla Wood -Beckwith 2018 2 22 and you are directed to serve this Warrant by posting an attested copy thereof in at least one (1) public place in each precinct of the Town not less than fourteen (14) days prior to April 25, 2016, or providing in a manner such as electronic submission, holding for pickup or mailing, an attested copy of said Warrant to each Town Meeting Member. Hereof fail not and make due return of this Warrant with your doings thereon to the Town Clerk at or before the time appointed for said meeting. Given under our hands this Zte Nomas Fre n , Constable th day of Ur vas , 2016. Dan Ensminger, Chairman fJ / 23 n, Vi Chairma evin Sexton, cretary SELECTMEN OF READING Town Manager's FY17 Budget -Overview - The following document constitutes the Town Manager's recommended Fiscal Year 2017 Budget for the Town of Reading, beginning July 1, 2016. This Budget combines continued conservative fiscal planning caused by the constraints of Proposition 2-1/2 with a record high dose of free cash needed to balance the demands of. the community versus the revenues available. This is a poor financial practice when one looks to what is sustainable in the future, made only possible by healthy cash reserve balances. As predicted last year, this budget eliminates some town positions which will have a small negative effect on the amount and/or quality of town services. This is the last year where service levels will not deteriorate to more noticeable levels. For FY18 either more revenues are needed or service levels will be reduced noticeably. Following are the highlights of the FY17 Town Manager's Budget: Revenues The Town Accountant forecasts a 2.6% increase in revenues for next year, although if one ignores the use of free cash in both years that in�raaca is 7 00A As is explained in more detail in the Revenues section, these sub 3% Reading revenue growth levels lag state-wide levels significantly and consistently. After Prop 21/2 was first instituted, revenue growth of 5% was common throughout the state, although figures in the past several years are closer to 4%. Let's take another look back at historical sources of revenues for Reading. Below is a table that shows FY03 & FY04 and FY16 & FY17 sources of revenue in Reading for comparison. Note that FY03 & FY04 are chosen to show the context surrounding the last operating override ��prnvnaitiinr� 11A• FY17 FY16 FY15 FY14 FY13 Revenues (no Free 72.2% 68% 62% Local Charges 7.5% Cash or Excluded +2.9% +2.9% +2.6% +2.8% +2.8% debt) 24% Other 4.4% 4.3% 4% As is explained in more detail in the Revenues section, these sub 3% Reading revenue growth levels lag state-wide levels significantly and consistently. After Prop 21/2 was first instituted, revenue growth of 5% was common throughout the state, although figures in the past several years are closer to 4%. Let's take another look back at historical sources of revenues for Reading. Below is a table that shows FY03 & FY04 and FY16 & FY17 sources of revenue in Reading for comparison. Note that FY03 & FY04 are chosen to show the context surrounding the last operating override ��prnvnaitiinr� 11A• Reading has been increasingly reliant on local sources of revenues because inflation adjusted state aid has declined by about 50% since the last operating override. For FY17 the Governor's budget released in January 2016 shows a meager 1.6% increase in state aid forecast for Reading. Annual state aid would need to increase by over $2 million from predicted levels in order to fund 19% of Reading's budget as it did after the last override. Readin-i vs. Peer Communities: Revenues In January 2016 the Town Manager presented Peer Community comparisons to the Board of Selectmen and then to a Financial Forum. On average, both Reading and Peers collect about $54 million in local property taxes from single family homes; however there was a noticeable difference in the commercial/ industrial/personal (CIP) property tax area, as shown below: Reading Peers Difference Annual prop taxes $5.0 mil. $17.3 mil -$12.3 mil. due to tax rate -$ 2.3 mil., due to tax base -$10.0 mil 24 Tax rates SF/CIP JW 14.70 each �5 14.6U/J561.6.5 FY17 FY16 FY04 FY03 Property Taxes 72.5% 72.2% 68% 62% Local Charges 7.5% 7.5% 9% 9% State Aid 15.6% 16.0% 19% 24% Other 4.4% 4.3% 4% 5% Reading has been increasingly reliant on local sources of revenues because inflation adjusted state aid has declined by about 50% since the last operating override. For FY17 the Governor's budget released in January 2016 shows a meager 1.6% increase in state aid forecast for Reading. Annual state aid would need to increase by over $2 million from predicted levels in order to fund 19% of Reading's budget as it did after the last override. Readin-i vs. Peer Communities: Revenues In January 2016 the Town Manager presented Peer Community comparisons to the Board of Selectmen and then to a Financial Forum. On average, both Reading and Peers collect about $54 million in local property taxes from single family homes; however there was a noticeable difference in the commercial/ industrial/personal (CIP) property tax area, as shown below: Reading Peers Difference Annual prop taxes $5.0 mil. $17.3 mil -$12.3 mil. due to tax rate -$ 2.3 mil., due to tax base -$10.0 mil 24 Tax rates SF/CIP JW 14.70 each �5 14.6U/J561.6.5 Thus Reading collects $12 million annually less from the CIP sector. About $2 million of this can be attributed to the fact that Reading chooses not to transfer that amount of tax liability from the residential tax base to the CIP tax base, for a variety of reasons. However the, larger $10 million simply points to the lower development activity in town, likely due in large measure due to less vacant land. Another simple metric is that relative to our neighbors, we have lagged by about $300,000 annually in the creation of new growth. In consideration of these factors, in January the Board of Selectmen took unanimous action during their FY17 budget deliberations in seeking to improve new growth by directing the Town Manager to hire an Economic Development planner position, to be funded for three years from the Inspections Revolving Fund. This item is shown under Public Services/Planning as a $125,000 item until more details are finalized. Note that figure is simply the maximum spending allowed by that revolving fund in FY17 vTo pnnr inm11111Y11f'1PC• Clloll( inu The Town Manager also examined how Reading allocates funds in the budget process compared to these 25 Peer Communities. The findings were remarkable dull — Reading allocates funds in a very typical way, as is shown by the table above. Of some note are the comparatively high levels of funding given to Public Safety and Culture (Public Library) and low levels to general government (Town Hall). Also the average allocation to Education does�t contradict the low per pupil spending figures reported by the Schools. Indeed Reading ranks 9th of the 26 communities in terms of enrollment as a % of population — in other words we have a lot of students. Accommodated Costs While the FY17 revenue outlook remains very constrained, unfortunately accommodated costs are experiencing their second year of `above revenue growth' rate increases after a period of low growth for a few years prior to that. When accommodated costs grow at a rate about revenues, both the Town and School operating budgets are squeezed — unless free cash is used to ameliorate this situation. Reading Peers Difference Public Safety 9.2% 8.7% +0.5% Culture/Recr. 2.1 1.7 +0.4% Education 39.3 39.1 +0.2% DPW 5.1 4.9 +0.2% Human Svcs 0.6 0.7 -0.1% Fixed costs 17.7 17.8 -0.1% Other 22.4 22.8 -0.4% Gen'1 ov't 3.6 4.3 -0.7% The Town Manager also examined how Reading allocates funds in the budget process compared to these 25 Peer Communities. The findings were remarkable dull — Reading allocates funds in a very typical way, as is shown by the table above. Of some note are the comparatively high levels of funding given to Public Safety and Culture (Public Library) and low levels to general government (Town Hall). Also the average allocation to Education does�t contradict the low per pupil spending figures reported by the Schools. Indeed Reading ranks 9th of the 26 communities in terms of enrollment as a % of population — in other words we have a lot of students. Accommodated Costs While the FY17 revenue outlook remains very constrained, unfortunately accommodated costs are experiencing their second year of `above revenue growth' rate increases after a period of low growth for a few years prior to that. When accommodated costs grow at a rate about revenues, both the Town and School operating budgets are squeezed — unless free cash is used to ameliorate this situation. The budget sections herein will describe these costs further, but the largest impact was the 8% budgeted increase in health insurance premiums — despite a very thorough effort by all unions and management through a competitive procurement process for services one year ago. The Finance Committee has agreed to fund any increase in health insurance premiums above +8% in FY17 with the use of additional free cash. The outlook for these accommodated costs because of the continued national uncertainty on health insurance is difficult to forecast. We have it pegged at about 6% annually through FY20, which will certainly be higher than expected revenues. The Town and School budgets are once again able to maintain core services, but not quite level services in the face of increasing demands.. The use of several one-time sources of funding — grants on the Town side and both grants and a heavier use of offsetting FY17 FY16 FY15 FY14 FY13 Accommodated Costs (without +4.0% +4.4% +0.4% +1.5% -2.1% excluded debt or mid -year capital) The budget sections herein will describe these costs further, but the largest impact was the 8% budgeted increase in health insurance premiums — despite a very thorough effort by all unions and management through a competitive procurement process for services one year ago. The Finance Committee has agreed to fund any increase in health insurance premiums above +8% in FY17 with the use of additional free cash. The outlook for these accommodated costs because of the continued national uncertainty on health insurance is difficult to forecast. We have it pegged at about 6% annually through FY20, which will certainly be higher than expected revenues. The Town and School budgets are once again able to maintain core services, but not quite level services in the face of increasing demands.. The use of several one-time sources of funding — grants on the Town side and both grants and a heavier use of offsetting revolving funds on the School side allow for the core services to be protected for one more year. However, faced with the same revenues and accommodated costs in FY18, it now seems unavoidable that each side will need to make reductions to these core services a year from now. Town Department Budgets The following table depicts the Town Manager's FY17 budget for Town departments, with a 2.3% overall increase from FYI (please see the section on the School budget for details from the School Committee). These Town department budgets include the 3.4% operating budget increase plus all Town accommodated costs, as shown in the table below. Note the addition of two Facilities lines: Town Total Budgets FY16 FY17 Change Admin. Services $2,737,117 $2,764,040 +1.0% Public Services 1,606,500 1,621,125 +0.9% Finance 845,775 781,300 -7.6% Police 4,597,425 4,796,250 +4.3% Dispatch 1 536,925 565,150 +5.3% Fire & EMS 4,473,104 4,591,950 +2.7% Public Works 5,569,662 5,604,655 +0.6% Facilities CORE 2,684,178 2,853,790 +6.3% Facilities Town bldgs 292,835 286,890 -2.0% Public Library 1,436,634 1,485,500 +3.4% Total $24,780,155 $25,350,650 +2.3% For town employee wages, about half of the town's employees are non-union, and in FY17 they receive a 2% COLA plus a 2% step that is available based upon performance and eligibility. Because there is one less business day next year these changes are typically shown as +3.6%. For union employees, the collective bargaining contracts are followed and those results shown. In general, town employees have experienced annual wage changes of about +2.5% over the past several years, although specific changes vary in any given year. 26 Budget sections that follow will describe each department in detail. Town Department Budget Process The Town annual budget process begins in late summer with a series of meetings with Department Heads and some staff members, in order to review the past and plan for the future. This year it became evident early on that revenues were again be very constrained and the operating budgets would be squeezed. Coupled with increasing requests for local services by many of our residents, the conclusion that one day we would no longer be able to make ends meet would be finally upon us in FYI 8. As part of a master planning process, one year ago the Town forecast a need to add over 20 FTEs in FY17 and another 16 FTEs in the FYI budget in order to meet the demands of the community. This amounted to a whopping 17% staffing increase. While the planning exercise was valuable, given the actual reductions in staffing in FY17 there was no need to update those plans this year. FY17 Budget - Conclusions The Town and Schools have, since the passage of Proposition 2-1/2, been required to do more with less. By reputation, Reading delivers both a high quality and volume of services given the funding that is available. We understand the daily challenge of improving, and if that was not ingrained upon the passage of Prop 2-1/2, it sure is now. We use an extensive planning process that looks ahead several years and we adapt to the rapidly changing present thoughtfully. The planning process combined with prudent reactions allows us to deliver good value. The Schools use Reading's low per -pupil spending as a metric to show how efficiently they use the funding available, and why they require more. Parts of this low spending are a good thing — such as the comparably low employer's share of health insurance. Yet even after adjustments, spending is still modest per pupil and certainly below what the community desires. The Town government has no analogous single spending metric. However the comparison among Peer Communities has shown that staffing at Town Hall is light, and this is where the demands for services are most often evident because they filter in through our many volunteer boards and committees. Reading should be proud at how the Town and Schools work together and spend efficiently. Financial reserves continue to be at strong levels. Significant ongoing investment in infrastructure has improved the condition of buildings and equipment over the past decade, which has in turn lowered operating costs. Standard & Poor's increased our rating to AAA (higher than the federal and state government). Employees and retirees have contributed significantly with increased out of pocket expenses in order to keep health insurance premium increases lower. Wage growth has been very modest, not keeping pace with inflation or the, level of average pay among our Peer Communities. These savings in turn led to fewer layoffs, which allowed strong service levels at a time when the community demand for services actually increased (as is typical in the 27 municipal sector during an economic downturn). Staff responded well, and measures of customer satisfaction remain high. Let the community wide dialogue about services desired versus revenue provided begin in earnest. As it looks right now, in FY18 we will be faced with some very difficult budget reduction choices on both the town and school sides. In the ' upcoming months town and school elected officials and leadership will work together to establish a path forward to foster an open and honest discussion with the community. As always, we will all strive to meet the expectations of the community with whatever level of resources that are made, available. On behalf of the entire Town government, thank you for the opportunity to help make the Town of Reading a very special place to work — and to live. Respectfully submitted, Robert W. LeLacheur, Jr. CFA Town Manager SCHOOL COMMITTEE (elected) Town of Reading, MA Executive Branch Table of Organization (April 2016 Town Meeting ) VOTERS BOARD OF SELECTMEN (elected) School School Town Accountant Buildings Department FACILITIES ADMINISTRATIVE PUBLIC SERVICES Facilities SERVICES dministrative Services Assistant Director Town Manager Director Core Facilities Town Buildings Board of Selectmen Finance Committee Town Manager Office Law Insurance Human Resources Operations Technology Town Clerk Public Svc Administration. Community Development Building Planning Historical Conservation Community Services Elder/Human Public Health Recreation Veterans Town Manager FINANCE Town Accountant Accounting Assessment Collections Town Counsel PUBLIC SAFETY Police Chief & Fire Chief Police Animal Control Traffic Enforcement Telecommunications RCASA Fire BOARD OF LIBRARY TRUSTEES (elected) PUBLIC WORKS Director of Public Works DPW Administration Engineering Highway Equipment Maintenance Parks/Forestry/Cemetery Rubbish/Recycling 'Street Lighting Snow/Ice Water Sewer Storrnwater PUBLIC LIBRARY Library Director Library Administration Circulation Children's Reference Tech Services ADMINISTRATIVE SERVICES Administrative Services Director Board of Selectmen Finance Committee Town Manager Office Law Human Resources Operations Technology Town Clerk Elections VOTERS BOARD OF SELECTMEN (elected) BOARD OF LIBRARY TRUSTEES (elected) Town Accountant I I Town Manager { I Town Counsel PUBLIC SERVICES Assistant Town Manager Public Svc Administration Community Development Building Planning Historical Conservation Community Services Elder/Human Public Health Recreation Veterans FINANCE Town Accountant Accounting Assessment Collections Treasury 29 PUBLIC SAFETY Police Chief & Fire Chief Police Animal Control Traffic Enforcement Telecommunications Fire Emergency Management PUBLIC WORKS Director of Public Works DPW Administration Engineering Highway Equipment Maintenance Parks/Forestry/Cemetery Rubbish/Recycling Street Lighting Snow/ice Water Sewer Stormwater PUBLIC LIBRARY Library Director Library Administration Circulation Children's Reference Tech Services Town of Reading, MA Executive Branch Organization Table of (April 2015 Town Meeting ) VOTERS BOARD OF SELECTMEN (elected) BOARD OF LIBRARY TRUSTEES (elected) Town Accountant I I Town Manager { I Town Counsel PUBLIC SERVICES Assistant Town Manager Public Svc Administration Community Development Building Planning Historical Conservation Community Services Elder/Human Public Health Recreation Veterans FINANCE Town Accountant Accounting Assessment Collections Treasury 29 PUBLIC SAFETY Police Chief & Fire Chief Police Animal Control Traffic Enforcement Telecommunications Fire Emergency Management PUBLIC WORKS Director of Public Works DPW Administration Engineering Highway Equipment Maintenance Parks/Forestry/Cemetery Rubbish/Recycling Street Lighting Snow/ice Water Sewer Stormwater PUBLIC LIBRARY Library Director Library Administration Circulation Children's Reference Tech Services Town Manager's FY17 Budget -What Was Not Funded - For FYI the town and school operating budgets were allowed an increase of 3.4% when the use of $2 million in Free Cash was approved in November 2015 by the Finance Committee. As you can see below, town department heads submitted requests that were more than $1.5 million over that allowed 3.4% increase. These requests will be examined and each reader may decide where in the range of `necessary to superfluous' they are. The funds available also do not fund what is described as a level services budget, falling short by over $0.6 million as shown in the table below: FY17 Operating Budgets Dept. Requested Level Services Town Manager Admin. Svcs. $2,484,848 $2,298,475 $2,214,040 -Pay & Class 260,000 260,000 105,000 Public Services 1,493,109 1,458,125 1,385,125. Finance 792,150 788,300 781,300 Police 5,034,100 4,875,000 4,796,250 Dispatch 618,750 565,150 565,150 Fire & EMS 4,841,055 4,654,950 4,591,950 Public Works 3,016,676 2,978,455 2,869,255 Facilities 1,792,515 1,666,955 1,626,955 Public Library 1,620,335 1,543,500 1,485,500 Total $21,953,538 $21,088,910 $20,420,525 -$1,_533,013 -$668,385 balanced 30 How to balance the budget? Balancing a budget in the public sector is quite different that in the private sector. We can't simply discontinue an unprofitable line of business to cut expenses or launch a new product to create new revenues. A subtle difference is that we also cannot — or should not — manage with a short term horizon. Many businesses are driven by quarterly profitability — the town has been here for almost 375 years and unless we really mangle the finances will be here for another good many years. That time horizon is an important factor in town budgeting. For this budget the Town Manager followed four guiding principles: 1) do not add staff if any personnel reductions are needed; 2) staff retention is a very high priority; 3) maintain the amount of services offered to the public; and 4) reduce expenses and remove some cushion for unexpected circumstances. The first principle is a `nice to have' but not an essential `must have'. If the town needed additional public safety personnel to preserve the welfare of the community, then this principle would be discarded quickly. This budget does not add any town positions, except for an Economic Development planner added and fully funded by the Board of Selectman that will be discussed under the Public Services section. Several positions are eliminated though only one is full-time. The second principle is a `must have' however. Both the town and the schools have experienced difficulty attracting and retaining employees recently. One of the reasons is that in the last two years the job market in the public sector has swung in favor of applicants and not employers. As our public sector work force retires, there are not a flock of replacements eagerly standing by — a trend seen nationally. Another reason is the levels of compensation, especially in contrast to high expectations of job performance. In Reading we strive to pay our employees at average levels when compared to our 25 Peer Communities, a group of municipalities defined and then refined by two independent consultants during the past ten years. As we expect above average levels of performance, we know the goal of `only' average pay is challenging., The request to fund $260,000 to complete bringing non-union town employees up to `only' these average levels of pay reflects the fact a recent study suggested a shortfall of about $400,000 and we thus far have funded $130,000. Below is a reminder of those initial findings: *Note that these departments also contain union personnel As a `must have', funding $105,000 or 40% of the remaining 31 shortfall in pay was considered more important than avoiding eliminating some positions. We know from public discussions over the past several years that the community wants a high amount of high quality services. Adequate employee compensation is the chief tool to accomplish this community priority. For the third principle, all core services are maintained in the FY17 budget. At this writing there are some volunteer boards and committees actively seeking to add services, and I must be honest that one year from now if financial projections hold, I am expecting to be cutting services. This makes any new service proposed very difficult to implement, unless it fills an important one-time need. The final principle means that several line items are funded without a cushion to allow for unexpected events, such as OT in some departments and some repair lines in both DPW and Facilities. If there is an emergency or two, it is possible that we may need future Town Meeting or FINCOM funding. What was not funded to accomplish level funding? A combination of positions eliminated and some not added combined to serve as the level service budget reductions. For example, in recent years the population in town has grown by about 3-5%, so a level service budget would see one additional police officer and firefighter added to serve the community. It has been several years since either department saw increased staffing. Following is a list of the —$0.6 million items not funded as part of a level services budget: vs. Comparable Communities Admin. Services 94.4% Public Services 90.0% Finance 91.7% Public Safety* 92.2% Public Works* 96.7% Public Library 103.9% Total 94.2% *Note that these departments also contain union personnel As a `must have', funding $105,000 or 40% of the remaining 31 shortfall in pay was considered more important than avoiding eliminating some positions. We know from public discussions over the past several years that the community wants a high amount of high quality services. Adequate employee compensation is the chief tool to accomplish this community priority. For the third principle, all core services are maintained in the FY17 budget. At this writing there are some volunteer boards and committees actively seeking to add services, and I must be honest that one year from now if financial projections hold, I am expecting to be cutting services. This makes any new service proposed very difficult to implement, unless it fills an important one-time need. The final principle means that several line items are funded without a cushion to allow for unexpected events, such as OT in some departments and some repair lines in both DPW and Facilities. If there is an emergency or two, it is possible that we may need future Town Meeting or FINCOM funding. What was not funded to accomplish level funding? A combination of positions eliminated and some not added combined to serve as the level service budget reductions. For example, in recent years the population in town has grown by about 3-5%, so a level service budget would see one additional police officer and firefighter added to serve the community. It has been several years since either department saw increased staffing. Following is a list of the —$0.6 million items not funded as part of a level services budget: Administrative Services ($238k): defer technology hardware; do not hire software coordinator; partially fund pay & class. Public Services ($73k): eliminate Planning Intern; Eliminate Health Restaurant Plan Inspector; do not hire third economic development planner (UPDATE — added by Board of Selectmen and funded without any general fund money). Finance $7kZ continue to share clerical position. Public Safety ($142k): do not add police officer or fire fighter; eliminate open spare crossing guard position; eliminate RCASA Youth Coordinator; eliminate Animal Control Officer (regional). Public Works ($109k). eliminate engineering position; eliminate engineering intern; do not add Highway laborer; Facilities $40k): do not fund any painting; Public Library ($60k): do not add Digital Services librarian. What was not funded from department requests that were above level funding? Department heads requested about $0.8 million more in funding than even an unaffordable level services budget would provide. I encourage them to look and plan ahead for the growing and changing needs of the community, even though funding makes the town slip back a bit most years. The reader may look at the list of additional requests and decide for themselves what items seem to be reasonable requests. Remember that the public, often as evidenced by the volunteer boards and committees, has many new ideas on how to make 32 Reading a better place. For example, the Garden Club requested irrigation systems for public buildings and staff assistance in watering adopt -an -island locations — two reasonable ideas that happen in some of our peer communities. That suggestion did not even make this requested list. Town Manager ($50k): less COLA funding for non-union staff. Administrative Services ($136k): defer new technology hardware and software; no TLT legal funding; no new HR training or initiatives. Public Services ($35k): less Code Enforcement hours; use more offsets. Finance ($4k): various lines. Public Safety -Police ($159k): do not add second School Resource Officer; less OT/training; no promotional costs (may need mid -year if retirements). Public Safety - Dispatch ($159k): do not add Dispatcher; less OT/training. Public Safety - Fire $186k): do not add additional two firefighters Public Works ($38k): do not add second engineering intern; various expenses. Facilities ($126k): less OT; do not fund any painting. Public Library ($77k): do not increase hours of service to the public in a new building. Town Accountant's Recommended FY17 Revenues Summary of Revenues — The total FY17 estimated revenues for general government will be $90.2 million, a 2.6% increase from FY16. Note that without the use of free cash in either year revenues are projected to increase 2.9% to $88.2 million. FINCOM allowed $2.0 million in Free Cash to be used to balance the FY17 budget. Between 1982 (the beginning on Proposition 21/2) and 2009 statewide municipal revenue growth averaged 5.2% annually, according to the Massachusetts Taxpayers Foundation in a report issued in December 2015. They note that since 2009 revenue growth has slowed notably across the state. For example in FY15 communities saw an increase of 3.8%. Revenue growth in Reading has historically lagged these statewide figures, for two significant reasons. First, there is not much land left to develop — either for commercial or residential purposes. Since 2003 Reading lags neighboring communities in this so-called `new growth' by about $300,000 for each year. Since that figure is cumulative, Reading today therefore has about $4 million less of annual revenue than if it had performed like these communities over that period of time. Compared to 25 so-called Peer Communities that FINCOM tracks, Reading derives 60.5% of annual revenue from the tax levy, a figure that is well below the Peer average of 66.6%. Note these figures include the Enterprise Funds. Second, state aid in real terms is down 50% since 2001 according to the Massachusetts Budget & Policy Center. Reading today derives 13.7% of annual revenues from state aid, a figure higher than the 11.0% average of Peer Communities, so this real decline in state aid has impacted 33 Reading more than most communities. In large part this is due to the fact that Reading has an above average amount of students. Property Taxes — The FY 2017 tax levy includes a 2.5% increase over the combined FY 2016 tax levy plus new growth. We are again conservatively estimating only $500,000 in next year's new growth. As the next table shows, recent new growth has trended higher, with a 5 -year average now at $680,000. Yet since 2001 at +1.2% Reading's new growth lags nearly every neighboring town: Wilmington (+2.3%), Lynnfield (+2.0%), Wakefield (+1.9%), North Reading (+1.8%) and Stoneham (+1.0%). Af-trnal Now Grawth P� 0000 `16 `15 `14 `13 `12 `11 `10 `09 `08 `07 912 844 741 579 325 363 553 556 549 843 The Board of Assessor's abatements and exemptions overlay account was increased to $678,845 for FY17. If the overlay account is not used for abatements, it is released to free cash. Intergovernmental Revenue — The Governor's budget released in January 2016 projects a 1.6% increase for State Aid in FY17 but the final figure won't be known for a few months. FINCOM proposed a 2.5% increase with any differences to be made up with free cash. Other Revenues — The $2.5 million dividend paid by RMLD is the major factor that causes Reading to derive 21.6% of revenues from these categories compared to 17.5% for peer communities. Local Revenues from sources other than property taxes — Local revenues are volatile and difficult to project. In recent history they have ranged from a slight decrease to a strong +8% increase annually. A forecast of +3.4% for FY17 is a bit conservative to allow for this uncertainty. MOTOR VEHICLE EXCISE — This revenue source is especially difficult to forecast, as we have been over and under budget by $100,000+ in most recent years, although the average has been in line. For next year we forecast a 3.1% increase to $3.35 million as FYI collections are well ahead of projections. . CHARGES FOR SERVICES — These are forecast to increase by 4.4% to $1.78 million. The largest components of this revenue source are $750,000 from ambulance billing from the Fire department's Advanced Life Support; $270,000 from building inspection fees; and $125,000 from cell tower rent. INTEREST — The town earns interest on the cash it is holding until it has to pay the bills. Sometimes the Town holds large cash balances for temporary purposes (such as the Library construction projects) and we are careful to only budget recurring interest revenues. Rates remain very low, so a forecast of $175,000 for FY17 is in line with the current year. OperatinjZ Transfers/Available Funds — The amount of money available from cemetery sale of lots has remained constant. Sale of real estate funds from the landfill will be available for debt and capital expenses for the last time in keeping with a FINCOM policy dating back ten years. Recent land sales by the Town of about $500,000 are being set aside in case they are needed for land acquisition. The earnings distribution from the Light Department has been increased by 0.6% based on the CPI calculations stipulated in W the agreement. Over the past ten years this increase has averaged 1.7%. The Board of Assessors released $300,000 from the overlay surplus last year and is again planning on releasing $300,000 for use in FY17. A figure of $2.0 million is being used from Free Cash in order to balance the FY2017 budget. The Chart below shows an updated Free Cash balance estimate, which excludes any regeneration that might occur as FY16 is closed out and any capital projects being considered this spring. Recent regeneration suggests that between $0.75 and $1.25 million would be added. Figures are shown in (000s): $9,000 $8,000 $7,000 $6,000 $5,000 $4,000 $3,000 $2,000 $1,000 $0 97 98 99 00 01 02 03 04 05 06 07 08 09 10 11 12 13 14 15 16 17 Fiscal Year Respectfully submitted, Sharon Angstrom, CPA Town Accountant 2.75% 3.41% 0.85% 0.35% 0.951/0 Town of Reading Budget Summary One Yr Requested Changes One Yr Projected Changes One Yr Projected Changes One Yr Projected Changes One Yr Projected Changes 4111161:17 PM FY16 61,930,265 FY16 6.2% FY17 63,984,267 FY17 3.3% FY18 65,948,983 FY18 3.1% FY19 67,984,756 FY19 3.1% FY20 70,074,500 FY20 3.1% Revenues Total Property Taxes Total Other Local Revenue 6,362,500 4.0% 6,615,000 4.0% 6,780,000 2.5% 6,955,000 2.6% 7,157,500 2.9% Total Intergov't Revenues 13,612,031 2.5% 13,725,000 0.8% 14,068,125 2.5% 14,419,828 2.5% 14,780,324 2.5% Total Transfers & AvailablE 3,779,131 0.6% 3,868,490 2.4% 3,850,912 -0.5% 3,878,558 0.7% 3,912,583 0.9% Revs before Free Cash $ 85,683,927 5.1% $ 88,192,757 2.9% $ 90,048,020 2.8% $ 93,238,142 2.9% $ 95,924,907 2.9% Free Cash 2,199,765 29.4% 2,000,000 -9.1% 2,000,000 0.0% 1,750,000 -12.5% 1,500,000 -14.3% Net Available Revenuesl $ 87,883,692 5.6% $ 90,192,757 2.6% $ 92,648,020 2.7% $ 94,988,142 2.5% $97,424,907 2.6% Accommodated Costs Benefits 14,965,743 6.0% 15,988,500 6.8% 17,110,125 7.0% 18,307,475 7.0% 19,586,327 7.0% Capital 2,889,250 25.2% 2,070,000 -28.4% 2,075,000 0.2% 2,600,000 25.3% 2,775,000 6.7% Debt 4,511,541 40.0% 4,900,000 8.6% 5,261,815 7.4% 5,140,933 -2.3% 5,053,214 -1.7% Energy 1,860,044 -2.0% 1,948,725 4.8% 2,044,411 4.9% 2,148,882 5.1% 2,257,326 5.0% Financial 960,000 23.9% 831,000 -13.4% 885,000 6.5% 940,000 6.2% 970,000 3.2% Education - Out of district 4,004,269 3.8% 4,127,314 3.1% 4,333,680 5.0% 4,550,364 5.0% 4,777,882 5.0% Education - Vocational 490,350 5.0% 384,350 -21.6% 403,568 5.0% 423,746 5.0% 444,933 5.0% Miscellaneous 2,951,184 0.6% 2,942,500 -0.3% 3,051,153 3.7% 3,187,926 4.5% 3,327,524 4.4% Accommodated Costs $ 32,632,381 10.3% $ 33,192,389 1.7% $ 35,164;751 5.9% $ 37,299,326 6.1% $ 39,192,206 5.1% Operating Costs Municipal Govt Operating, 10.64% 19,420,362 3.41% 19,585,435 0.8% 19,653,984 0.4% 19,840,697 1.0% adjustments (comm. pnont o �9� adjustments(EF+RF) �$7,G1 ° 2.75/° 1,008,822 ° 15.35/° 1,017,397 ° 0.8/° 1,020,958 ° 0.4/° 1,030,657 ° 1.0% TOTAL Muni Governmen'` 119654979 13.16% 20,429,184 3.940/6 20,602,832 0.8% 20,674,942 0.49/6 20,871,354 1.0% School &Bldgs Operating 3 ,365; 84, � 0.08% 36,570,352 3.41% 36,881,200 0.8% 37,010,284 0.4% 37,361,882 1.0% � adjustments (comm. Prionty)� (84 0.08% 36,570,352 3.41% 36,881,200 0.8% 37,010,284 0.4% 37,361,882 1.0% TOTAL School &Bldgs F a 365 Town Bldgs Operating Target (comm. adjustments priortl TOTAL Town Bldgs 10perating Budgets 1 $ 55,0201163 3.56% $ 56,999,535 3.6% $ 57,484,031 0.8%6 $ 57,085,225 0.4%J $ 58,233,235 1.0% Municipal Go'vt Operatin 35.72% 35.84% 35.84% 35.84% 35.84% School & Bldgs Operatin 64.28% 64.16% 64.16% 64.16% 64.16% Town Bldgs Op rating T 0.00% 0.00% 0.00% 0.00% 0.00% TOTAL SPENDING $ 87,652,543 5.98% $ 90,191,924 2.9% $ 92,648,782 2.7% $ 94,984,551 2.5% $ 97,425,441 2:6% (762) 3,590 (534) 35 Town of Reading One Yr One Yr One Yr One Yr One Yr Revenues - Details FY16 Changes FY - 2016 FY17 Changes FY - 2017 FY18 Changes FY - 2018 Projected FY19 Changes FY19 Projected „ FY20 Changes FY20 4111161:17 PM Property Taxes Tax levy (within levy limit) 58,745,545 4.0% 61,149,480 4.1% 63,190,717 3.3% 65,282,985 3.3% 67,427,560 3.3% New Growth 9124$5 8.1% 500,000 -45.2% 500,000 0.0% 500,000 0.0% 500,000 0.0% Tax levy (debt exclusion) 2,934,523 75.6% 3,013,632 2.7% 2,954,082 -2.0% 2,914,982 -1.3% 2,877,982 -1.3% Abatements and exemptio (662,288) 2.5%° 678,845 2.5% 695,816 2.5% (713,211) 2.5% 731,042 2.5% Total Property Taxes 1 61,930,265 6.2% 63,984,267 3.3% 65,948,983 3.1% 67,984,756 3.1% 70,074,500 3.1% Other Local Revenues 3,250,000 3.3% 3,385,000 4.2% 3,475,000 2.7% 3,575,000 2.9% 3,700,000 3.5% Motor Vehicle Excise Meals Tax 350,000 0.0% 350,000 0.0% 355,000 1.4% 360,000 1.4% 365,000 1.4% Penalties/interest on taxes 200,000 11.1% 225,000 12.5% 230,000 2.2% 235,000 2.2% 240,000 2.1% Payments in lieu of taxes 335,000 1.5% 340,000 1.5% 345,000 1.5% 350,000 1.4% 355,000 1.4% Charges for services 1,700,000 2.0% 1,775,000 4.4% 1,825,000 2.8% 1,875,000 2.7% 1,925,000 2.7% Licenses & permits 150,000 .3.4% 160,000 6.7% 162,500 1.6% 165,000 1.5% 170,000 3.0% Fines 102,500 2.5% 105,000 2.4% 107,500 2.4% 110,000 2.3% 112,500 2.3% Interest Earnings 175,000 75.0% 175,000 0.0% 180,000 2.9% 185,000 2.8% 190,000 2.7% Medicaid Reimbursement 100,000 0.0% 100,000 0.0% 100,000 0.0% 100,000 0.0% 100,000 0.0% Total Other Local Reven 6,362,500 4.0%1 6,615,000 4.0%1 6,780,000 2.5%1 6,955,000 2.6% 7,157,500 2.9% Intergovernmental Reven Free Cash to pay shortfalls from 2.5% increase State Aid 1 13,612,031 2.5%1 13,725,000 0.8% 14,068,125 2.5% 14,419,828 2.5% 14,780,324 . 2.5% Total Inter ov't Revenuej 13,612,031 2.5% 13,725,000 0.8% 14,068,125 2.5% 14,419,828 2.5% 14,780,324 2.5% Operating Transfers and Available Funds 25,000 0.0% 25,000 0.0% 25,000 0.0% 25,000 0.0% 25,000 0.0% Cemetery sale of lots Sale of real estate funds 100,000 -33.3% 50,000 -50.0% 0 0.0% 0 0.0% 0 0.0% RMLD payment 2,379,520 2.0% 2,384,668 0.2% 2,408,515 1.0% 2,432,600 1.0% 2,456,926 1.0% Enterprise Fund Support 874,611 2.8% 1,008,822 15.3% 1,017,397 0.8% 1,020,958 0.4% 1,030,657 1.0% School Revolving Funds 100,000 100,000 0.0% 100,000 0.0% 100,000 0.0% 100,000 0.0% Overlay surplus 300,000 -14.3%1 300,000 0.0% 300,000 0.0% 300,000 0.0% 300,000 0.0% Total Transfers & Availa4 3,779,131 1.9%1 3,868,490 2.4% 3,850,912 -0.5% 3,878,558 0.7% 3,912,583 0.9% OPERATING REVENUES 85,683,927 5.20% 88,192,757 2.93% 90,648,020 2.78% 93,238,142 2.86% 95,924,907 2.88% Free Cash & Savings 2,199,765 2,000,000 2,000,000 1,750,000 1,500,000 TOTAL REVENUES $ 87,883,692 5.70% 90,192,757 2.63% 92,648,020 2.72% 94,988,142 2.53% 97,424,907 2.57% 36 T -..m of 0-41- Accom Costs - Summary One Yr One Yr One Yr One Yr One Yr 4111161:17 PM Changes Changes Changes Projected Changes Projected Changes FY16 FY -2016 FY17 FY - 2017 FY18 FY -2018 FY19 FY19 FY20 FY20 15,988,500 6.8% 17,110,125 7.0% Benefits 14,965,743 6.0% 18,307,475 7.0% 19,586,327 7.0% Capital 2,889,250 25.2% 2,070,000 -28.4% 2,075,000 0.2% 2,600,000 25.3% 2,775,000 6.7% Debt 4,511,541 40.0% 4,900,000 8.6% 5,261,815 7.4% 5,140,933 -2.3% 5,053,214 1.7°I° Energy 1,860,044 -2.0% 1,948,725 4.8% 2,044,411 4.9% 2,148,882 5.1% 2,257,326 5.0% Financial 960,000 23.9% 831,000 -13.4% 885,000 6.5% 940,000 6.2% 970,000 3.2% Education - Out of distric 4,004,269 3.8% 4,127,314 3.1% 4,333,680 5.0% 4,550,364 5.0% 4,777,882 5.0% Education - Vocational 490,350 5.0% 384,350 -21.6% 403,568 5.0% 423,746 5.0% 444,933 5.0% Miscellaneous 2,951,184 0.6% 2,942,500 -0.3% 3,051,153 3.7% 3,187,926 4.5% 3,327,524 4.4% Community Priorities TOTAL Accomm. COSTS $ 32,632,381 10.3% $ 33,192,389 1.7% $ 35,164,751 5.9% $ 37,299,326 . 6.1% $ 39,192,206 5.1% 3,517,154 3.0% 3,673,000 4.4% 3,838,285 4.5% 4,011,008 4.5% 4,191,503 4.5% ACC; Costs - Wail Accommodated Costs - Benefits Contributory Retirement OBRA fees & OPEB study 20,000 -50.0% 25,000 25.0% 25,000 0.0% 25,000 0.0% 25,000 0.0% OPEB contribution 500,000 5.3% 500,000 0.0% 550,000 10.0% 600,000 9.1% 650,000 8.3% Workers Compensation 262,500 -4.5% ' 280,000 6.7% 294,000 5.0% 308,700 5.0% 324,135 5.0% Unemployment Benefits 100,000 0.0% 100,000 0.0% 102,500 2.5% 105,000 2.4% 107,500 2.4% Group Health / Life Ins. 9,761,089 8.0% 10,560,500 8.2% 11,405,340 8.0% 12,317,767 8.0% 13,303,189 8.0% Medicare / Social Security 725,000 3.6% 750,000 3.4% 785,000 4.7% 820,000 4.50/( 855,000 4.3% Police / Fire Indemnificatio 80,000 6.7% 100,000 25.0% 110,000 10,0% 120,000 9.1% 130,000 8.3% Total Benefits $14,965,743 6.0% $15,988,500 6.8% $17,110,125 7.0% $18,307,475 7.0% $19,586,327 7.0% 5% of net available revs(es 4,137,470 4,258,956 4,384,697 4,516,158 4,652,346 less debt (net, inside levy) (1,577,018) (1,886,368) (2,307,733) (2,225,951) (2,175,232) Available for cash capital 2,560,452 2,372,588 2,076,964 2,290,207 2,477,114 Temp shift to OPERATING (206,874) (212,948 Total Capital $ 2,889,250 25.2% $ 2,070,000 -28.4% $ 2,075,000 0.2% $ 2,600,000 25.3%1 $ 2,775,000 6.7% Accommodated Costs - Debt (net, inside levy limit) 3,745,000 18.9% 4,155,000 10.9% 4,180,000 0.6% 4,230,000 1.2% Debt Service - Principal 3,150,000 47.5% DebtService- Interest 1,361,541 25.2% 1,155,000 -15.2% 1,106,815 -4.2% 960,933 -13.2% 823,214 -14.3% Excluded debt (2,934,523) 75.6% (3,013,632) 2.7% (2,954,082) -2.0% (2,914,982) -1.3% (2,877,982) -1.3% MSBA reimbursements Total Included Debt $ 1,577,018 1.6% $ 1,886,368 19.6%1 $ 2,307,733 22.3% $ 2,225,951 -3.5%1 $ 2,175,232 -2.3% Total Debt 1 $ 4,511,541 40.0%1$ 4,900,000 8.6% $ 5,261,815 7.4% $ 5,140,933 -2.3%1 $ 5,053,214 -1.7% 37 Town of Reading 4,382,733 4,825,951 4,950,232 One Yr One Yr Accom Costs -Detail One Yr One Yr One Yr 4111161:17 PM Changes Changes Changes Projected Changes Projected Changes FY16 FY - 2016 FY17 FY - 2017 FY18 FY - 201E FY19 FY19 FY20 FY20 Accommodated Costs - Energy Street Lighting 175,000 -12.5% 180,000 2.9% 190,000 5.6% 200,000 5.3% 210,000 5.0% Heating of Buildings -Town 145,915 53.8% 146,175 -0.5% 152,434 5.0% 160,055 5.0% 168,058 5.0% Heating of Buildings-Schoc 440,981 11.1% 449,250 1.9% 471,713 5.0% 495,298 5.0% 520,063 5.0% Utilities -Town 183,664 -5.4% 213,700 16.4% 224,385 5.0% 235,604 5.0% 247,384 5.0% Utilities -Schools 664,484 -8.5% 705,600 6.2% 740,880 5.0% 777,924 5.0% 816,820 5.0% Fuel - vehicles (DPW) 1 250,000 -12.6% 255,000 2.0% 265,000 3.9% 280,000 5.7% 295,000 5.4% Total Ener. $ 1,860,044 -2.0% $ 1,948,725 4.8% $ 2,044,411 4.9%1 $ 2,148,882 5.1%1 $ 2,257,326 5.0% Accommodated Costs - Financial Casualty Insurance 435,000 8.7% 445,000 2.3% 460,000 3.4% 475,000 3.3% 490,000 3.2% Veteran's Assistance 225,000 0.0% 236,000 4.9% 250,000 5.9% 265,000 6.0% 280,000 5.7% FINCOM Reserve Fund 300,000 100.0% 150,000 -50.0% 175,000 16.7% 200,000 14.3% 200,000 0.0% Total Financial $ 960,000 -23.9-/.[-$ 831,000 -13.4% $ 885,000 6.5% $ 940,000 6.2%[$ 970,000 3.2% Accommodated Costs - Education Out of district 996,913 5.0% 1,046,759 5.0% 1,099,097 5.0% 1,154,051 5.0% Out of district SPED transp 949,441 -10.4% Out of district SPED tuition 4,007,665 0.6% 4,173,978 4.1% 4,382,677 5.0% 4,601,811 5.0% 4,831,901 5.0% Out of district SPED rev. o (952,837) -19.7% 1,043,577 9.5% (1,095,756) 5.0% (1,150,544) 5.0% 1,208,071 5.0% Total Education - Out of $ 4,004,269 3.8%1 $ 4,127,314 3.1%1 $ 4,333,680 5.0%1 $ 4,550,364 5.0%1 $ 4,777,882 5.0% Accommodated Costs - Education Vocational School 257,100 6.5% 269,955 5.0% 283,453 5.0% 297,625 5.0% Voc School - NERMVS 241,500 5.0% Voc School - Minute Man 143,850 5.0% 83,750 -41.8% 87,938 5.0% 92,334 5.0% 96,951 5.0% Voc School - Essex North 105,000 5.0% 43,500 -58.6% 45,675 5.0% 47,959 5.0% 50,357 5.0% Total Education - Voke $ 490,350 5.0% $ 384,350 -21.60/6 $ 403,568 5.0% $ 423,746 5.0% $ 444,933 5.0% Accommodated Costs - Miscellaneous 1,488,000 -0.1% 1,450,000 -2.6% 1,508,000 4.0% 1,568,320 4.0% 1,631,053 4.0% Rubbish Collection / Dispo Snow and Ice Control 625,000 0.0% 625,000 0.0% 650,000 4.0% 700,000 7.7% 750,000 7.1% State Assessments 628,284 2.4% 642,100 2.2% 658,153 2.5% 674,606 2.5% 691,471 2.5% Cemetery 209,900 2.2% 225,400 7.4%1 235,000 4.3%1 245,000 4.3%1 255,000 4.1% Total Miscellaneous $ 2,951,184 0.6%1 $ 2,942,500 -0.3%1 $ 3,051,153 3.7%1 $ 3,187,926 4.5%1 $ 3,327,524 4.4% FY17 Spending Scorecard The total of all proposed FY17 budget expenditures for the Town of Reading General and Enterprise Funds is $102.0 million, a 2.4% increase when compared to FYI 6. The FY17 General Fund at $89.5 million is up 2.6%; it is broadly comprised of Shared Costs (26%) up 2.1%, Town departments (28%) up 2.3% and the School department (45%) up 3.1%. The chart below shows more details for the General Fund: Pub Safety, 11-0% Facilities, 3.5% Pub Library, 1.6% `'w -.Pub Works, 6.2% The FY17 Enterprise Funds at $12.5 million are up slightly 0.8%; it is comprised of Water up 19.8%, Sewer down 15.9% wt and Storm Water up 37.5%. Note these are voted budget figures and do not include the planned use of reserves to stablize rates. The following page lists each line item that Town Meeting will be asked to approve, starting with Line B99 Benefits and ending with line Y99 Storm Water Enterprise Fund. The prior three budgets are included for comparison on this page. The Budget Sections following this summary page describe in detail each line item. The typical financial reports in this budget present the following information: Prior FY3 Actuals — final spending from FY 13; Prior FY2 Actuals — final spending from FYI 4; Prior FYI Actuals — final spending from FY 15; CY Actuals — year to date spending in FYI 6; CY Revised Budget — the most current FYI 6 budget; Projection Level 2 — the FY17 FINCOM recommended budget; Pct. Change — the FY17 FINCOM recommended budget compared to the current FYI 6 Town Meeting budget revised through November 2015. This information gives a good historical perspective on actual spending patterns in these various line items, which along with the written explanations for each area help provide the basis for the FYI 7 budget requests. The sections on Capital and Debt are presented in financial detail looking primarily to the future instead of the past, because of the planning nature of these expenditures. FY17 Spending Scorecard Line Category FY16 Budget FY17 Budget revised . Town Manager FY17 Budget % chng FINCOM Finance I votes % Bdgt Committee B99 C99 D99 E99 F99 Benefits _Capital Debt service Education - Vocational _ Finance Committee Reserves $14,965,744 $2,889,250 $4,525,000 $490,350 $150,000 $15,988,500 $2,070,000 $4,900,000 $384,350 $150,000 $15,988,500 6.8%1 $2,070,000 -28.4% $4,900,000 8.3% $384,350_21.6% $160,000 0.0% _ 8-0 8-0 8-0 8-0 8-0 17.7% 2.3% 5.4% 0.4% 0.2% Total Shared Costs $ 23,020,344 $ 23,492,850 $ 23,492,850 2.1% 26.1% G91 Administrative Services wages G92 Administrative SeNices expenses H91 Public Services wages H92 Public Services expenses 191 Finance wages 192 Finance expenses _ J91 Public Safety wages J92 Public Safety expenses K91 Public Works wages K92 Public Works expenses K93 Public Works Snow & Ice K94 Public Works Street Lights K96 Public Works Rubbish L91 Library wages L92 Library expenses M91 Core Facilities M92 Town Buildings $1,252,400 $1,484,716 $1,213,300 $393,200 _ $615,575 $230,200 $9,175,450 $432,004 $2,407,750 $873,912 $625,000 _$175,000 $1,488,000 $1,136,034 $300,600 $2,684,178 _ $292,835 $1,431,140 $1,332,900 $1,253,375 $367,750 $634,550 $146,750 $9,500,350 $453,000 $2,478,605 $871,050 $625,000 $180,000_ $1,450,000 $1,168,175 $317,325 $2,853,790 $286,890 $1,431,140 14.3% $1,332,900 -10.2% $1,253,375_ 3.3% $367,750 -6.5% $634,560 3.1% $146,750 -36.3% $9,500,350 3.5% $453,000_4.9% $2,478,605 2.9% $871,050 -0.3% $625,000 0.0% $180,000 2.9% $1,450,000 -2.6% $1,168,175 2.8% $317,325 5.6% $2,853,790 6.3% 2.0% $286,890 -2.0%- 8-0 8-0 8-0 8-0 8-0 8-0 8-0 8-0 8-0 8-0 8-0 8-0 8-0 8-0 8-0 8-0 8-0 1.6% 1.5% 1.4% 0.4% 0.7% 0.2% 10.5% 0.5% 2.7% 1.0% 0.7%_ 0.2% 1.6% 1.3% 0.4% 3.2% 0.3% Total Municipal Gov't To $ 24,780,154 $ 25,350,650 $ 25,350,650 2.3% 28.1% U99 School Department __ ___ $39,473,353 $40,697,666 $40,697,666 3.1% 8-0 45.1% VOTED GENERAL FUND $ 87,273,851 $ 89,541,166 $ 89,541,166 2,6% 99.3% State Assessments_ $ 628,285 $ 642,100 2.2% 0.7% TOTAL $ 87,902,136 $ 90,183,266 $ 89,541,166 2.6% 100.0% W99 X99 Y99 Water Enterprise Fund Sewer Enterprise Fund Storm Water Enterprise Fund $5,211,075 $6,785,710 $385,800 $6,240,274 $5,706,390 $530,430 $6,240,274 19.8% $5,706,390 -15.90/6 $630,430 37.5% 8-0 8-0 8-0 50.0% 45.7% 1 4.3% TOTAL ENTERPRISE FUNDS $12,382,585 $12,477,094 $ 12,477,094 0.8% GRAND TOTAL VOTED $ 99,656,436 1 $ 102,018,260 $ 102,018,260 2.4% Benefits & Miscellaneous Accommodated Costs FY17 Budgets BUDGETS FY15 FY16 FY17 Change Benefits $14,116,590 $14,965,743 $15,988,500 +6.8% Capital 2,308,000 2,889,250 2,070,000 -28.4% Debt 3,377,730 4,525,000 4,900,000 +8.6% FINCOM Reserves 150,000 150,000 150,000 0% Regional Schools 467,000 490,350 384,350 -21.6% TOTAL $20,419,320 $23,020,343 $23,492,850 +2.1% State Assessments* 613;513 628,285 642,100 +2.2% *not voted by Town Meeting — State subtractsJrom soca[ ala payment Accommodated costs are those that are shared by both the Town and Schools (such as those listed in this section), or those that are unpredictable (such as energy) that are embedded in the town and school budgets. Many of the shared costs above are subject to long term financial planning, and their annual increases can be managed. For FY17 the Finance Committee voted a decrease of about $200,000 in funds allocated for "capital+debt" for the second consecutive year in order to divert funds to the operating budgets. Note that the FY 16 capital figure was increased by significant November 2015 Town Meeting spending, so the true year over year change is flat for infrastructure capital expenditure. Note also that the capital plan is about balanced for the next three years, although needs will likely change over that time. 41 Benefits Retirement ($4,198,000; +4.0%): The Retirement Board voted an increase of +4.5% to the annual contribution required; a $25,000 expense pays the annual fees associated with seasonal and part-time employees' shift from social security to a 457(b) plan; and $500,000 is set aside as a contribution to the Other Post - Employment Benefits (OPEB) liability. While this is well below the needed annual contribution of over $1.7 million, a longer term plan to increase this funding will occur as the pension liability becomes fully funded, or sooner if it becomes required by law. Note this partial contribution was a positive factor in our debt ratings upgrade last year. Worker Compensation ($280,000; +6.7%): An increase for next year is projected but the budgeted level is below that of previous years due to the success of Town safety policies. Unemployment Compensation ($100,000; 0%): Despite proposed staff reductions this budget should hold for FY17. Health & Life Insurance ($10,560,500; +8.2%): An RFP was issued over one year . ago and the winning bid was +8.2% with cover bids significantly higher. At this writing the premiums for FYI are not known, but any amount higher that the 8% increase that is budgeted will be taken from free cash by agreement with FINCOM. The Town and all unions from the Town, School and Light departments have worked collaboratively for many years to reduce premiums and shift costs to users (employees/retirees) of health insurance. The most recent RFP demonstrated that the health insurance industry is in such disarray at the national level that there are no more `levers' for the Town to push in order to reduce costs significantly. The Town does take the philosophically distasteful step of paying employees to drop insurance if they can enroll on a spouse's plan, and the town has saved about $300,000 over the cost of the opt -out payments over three years since the program began. Medicare ($750,000; +3.4%): The annual rate of increase of this line item continues to slow due to ongoing demographic shifts in the workforce and modest wage increases. 42 Indemnification ($100,000; +25.0%): Police & Fire on duty injury related expenses can vary widely in this line item. A very high expenditure in FY15 caused a larger increase for next year than has been typical, in order to be conservative. Capital The target baseline capital spending per FINCOM policy for FY 17 is $2.37 million, and the proposed FY 17 capital spending is $2.07 million. This $300,000 shortfall in funding is purposeful for the second of two years in order to assist the Operating budgets per vote of the Finance Committee. Note that mid -year capital spending has recently far exceeded this proposed shortfall, and the capital plan is in very good overall shape. Capital Funding Sources: $50,000 from the sale of real estate (last installment of the ten year plan from the sale of the landfill); $2.02 million from the general fund. Capital Projects: $10,000 for Town Facilities: $10,000 for DPW door/window repairs. $271,000 for School Facilities: $170,000 for fire alarm panel upgrade at Joshua Eaton; $59,000 for carpet/flooring at Killam, Parker and RMHS; and $42,000 for HAV repairs at Wood End and Killam. $111,000 for Schools: $75,000 for large scale technology projects and $36,000 for a 15 -passenger van. $395,000 for Public Services, including $350,000 for field improvements, drainage and repaving at Killam (project was funded lower last year and cancelled) and $45,000 for playground improvements at Hunt Park. $310,000 for Public Safety: $275,000 to replace Ambulance #2 (2006); $35,000 for an administrative vehicle (2007). $973,000 for Public Works: $400,000 for road repairs (an additional — $600,000 of Chapter 90 grant funds will supplement the road repair budget); $75,000 for skim coating & seal crack road repairs; $75,000 in general curb and sidewalk repairs for pedestrian safety; $150,000 to replace a Bombardier snowplow #1 (1993); $80,000 to replace Aerial Pickup Truck #14 (1994); $45,000 to replace a Bobcat loader 743 (1987); $35,000 to purchase a forklift; $35,000 to replace a SmithCo 60" sweeper (1999); $25,000 for fence repairs (done every other year); $22,000 to replace a SmithCo 13-550 Infield grader (1994); $19,000 to replace a SKAG 61" mower (1999) for the cemetery division and $12,000 to replace a 1 G Leaf Vac (1999). Debt ($4,900,000; +8.6%) The FY17 budget anticipates $230,000 in new excluded debt for the Public Library renovation and expansion project. This will complete the funding for that project. Debt service otherwise increases by only 3.2%. FINCOM Reserves ($150,000; 0%) The Finance Committee has an emergency reserve fund for unforeseen expenses. FINCOM has considered increasing this W3 long-standing amount but instead had chosen to replenish it at Town Meetings back up to $150,000 during a fiscal year. Regional Vocational Schools ($384,350; +5.7%) No significant change is expected at Reading's formal district with the Northeast Metro Technical Regional Vocational school in Wakefield. They are evaluating their school building, and significant repairs or replacement costs are expected in the next few years. The cost to Reading will be somewhat modest as the Town has less than 2% of the current enrollment, and further the school is eligible for significant assistance from the state. The town also has students enrolled at the Minuteman and Essex North Vocational schools through school choice. Fewer students than expected ended up attending both Minuteman and Essex North in FY 16, which causes a drop in the needed FY 17 budget. State Assessments ($642,100; +2.2% estimated) Town Meeting does not vote on these charges, they are deducted from any State Aid payments the Town receives. The above figure is a preliminary estimate in February 2016 based on the Governor's budget. The MBTA assessment comprises about $550,000 of this total; other components include Charter School Tuition, an RMV surcharge, funding for the Metropolitan Area Planning Council and Air Pollution remediation. 03/31/2016 15:16 OF READING r '' blelacheur (TOWN NEXT YEAR BUDGET HISTORICAL COMPARISON 999 FOR PERRIODIOD9 PROJECTION: 20171 FY17 GENERAL FUND ACCOUNTS FOR: EMPLOYEE BENEFITS PRIOR FY3 PRIOR FY2 LAST FY1 CY CY REV PROJECTION PCT ACTUALS ACTUALS ACTUALS ACTUALS BUDGET LEVEL 2 CHANGE 0911 RETIREMENT AND PENSION CONT 05 EXPENSES 119.115519 5.1.9.700 RETIREMENT ASSESSMENT 3,125,885.00 3,266,550.00 3,363,721.00. 3,515,087.00 3,517,154.00 3,673,000.00 4.4% 19115519 519710 NON-CONTRIB RETIREMENT .00 35,051.07 19,594.35 .00 .00 .00 191155.19 51972.0 RETIREMENT OBRA MGMT FEES 14,935.50 14,481.00 15,246.00 15,979.50 20,000.00 25,000.00 25.0% 1.911$.5_19 5.1.9.7_0, OPEB CONTRIBUTIONS 800,000.00 450,000.00 475,000.00 .00 500,000.00 500,000.00 .0% TOTAL EXPENSES 3,975,871.57 3,750,625.35 3,853,967.00 3,531,066.50 4,037,154.00 4,198,000.00 4.0% TOTAL RETIREMENT AND PENSION 3,975,871.57 3,750,625.35 3,853,967.00 3,531,066.50 4,037,154.00 4,198,000.00 4.0% 0912 WORKERS COMPENSATION 05 EXPENSES 19125574 574500 WORKERCOMP DEDUCTIBLES/CLAIMS 4,093.65 7,500.00 10,000.00 33.3% 5,872.60 1,493.66 4,274.24 19125574 574550 WORKERCOMP INSURANCE PREMIUMS 266,412.80 200,705.28 230,852.10 256,112.17 250,000.00 265,000.00 6.0% .1..912557 4_574_5.52 REGIONAL EE WORKERCOMP INS .00 1,010.62 1,076.14 .00 5,000.00 5,000.00 .0% TOTAL EXPENSES 272,285.40 203,209.56 236,202.48 260,205.82 262,500.00 280,000.00 6.7% TOTAL WORKERS COMPENSATION 272,285.40 203,209.56 236,202.48 260,205.82 262,500.00 280,000.00 6.7% 0913 UNEMPLOYMENT COMPENSATION 05 EXPENSES 1.913551.9 519100 UNEMPLOYMENT-TOWN EMPLOYEES 36,169.99 28,879.55 11,596.62 18,539.90 30,000.00 30,000.00 .0% 19135519 519300 UNEMPLOYMENT SCHOOL EMPLOYEES 38,573.27 50,848.81 80,055.01 37,431.17 65,000.00 65,000.00 0% 119135530 530.00.0. UNEMPLOYMENT PROF REPRESENTATI 2,500.00 2,560.00 2,755.00 2,115.00 5,000.00 5,000.00 .0% TOTAL EXPENSES 77,243.26 82,288.36 94,406.63 58,086.07 100,000.00 100,000.00 .0% TOTAL UNEMPLOYMENT COMPENSAT 77,243.26 82,288.36 94,406.63 58,086.07 100,000.00 100,000.00 .0% 03/31/2016 15:16 OF READING r 00 bgnyrpts blelacheur (TOWN NEXT YEAR BUDGET HISTORICAL COMPARISON FOR PERIOD 99 PROJECTION: 20171 FY17 GENERAL FUND ACCOUNTS FOR: EMPLOYEE BENEFITS PRIOR FY3 PRIOR FY2 LAST FYl CY CY REV PROJECTION PCT ACTUALS ACTUALS ACTUALS ACTUALS BUDGET LEVEL 2 CHANGE 0914 HEALTH INSURANCE 05 EXPENSES 19145530 53.0000 GROUP INS PROFESSIONAL SVC 20,000.00 25,000.00 25.0% .00 .00 -9,580.00 .00 19,145574_ 574000, GROUP HEALTH INSURANCE PREM 7,812,730.28 8,094,520.13 8,664,021.91 7,001,502.69 9,620,000.00 10,400,000.00 8.1% 19145.5.74.574.0.0_3_ HEALTH INS. TO ANOTHER TOWN 1,645.41 1,247.68 18,531.68 .00 20,090.00 20,000.00 -.4% 19145574 574004 OPT -OUT HEALTH INS PAYMENT 11,125.00 21,500.00 52,500.00 .00 64,500.00 75,000.00 16.3% 19145574 574005 REGIONAL EE HEALTH INS COSTS 11,366.76 11,874.88 14,031.00 .00 8,000.00 10,000.00 25.0% 1.9.14557.4, 5740.50 GROUP LIFE INSURANCE PREMI 27,575.53 27,506.56 24,635.47 25,672.06 28,000.00 30,000.00 7.1% 19.14.5.574...__5.740_5.5. REGIONAL EE LIFE INS COSTS 74.90 500.00 500.00 .0% 47.48 80.90 .00 TOTAL EXPENSES 7,864,490.46 8,156,730.15 8,764,214.96 7,027,174.75 9,761,090:00 10,560,500.00 8.2% TOTAL HEALTH INSURANCE 7,864,490.46 8,156,730.15 8,764,214.96 7,027,174.75 9,761,090.00 10,560,500.00 8.2% 0916 MEDICARE 05 EXPENSES 19165519 519000 MEDICARE EMPLOYEE BENEFITS 576,312.35 618,867.98 667,674.93 539,869.60 715,000.00 740,000.00 3.5% 19.1.._655_1...9_.__5.1.9.0.0.5 REGIONAL EE MEDICARE COSTS 1,719.20 1,773.84 1,856.77 192.71 10,000.00 10,000.00 .0% TOTAL EXPENSES 578,031.55 620,641.82 669,731.70 540,062.31 725,000.00 750,000.00 3.4% TOTAL MEDICARE 578,031.55 620,641.82- 669,731.70 540,062.31 725,000.00 750,000.00 3.4% 0917 INDEMNIFICATION 111F 03 SALARIES 19173._5.17. 51701.6. 111F W RETIREMENT PENDING 00 .00 .00 151,661.80 .00 .00 .0% TOTAL SALARIES .00 .00 151,661.80 .00 .00 .00 .0% 05 EXPENSES 19175519 519210 PUB SAF POLICE INDEMNIFICATION W, 03/31/2016 15:16 OF READING r bgnyrpts blelacheur (TOWN NEXT YEAR BUDGET HISTORICAL COMPARISON PROJECTION: 20171 FY17 GENERAL FUND FOR PERIOD 99 ACCOUNTS FOR: EMPLOYEE BENEFITS PRIOR FY3 PRIOR FY2 LAST FYI CY CY REV PROJECTION PCT ACTUALS ACTUALS ACTUALS ACTUALS 9,791.99 BUDGET 40,000.00 LEVEL 2 50,000.00 CHANGE ^ 25.0% 7,633.70 9,282.60 55,595.71 19.175519 5192.2.9. PUB SAFTY FIRE INDEMNIFICATION 66,364.08 45,528.81 85,100.81 15,186.17 40,000.00 50,000.00 25.0% TOTAL EXPENSES 73,997.78 54,811.41 140,696.52 24,978.16 80,000.00 100,000.00 25.0% TOTAL INDEMNIFICATION 111F 73,997.78 54,811.41 292,358.32 24,978.16 80,000.00 100,000.00 25.0% TOTAL EMPLOYEE BENEFITS 12,841,920.02 12,868,306.65 13,910,881.09 11,441,573.61 14,965,744.00 15,988,500.00 6.8% GRAND TOTAL 35,006,795.92 35,873,415.94 38,280,375.17 30,230,910.42 41,093,025.93 42,515,599.94 3.5% ** END OF REPORT - Generated by Bob LeLacheur ** 03/31/2016 15:16 (NEXT TOWN OF READING Y to bgnyrpts blelacheur YEAR BUDGET HISTORICAL COMPARISON PROJECTION: 20171 FY17 GENERAL FUND FOR PERIOD 99 ACCOUNTS FOR: FINANCE RESERVE FUND PRIOR FY3 PRIOR FY2 LAST FY1 CY CY REV PROJECTION PCT ACTUALS ACTUALS ACTUALS ACTUALS BUDGET LEVEL 2 CHANGE 0132 RESERVE FUND 05 EXPENSES 1.1.325578. X7.8._9.0.0 FINCOM RESERVE FUND 00 .00 .00 .00 225,000.00 150,000.00 -33.3% TOTAL EXPENSES .00 .00 .00 .00 225,000.00 150,000.00 -33.3% TOTAL RESERVE FUND .00 .00 .00 .00 225,000.00 150,000.00 -33.30 TOTAL FINANCE RESERVE FUND ..00 .00 .00 .00 225,000.00 150,000.00 -33.3% 47 03/31/2016 15:16 (TOWN OF READING blelacheur NEXT YEAR BUDGET HISTORICAL COMPARISON PROJECTION: 20171 FY17 GENERAL FUND ACCOUNTS FOR: REGIONAL SCHOOL ASSESSMENTS PRIOR FY3 PRIOR FY2 LAST FY1 ACTUALS ACTUALS ACTUALS 0840 REGIONAL SCHOOL ASSESSMENTS 05 EXPENSES 241,500.00 257,100.00 1.81.0553.2_5.3.2.1..3.0 REGIONSCH NORTH EAST REG VOKE 43,500.00 198,751.00 239,830.00 18405532 532140 ESSEX NORTH VOKE -41.8% — .00 .00 18405532 532.1.50 REGIONSCH MINUTEMAN REGVOKE 490,350.00 120,929.00 146,289.00 TOTAL EXPENSES 490,350.00 384,350.00 -21.6% 319,680.00 386,119.00 TOTAL REGIONAL SCHOOL ASSESS 319,680.00 386,119.00 TOTAL REGIONAL SCHOOL ASSESS ' 319,680.00 386,119.00 229,908.00 89,842.67 147,249.33 467,000.00 467,000.00 467,000.00 Ibgnyrpts FOR PERIOD 99 CYCY REV PROJECTION PCT ACTUALS BUDGET LEVEL 2 CHANGE 183,639.00 241,500.00 257,100.00 6.5% 41,362.00 105,000.00 43,500.00 -58.6% 40,464.00 143,850.00 83,750.00 -41.8% 265,465.00 490,350.00 384,350.00 -21.6% 265,465.00 490,350.00 384,350.00 -21.6% 265,465.00 490,350.00 384,350.00 -21.6% 03/31/2016 15:16 TOWN OF READING (NEXT bgnyrpts blelacheur YEAR BUDGET HISTORICAL COMPARISON FOR PERIOD 99 PROJECTION: 20171 FY17 GENERAL FUND ACCOUNTS FOR: STATE ASSESSMENTS PRIOR FY3 PRIOR FY2 LAST FY1 CY CY REV PROJECTION PCT ACTUALS ACTUALS ACTUALS ACTUALS BUDGET LEVEL 2 CHANGE 0820 STATE ASSESSMENTS 05 EXPENSES 1.8.0556.3. 563.1....QO SCHOOL CHOICE TUITION 15,000.00 13,400.00 21,647.00 26,203.00 13,575.00 39,800.00 193.2% 18205563 563110 CHARTERSCHOOL TUITION 51,645.00 48,416.00 40,905.00 6,631.00 23,575.00 12,400.00 -47.4% 18.205563.. 56..3.1_15 ESSEX AGRICULTURAL TUITION .00 .00 Oo 12,475.00 12,553.00 .00 .00 1829.556.3_._.56312.0 RMV NON RENEWAL 14,140.00 14,740.00 14,740.00 11,056.00 14,850.00 14,750.00 -.7% 1820.5563_._563..13.0 AIR POLLUTION CONTROL 9,634.00 8,150.00 8,162.00 6,327.00 8,375.00 8,650.00 3.3% 18205563 563140 MAPC 5,847.00 7,991.00 12,596.00 9,399.00 12,900.00 12,850.00 -.40 18.2.,0..5.56.3.__56315.0... MBTA 522,885.00 528,555.00 536,111.00 406,774.00 549,485.00 547,750.00 -.30 1820556356,31.0 SPED STATE ASSESSMENT .00 5,432.00 5,668.00 .00 5,525.00 5,900.00 6.8% TOTAL EXPENSES 631,626.00 639,237.00 639,829.00 466,390.00 628,285.00 642,100.00 2.2°s TOTAL STATE ASSESSMENTS 631,626.00 639,237.00 639,829.00 466,390.00 628,285.00 642,100.00 2.2% TOTAL STATE ASSESSMENTS 631,626.00 639,237.00 639,829.00 466,390.00 628,285.00 642,100.00 2.20 Administrative Services FY17 Budget The Administrative Services Department's FY17 budget is increased by 1.0% when compared to the previous year. Excluding some FY17 funding directed at the results of the recent Pay & Class study, this budget is -2.9% compared to last year. Details by Division are shown below: Overview The Administrative Service department is designed to promote organizational efficiency and communication. The Administrative Services Director (ASD) serves as the department head, and the Human Resources Director serves as the assistant department head. The role of Ombudsman — an advocate for the public — was thought to be separated from the role of the Town Manager's position many years ago. However due to financial constraints the two roles remained together. Language approved in January WE 2015 by a Special Town Meeting now requires the Town Manager to appoint someone else within the organization to that role, and the ASD position will formally serve as Ombudsman as well as department head. Town Manager's Office includes the divisions of Selectmen, Finance Committee, Law and Property Insurance: These divisions all conduct activities that are central to the organization, often including the School department and occasionally the Light department. Note that the Finance Committee has a $150,000 Reserve Fund that is not a part of this budget and is voted separately. Operations: This division includes the department head, Business Administrator, Purchasing Agent and staff shared with the department and/or with the organization. This division is the centralized location for procurement, communications and constituent services. Postage is now centralized in this division, as well as equipment maintenance. Some expenses from the Facilities department have been centralized in this budget. Human Resources: This division provides support to the Town (under the direction of the Town Manager); to the Schools (under the direction of the Superintendent); to the Light Department (under the direction of the RMLD General Manager) and to all Retirees. The Human Recourses Generalist, approved by November 2015 Town Meeting, is a shared position between the Town and Schools. Technology: This division provides centralized computer network and telecommunications services as well as distributed internet, audio/video, software and personal computer support and geographic information systems (GIS) mapping. This division also coordinates many technology activities with both the School and Light Departments, as well as with other FY16 FY17 Chan e Town Manager $165,625 $175,000 +5.7% Selectmen 2,500 2,600 +4.0% Fin. Committee 55,600 56,600 +1.8% Law 410,516 185,000 -54.9% Prop. Insurance 435,000 445,000 +2.3% Operations 642,626 652,865 +1.6% Pay/Class funding disbursed 105,000 Human Resources 150,400 160,750 +6.9% Technology 685,525 732,850 +6.9% Town Clerk 128,720 133,275 +3.5% Elections 60,600 115,100 +89.9% Total $2,737,117 $2,764,040 +1.0% exclude Pay/Class 2,659,040 -2.9% Overview The Administrative Service department is designed to promote organizational efficiency and communication. The Administrative Services Director (ASD) serves as the department head, and the Human Resources Director serves as the assistant department head. The role of Ombudsman — an advocate for the public — was thought to be separated from the role of the Town Manager's position many years ago. However due to financial constraints the two roles remained together. Language approved in January WE 2015 by a Special Town Meeting now requires the Town Manager to appoint someone else within the organization to that role, and the ASD position will formally serve as Ombudsman as well as department head. Town Manager's Office includes the divisions of Selectmen, Finance Committee, Law and Property Insurance: These divisions all conduct activities that are central to the organization, often including the School department and occasionally the Light department. Note that the Finance Committee has a $150,000 Reserve Fund that is not a part of this budget and is voted separately. Operations: This division includes the department head, Business Administrator, Purchasing Agent and staff shared with the department and/or with the organization. This division is the centralized location for procurement, communications and constituent services. Postage is now centralized in this division, as well as equipment maintenance. Some expenses from the Facilities department have been centralized in this budget. Human Resources: This division provides support to the Town (under the direction of the Town Manager); to the Schools (under the direction of the Superintendent); to the Light Department (under the direction of the RMLD General Manager) and to all Retirees. The Human Recourses Generalist, approved by November 2015 Town Meeting, is a shared position between the Town and Schools. Technology: This division provides centralized computer network and telecommunications services as well as distributed internet, audio/video, software and personal computer support and geographic information systems (GIS) mapping. This division also coordinates many technology activities with both the School and Light Departments, as well as with other communities in order to support regionalization agreements. Some expenses from the Facilities department have been centralized in this budget. Town Clerk and Elections: The Town Clerk is guided by Federal, State, and local laws and policies in overseeing Elections, voter registration, the census process, Town Meeting, and local licenses as well as historic and legal documents for the Town. The Town Clerk also oversees all document storage efforts conducted by the Town and School departments. Staffing (16.4 FTEs; unchanged; shared HR position added at Nov. '15 Town Meeting) Wage costs $1,431,140 +14.3% There are two large drivers of the 14.3% increase: the $105,000 allocation to fund the results of the Pay & Class Study and the additional $42,000 in election worker pay caused by the increase in the number of elections including a Presidential election. Without these two factors, wages in the department increased by 2.6%. Wages FY16 FY17 Change Town Manager $150,625 $160,000 +6.2% Selectmen 0 0 +4.0% Fin. Committee 0 0 +1.8% Law 0 0 -55% Prop.Insurance 0 0 +2.3% Operations 502,125 511,365 +1.8% *Pay/Class funding disbursed 105,000 Human Resources 137,900 141,250 +2.4% Technology 301,425 306,650 +1.7% Town Clerk 128,725 133,275 +3.5% *Elections 31,600 73,600 +133% Total $1,252,400 $1,431,140 +14.3% *exclude P/C & elect 1,220,800 1,252,540 +2.6% 51 Expenses $1,332,900 (-10.2%) The legal budget is significantly decreased because FY16 included High School litigation costs and unrelated legal settlements which are not part of the FY17 budget. Election costs increase related to the increase in elections. Note that without these two factors the expense budget actually increases by 5.9%. HR expenses increase due to ongoing staff turnover and the explicit cost of hiring. A GIS technology expense increases because RMLD has discontinued a practice of sharing physical hardware and related license costs with the town. Some technology increases in telecommunications are needed and are driven by the addition of the DPW garage to the landline network in FY 15 and the increasing use of wireless in the field by nearly every town department. A public safety license is increased as the Fire department has switched over to use the same software as Police. No other expenses change significantly. Expenses.... FY16 FY17. Change Town Manager $1500 $15,000 0% Selectmen 2,500 2,600 +4.0% Fin. Committee 55,600 56,600 +1.8% *Law 410,516 185,000 -55% PropAnsurance 435,000 445,000 +2.3% Operations 140,500 141,500 +0.7% Pay/Class funding 0 0 Human Resources 12,500 19,500 +56% Technology 384,100 426,200 +11.0% Town Clerk 0 0 *Elections 29,000 41,500 +43% Total 1,484,716 1,332,900 -10.2% *exclude Law & elect 1, 045,200 1,106, 400 +5.9% 03/31/2016 15:16 TOWN OF READING r i blelacheur (NEXT YEAR BUDGET HISTORICAL COMPARISON bgnyrpts PROJECTION: 20171 FY17 GENERAL FUND FOR PERIOD 99 ACCOUNTS FOR: ADMINISTRATIVE SERVICES PRIOR FY3 PRIOR FY2 LAST FY1 CY CY REV PROJECTION PCT ACTUALS ACTUALS ACTUALS ACTUALS BUDGET LEVEL 2 CHANGE 0122 SELECTMEN 05 EXPENSES 11.22.55.3.0.__5.30.._lOQ SELECTMEN ADVERTISING 2,637.36 2,275.19 2,051.72 1,041.26 2,000.00 2,000.00 .0% 11225578 578000 SELECTMEN OTHER 450.38 910.68 546.98 38.00 500.00 600.00 20.0% TOTAL EXPENSES 3,087.74 3,185.87 2,598.70 1,079.26 2,500.00 2,600.00 4.0% TOTAL SELECTMEN 3,087.74 3,185.87 2,598.70 1,079.26 2,500.00 2,600.00 4.0% 0123 OPERATIONS DIVISION 03 SALARIES 11233..5..11__511.00.1 ADMIN SERVICES DIRECTOR 95,931.05 .00 15,281.69 69,586.32 95,525.50 101,400.00 6.1% 1.1233,511__511.0.0.2. EXECUTIVE ASSISTANT 60,122.00 61,062.16 63,653.10 50,131.32 67,900.00 70,300.00 3.5% 11233511 511003 OPERATIONS SPECIALIST .00 10,593.12 24,342.49 3,377.62 40,000.00 40,000.00 .0% 11233511 511009 AS ADMINISTRATIVE SECRETARY 00 39,601.00 51,953.91 42,798.27 .00 .00 .0% 1.1233_5_1_.15.11010. AS ADMINISTRATIVE ASSISTANT 13,578.18 11,064.67 19,408.71 31,007.99 42,850.00 44,350.00 3.5% .11233.511__511_01..1.. OPS ADMINISTRATIVE SECRETARY .00 .00 -2.34 .00 .00 .00 .0% 11,2.33_511__.5_.110.1_2_ AS CLERK 00 47,608.38 41,542.52 24,127.92 40,200.00 41,750.00 3.9% 11233511 511014 AS SR ADMINISTRATIVE ASSISTANT 33,779.33 47,150.00 48,800.00 3.5% .00 .00 21,323.41 1123.35.11._51101.9, OPS BUSINESS ADMIN 63,375.00 67,764.60 74,943.85 21,604.24 78,950.00 80,115.00 1.5% 11233_51.1_.._5110.99. PAY & CLASS FUNDING 00 105,000.00 .0% .00 .00 .00 .00 112.33511._.._51123.7 OPS PROCUREMENT OFFICER 69,966.00 33,273.04 .00 .00 74,050.00 69,000.00 -6.8% 11233511 515000 OPS WAGES OVERTIME 6,122.39 6,516.38 11,531.18 3,170.39 8,000.00 8,000.00 .0% 1.12_3351.2,.._51.2000 OPS WAGES TEMP 6,073.29 5,876.14 3,265.63 .00 7,500.00 7,650.00 2.0% 11233._5..17 517.017. OPS SICK LEAVE BUYBACK 35,000.00 .00 .00 .00 .00 .00 .0% TOTAL SALARIES 389,768.91 295,712.40 318,088.51 236,785.13 502,125.50 616,365.00 22.8% 52 03/31/2016 15:16 OF READING P 2 blelacheur (TOWN NEXT YEAR BUDGET HISTORICAL COMPARISON bgnyrpts PROJECTION: 20171 FY17 GENERAL FUND FOR PERIOD 99 ACCOUNTS FOR: ADMINISTRATIVE SERVICES PRIOR FY3 PRIOR FY2 LAST FYI CY CY REV PROJECTION PCT ACTUALS ACTUALS ACTUALS ACTUALS BUDGET LEVEL 2 CHANGE 05 EXPENSES 11235524 524900 OPS OFFICE EQUIP REPAIR 765.00 1,056.00 801.00 160.00 1,000.00 1,000.00 11235530 530100 OPS ADVERTISING .00 .00 .00 152.48 .00 .00 .0% 1123,5530._.._5.3._01.05 OPS PRINTING SERVICES 3,157.50 1,141.00 7,047.00 801.00 4,000.00 3,000.00 -25.0% _112.3.5530.._....5_.3._0..1.9.5. OPS PAY AND CLASS STUDY 00 1,925.95 -5,900.00 .00 .00 .00 .0% 11235531 531000 OPS PROF DEV/TRAINING 1,152.00. 1,251.23 4,347.22 4,371.04 5,000.00 5,000.00 .0% 11235531 531010 OPS DUES/MEMBERSHIPS 6,341.00 5,380.00 5,730.35 6,660.00 8,000.00 8,500.00 6.3% 1123_.55.3153.10.90. OPS REGISTRATIONS 150.00 13,760.28 632.10 611.87 2,500.00 2,000.00 -20.0% 1123.5531___53109.1. OPS PROF DEV - TRAVEL 00 543.56 1,814.59 1,929.15 .00 .00 .0% 1123.5.54.0._54QOOQ. OPS SUPPLIES/EQUIPMENT 500.00 00 -100.01-. .00 300.00 00 .00 11235542 542000 OPS OFFICE SUPPLIES .00 3,070.31 6,630.38 2,851.19 3,500.00 4,000.00 14.3% 112.3.5.542542.1_25. OPS SUPLIES • COPIER 7,321.23 5,880.30 6,973.90 5,253.62 8,000.00 8,000.00 .0% _1.1.235_..5...42__542126. OPS LEASE COPIER 21,026.54 24,832.26 26,727.66 .21,431.47 28,000.00 30,000.00 7.1% 1123.5_54.2..._542127. OPS POSTAGE 32,735.45 33,598.95 81,516.52 52,903.48 80,000.00 80,000.00 .0% 11235542 542128 OPS POSTAGE FOR BILLING 41,006.63 40,956.86 -200.00 .00 .00 .00 .0% TOTAL'EXPENSES 113,655.35 133,696.70 136,120.72 97,125.30 140,500.00 141,500.00 .7% TOTAL OPERATIONS DIVISION 503,424.26 429,409.10 454,209.23 333,910.43 642,625.50 757,865.00 17.9% 0129 TOWN MANAGER 03 SALARIES .112.9.3 511 S_1_ 1.0 0 0 TOWN MGR WAGES 146,712.80 140,646.10 148,466.88 107,593.35- 150,625.00 160,000.00 6.2% TOTAL SALARIES 146,712.80 140,646.10 148,466.88 107,593.35 150,625.00 160,000.00 6.2% 05 EXPENSES 1.1.2.9.S,578.._57.80_00 TOWN MGR OTHER UNCLASS ITEMS 8,604.00 2,210.86 1,681.19 1,188.51 15,000.00 15,000.00 .0% 53 03/31/2016 15:16 TOWN OF READING (NEXT P 3 bgnyrpts blelacheur YEAR BUDGET HISTORICAL COMPARISON PROJECTION: 20171 FY17 GENERAL FUND FOR PERIOD 99 ACCOUNTS FOR: ADMINISTRATIVE SERVICES PRIOR FY3 PRIOR FY2 LAST FY1 CY CY REV PROJECTION PCT ACTUALS ACTUALS ACTUALS ACTUALS BUDGET LEVEL 2 CHANGE TOTAL EXPENSES 8,604.00 2,210.86 1,681.19 1,188.51 15,000.00 15,000.00 .0% TOTAL TOWN MANAGER 155,316.80 142,856.96 150,148.07 108,781.86 165,625.00 175,000.00 5.7% 0131 FINANCE COMMITTEE' 05 EXPENSES 113155.3.0 5301..30 FINCOM FINANCIAL 51,000.00 AUDIT 52,000.00 63,780.00 45,000.00 55,000.00 56,000.00 1.80 11.3155.31 531.0.0..0. FINCOM PROF DEV/TRAINING 268.00 273.00 512.30 328.00 600.00 600.00 .0% TOTAL EXPENSES 51,268.00 52,273.00 64,292.30 45,328.00 55,600.00 56,600.00 1.8% TOTAL FINANCE COMMITTEE 51,268.00 52,273.00 64,292.30 45,328.00 55,600.00 56,600.00 1.8% 0151 LAW OS EXPENSES 11515530 530110 LAW LEGAL COUNSEL 59,255.17 44,714.62 265,229.86 73,927.45 150,000.00 160,000.00 6.70 11515530 530115 LAW LABOR COUNSEL 9,828.25 14,158.40 7,700.00 2,844.60 20,000.00 25,000.00 25.0% 11515.53.0__,530116, TLT LITIGATION .00 .00 177,467.23 97,850.30 115,516.10 .00 -100.0% 115.15.530._..53.0.1_.18 LEGAL SETTLEMENT .00 .00 .00 125,000.00 125,000.00 .00 -100.00 TOTAL EXPENSES 69,083.42 58,873.02 .450,397.09 299,622.35 410,516.10 185',000.00 -54.9% TOTAL LAW 69,083.42 58,873.02 450,397.09 299,622.35 410,516.10 185,000.00 -54.9% 0152 HUMAN RESOURCES 03 SALARIES 11523511 511003 HR DIRECTOR/ASST 79,507.00 DEPT HEAD 98,180.80 71,082.13 54,331.57 75,900.00 78,600.00 3.6% 11.5235,11__...._.5.11.023.. HR GENERALIST .00 .00 .00 5,533.20 62,000.00 62,650.00 1.0% TOTAL SALARIES 79,507.00 98,180.80 71,082.13 59,864.77 137,900.00 141,250.00 2.4% 05 EXPENSES 54 03/31/2016 15:16 TOWN OF READING r s bgnyrpts blelacheur (NEXT YEAR BUDGET HISTORICAL COMPARISON PROJECTION: 20171 FY17 GENERAL FUND FOR PERIOD 99 ACCOUNTS FOR: ADMINISTRATIVE SERVICES PRIOR FY3 PRIOR FY2 LAST FY1 CY CY REV PROJECTION PCT ACTUALS ACTUALS ACTUALS ACTUALS BUDGET LEVEL 2 CHANGE 11.52.5530__...5.3.0.0.00 HR PROF/TECH SV 26,436.78 6,650.00 .00 14,000.69 .00 .00 .0% 11525530 530100 HR ADVERTISING 4,937.71 3,659.07 3,170.00 3,180.00 5,000.00 5,000.00 .0% 11525530 530135 PRE-EMPLOYMENT COSTS 01 .00 6.00 .00 .00 .00 .00 11.525530.._._5.3._0_140 HR. EMPLOYEE PHYSICALS 10,907.50 11,048.00 13,731.88 6,661.00 5,000.00 12,000.00 140.0% 1.1_5._2..5..5.._3.0.__5301...4..5 DOT CERTIFICATIONS .00 .00 1,295.00 2,593.00 2,500.00 2,500.00 .0% TOTAL EXPENSES 42,281.99 21,363.07 18,196.88 26,434.69 12,500.00 19,500.00 56.0% TOTAL HUMAN RESOURCES 121,788.99 119,543.87 89,279.01 86,299.46 150,400.00 160,750.00 6.9% 0155 TECHNOLOGY 03 SALARIES 1155-3511 511004 TECHNOLOGY DIRECTOR 84,669.00 87,626.19 92,924.30 71,686.86 99,750.00 103,300.00 3.6% 11.55.3._5_11__5.1114$ COMPUTER TECHNICIAN. 106,031.60 109,468.92 76,170.45 63,112.47 117,600.00 116,750.00 -.7% 11553_511511.14.9. GIS ADMINISTRATOR 64,642.56 66,899.94 69,303.79 51,441.29 72,075.00 74,600.00 3.5% 5,1.50.0.0. TECH OVERTIME 10,064.27 14,890.71 29,256.-84 14,721.42 12,000.00 12,000.00 .0% 11553517 517017 TECHNOLOGY SICK LEAVE BUYBACK .00 .00 1,167.93 .00 .00 .00 .0% TOTAL SALARIES 265,407.43 278,885.76 268,823.31 200,962.04 301,425.00 306,650.00 1..7% 05 EXPENSES 11555521 521390 PHONE LANDLINES 40,492.69 40,433.88 39,664.48 45,106.72 45,000.00 45,000.00 .0% 11555521 521392 PHONE WIRELESS 34,956.81. 32,847.75 38,075.72 42,079.49 38,000.00 41,000.00 7.9% 11..5.5.5.521___5.2...,1..393 RESIDENT COMMUNICATION S/W 4,900.00 5,000.00 5,000.00 00 .00 .00 .0% 1.155.5521__5.2..1.394.. FACILITIES WORK ORDER SYSTEM 7,500.00 .00 .00 .00 .00 .00 .0% 11555521 521395 ELDER/HUMAN SVC MONITORING S/W 00 2,000.00 .00 .00 .00 .00 .0% 11555524 524000 TECH MAINT CONTRACT/REPAIR 7,955.34 6,204.73 3,600.26 8,702.49 7,000.00 7,000.00 1155.5.530__530.000 TECH PROF/TECH SV .00 .00 316.96 11,171.00 5,000.00 3,000.00 -40.0% 11555530 53010.6_ TECH PROF/TECH MAIL/DELIVERY S &r 03/31/2016 15:16 (TOWN OF READING blelacheur NEXT YEAR BUDGET HISTORICAL COMPARISON PROJECTION: 20171 FY17 GENERAL FUND ACCOUNTS FOR: ADMINISTRATIVE SERVICES TOTAL EXPENSES 319,248.02 345,966.68 TOTAL TECHNOLOGY 584,655.45 624,852.44 0161 TOWN CLERK (P 5 bgnyrpts FOR PERIOD 99 LAST FY1 CY PRIOR FY3 PRIOR FY2 PROJECTION PCT ACTUALS ACTUALS ACTUALS BUDGET .00 .00 11555530 530121 INTERNET SERVICE PROVIDER .00 .00 91.44 .00 11555536 53600....._0- - ._.._... E TECH LICENS& SUPPORT .00 .0% 9,999.06 8,722.09 115555.3_6-_5.3610.-0. 10,000.00 ADMINS FINANCIAL S/W .0% 1,920.00 1,800.00 1,800.00 11555536 536110 MUNIS FINANCIAL S/W 67,880.43 69,443.22 68,371.23 64,664.69 11555536 53'0115 PUBLIC SAFETY ADMIN S/W 20,697.00 22,000.00 15,753.75 31,142.50 11.5555.36.__53_.6_.1.20 8,500.00 ASSESSOR FINANCIAL S/W 8,800.00 8,800.00 .00 7,500.00 1_155553,_6-_-536.123- 11,193.17 GIS S/W 29,000.00 81.3% 17,854.93 1,232.20 11555536 536130 TECH MICROSOFT SERVER SUPPORT .0% 4,400.00 1,116.40 1,116.42 11.55553615 3-6- 132. WEBSITE S/W 13,611.00 14,000.00 6,025.00 4,400.00 15,000.00 .0% DOCUMENT STORAGE S/W ..115.55536_.._5..3.6-13-5 15,000.00 13,611.00 13,611.00 1.1.,555.5-_3.6___..53.6137 34,507.00 EMERGENCY COMMUNICATION S/W 28,000.00 28,000.00 9,900.00 9,900.00 11555536 536138 PERMITS & LICENSING S/W 2,400.00 4.3% 19,439.00 25,135.00 11555536533613-9- 15,000.00 CEMETERY S/W .0% 47.83 1,440.00 1,800.00 11555542 542115 TECH TONER CARTRIDGES 25,764.43 18,786.16 10,229.12 10,993.65 11555542 542303 TECH OFF SUPPLIES PAPER 24,386.99 30,000.00 .00 .00 la_5-5$.55.5_-_5-5500_0 9,629.92 TECH COMPUTER PARTS & SUPPLIES 12,500.00 13,000.00 22,331.09 16,999.00 11555555 555100 TECH PC HARDWARE 1,000.00 .0% 36,077.85 55,904.65 11555555 555110 TECH NETWORK HARDWARE .0% .00 586.09 11,014.57 11555555 555125 TECH GIS SUPPLIES 359,125.50 361,332.17 495.00 .00 1._1.555.555..--55.5.130 11.0% TECH PC SOFTWARE 562,294.21 685,525.00 722.22 440.00 11555571 571000 TECH MILEAGE REIMBURSEMENT .00 104.55 TOTAL EXPENSES 319,248.02 345,966.68 TOTAL TECHNOLOGY 584,655.45 624,852.44 0161 TOWN CLERK (P 5 bgnyrpts FOR PERIOD 99 LAST FY1 CY CY REV PROJECTION PCT ACTUALS ACTUALS BUDGET LEVEL 2 CHANGE 15.95 .00 .00 .00 .01 125.00 .00 .00 .00 .0% 13,904.20 17,259.03 10,000.00 10,000.00 .0% 1,920.00 2,040.00 2,000.00 2,000.00 .0% 67,880.43 69,443.22 75,000.00 75,000.00 .0% 35,296.29 20,697.00 22,000.00 36,000.00 63.6% 8,500.00 7,500.00 8,800.00 8,800.00 .0% 18,726.45 11,193.17 16,000.00 29,000.00 81.3% 1,215.40 .00 1,500.00 1,500.00 .0% 4,400.00 10,400.00 5,000.00 6,000.00 20.0% 13,611.00 14,000.00 15,000.00 15,000.00 .0% 9,900.00 9,900.00. 15,000.00 13,000.00 -13.3% 34,507.00 25,135.00 28,000.00 28,000.00 .0% 2,040.00 2,425.32 2,300.00 2,400.00 4.3% 10,719.22 11,000.00 15,000.00 15,000.00 .0% 47.83 .00 .00 .00 .0% 25,764.43 18,786.16 25,000.00 25,000.00 19,264.96 24,386.99 30,000.00 35,000.00 16.7% 9,629.92 5,154.83 12,500.00 13,000.00 4.0% .00 .00 1,000.00 1,000.00 .0% .00 .00 .00 .00 .0% .00 51.75 .00 .00 0% 359,125.50 361,332.17 384,100.00 426,200.00 11.0% 627,948.81 562,294.21 685,525.00 732,850.00 6.9% 56 03/31/2016 15:16 OF READING P 6 blelacheur (TOWN NEXT YEAR BUDGET HISTORICAL COMPARISON bgnyrpts PROJECTION: 20171 FY17 GENERAL FUND FOR PERIOD 99 ACCOUNTS FOR: ADMINISTRATIVE SERVICES PRIOR FY3 PRIOR FY2 LAST FY1 CY CY REV PROJECTION PCT ACTUALS ACTUALS ACTUALS ACTUALS BUDGET LEVEL 2 CHANGE 03 SALARIES 1.1613511 511003 TOWN CLERK 64,642.55 67,671.05 72,920.49 55,475.09 77,700..00 80,450.00 3.50 11613511 511120 ASST TOWN CLERK 45,766.57 47,368.62 49,934.96 35,561.51 51,025.00 52,825.00 3.50 TOTAL SALARIES 110,409.12 115,039.67 122,855.45 91,036.60 128,725.00 133,275.00 3.50 05 EXPENSES 11615530 530000 TOWN CLERK PROF/TECH SV 254.48 300.00 .00 45.24 .00 .00 .0% TOTAL EXPENSES 254.48 300.00 .00 45.24 .00 .00 .0% TOTAL TOWN CLERK 110,663.60 115,339.67 122,855.45 91,081.84 128,725.00 133,275.00 3.5% 0162 ELECTIONS & REGISTRATION ' 03 SALARIES 1.16_.23..5.11_51.1150 ELECT REGISTRAR SALARY 1,560.34 1,593.88 1,599.08 1,374.90 2,000.00 2,000.00 1.162.3511-- 51153 ELECTION WORKERS 76,484.07 25,948.37 41,403.61 20,711.74 30,000.00 75,000.00 150.0% 11623511 511155 TOWN MEETING MONITOR 664.03 420.69 1,037.45 .00 2,000.00 2,000.00 11.6.2.3_5.11,___5.961.20. ELECTIONS STATE GRANT SUPPORT -8,284.00 .00 -4,800.00 .00 -2,400.00 -5,400.00 125.0% TOTAL SALARIES 70,424.44 27,962.94 39,240.14 22,086.64 31,600.00 73,600.00 132.9% 05 EXPENSES 11625530 530100 ELECT ADVERTISING 10,428.17 4,830.40 6,603.19 2,591.47 3,000.00 9,000.00 200.0% 1.16:255_3.0,___53_0.10.5 ELECT PRINTING TOWN MEETING 2,964.35 1,600.00 5,194.00 410.00 4,500.00 4,500.00 .0% 116.2.$53_0__._530151 ELECT CENSUS EXPENSES 2,513.20 7,868.60 8,298.23 3,553.63 5,000.00 5,000.00 .01-. 11625530 530152 ELECT BALLOT PROGRAMMING 6,943.59 544.00 10,247.48 4,912.71 10,000.00 10,000.00 .0% 11625530 530153 ELECT PROF/TECH SERVICES 1,800.00 6,520.30 1,800.00 .00 1,000.00 3,000.00 200.0% 116.25510_._.540.0-.0, ELECT SUPPLIES/EQUIPMENT 1,419.28 714.96 251.20 .00 3,000.00 3,000.00 11625549 549307 ELECTIONS - MEALS FOR WORKERS 57 03/31/2016 15:16 TOWN OF READING INEXT Y bgnyrpts blelacheur YEAR BUDGET HISTORICAL COMPARISON PROJECTION: 20171 FY17 GENERAL FUND FOR PERIOD 99 ACCOUNTS FOR: ADMINISTRATIVE SERVICES PRIOR FY3 PRIOR FY2 LAST FY1 CY CY REV PROJECTION PCT ACTUALS ACTUALS ACTUALS ACTUALS 1,861.41 BUDGET 2,500.00 LEVEL 2 7,000.00 CHANGE 180.0% 6,334.41 2,549.07 3,512.93 TOTAL EXPENSES 32,403.00 24,627.33 35,907.03 13,329.22 29,000.00 41,500.00 43.1% TOTAL ELECTIONS & REGISTRATI 102,827.44 52,590.27 75,147.17 35,415.86 60,600.00 115,100.00 89.9% 0193 PROPERTY INSURANCE 05 EXPENSES 1.193553.0 53.0.000. LIABIL INS PROF CONSULTANT 705.00 .00 .0% .00 .00 OU .00 11935574 574010. PROP & CASUALTY INSURANCE 326,896.60 349,086.78 364,208.03 381,107.20 400,000.00 410,000.00 2.5% 11935574 574500 LIABIL INS 7,778.74 DEDUCTIBLES/CLAIMS 19,881.99 26,074.55 13,682.41 35,000.00 35,000.00 .0% TOTAL EXPENSES 334,675.34 368,968.77 390,282.58 395,494.61 435,000.00 445,000.00 2.3% TOTAL PROPERTY INSURANCE 334,675.34 368,968.77 390,282.58 395,494.61 435,000.00 445,000.00 2.3% TOTAL ADMINISTRATIVE SERVICE 2,036,791.04 1,967,892.97 2,427,158.41 1,959,307.88 2,737,116.60 2,764,040.00 1.0% Public Services FY17 Budget The Public Services Department's FY17 budget increases by only 0.9%, in part due to a one-time $25,000 expense in FY16. Total FY16 FY17 Change Administration $396,050 $385,500 -2.7% Conservation 56,500 60,700 +7.4% Planning* 140,450 142,525 +1.5% Inspections 128,875 131,450 +2.0% Historical 1,500 1,500 0% Health 254,825 246,175 -3.4% Human/Elder Svcs 207,850 215,000 +3.4% Veterans Services 279,875 292,850 +4.6% Recreation 140,575 145,525 +3.5% TOTAL $1,606,500 $1,621,125 +0.9% *Note: Housing Services Coordinator wages and expenses are regionalized and shared with three other communities . Overview The Public Services (PS) department is comprised of two major functions: (1) Community Development; and (2) Community Services. PS strives to provide excellent customer service as well as a high level of collaboration and communication. Human Services functions benefit from clustering them together. 59 Community Development is enhanced by the Planning and Permitting. functions combined as "One Stop Shopping" for small residential projects as well as large scale commercial development projects. Where wetland protection is a consideration, we work to ensure applicants meet relevant regulatory requirements. Likewise with regard to regulatory requirements that apply to historic properties. Providing services in a cost efficient manner is an overriding goal of PS. For example, the Metro North Regional Housing Services Office (MNRHSO) was spearheaded by Reading. MNRHSO is made up of representatives from the Communities of North Reading, Wilmington, and Saugus and a full-time staff .person is shared by the four communities. Another example of. efficiency is the use of three part-time building inspectors and a full time senior administrative assistant who oversees permitting that often resulting in "same day" issuance of permit applications. The Assistant Town Manager (ATM) leads the department and works closely with the Town Manager on Town Administration and special projects. The Public Services Department has two assistant department heads that oversee their respective areas. Outside services are provided as needed with the help of the Metropolitan Area Planning Council and grants where possible to reduce the cost of consultant services. Volunteer Boards and Committees are a vital part of the department as shown below: C } ( Fag £irtLt , ZOA J Fa e 1 1 R2 GAS+Q'� C�COm } Public Services— Boards, Committees, Commissions l+rmatn t CGat'�u:?on Community Development (Community Development Director) includes: Conservation, Planning, Inspections and Historical. The Community Development (CD) Director oversees Planning, Community Development, and Conservation/Preservation. ' The CD Director oversees the review of development projects as well as the regulatory role of Inspections, Conservation, and Historical. The Conservation Division oversees the local wetland by-law as well as the Wetlands Protection Act. Project permitting is part of the departmental review of development projects. A full-time Conservation Administrator has resulted in added coverage for HE both the Conservation Commission and the public. An added responsibility is oversight of the Mattera Cabin (previously handled by the Community Services Director). Cofi}seryarfon a 41 � n i� t j N ? 5 6 ..0 as+: xvsa w:� 34se xx+s aaw Kar :� axae m:n mst ssaa uta Wu xns Pcrmats. �sx�xd � M�4 x J(14"y ot:ax?Y� x aro The Planning Division handles day-to-day and long range land use and community planning efforts. Reviews plans and proposals submitted to ensure compliance with zoning and other regulations and to ensure consistency with adopted plans including the Reading Master Plan. Coordinates "Daytime Government" project reviews as well as "Nighttime Government" review by CPDC and others. .\1..x116.! 0— An allocation for an Economic Development planner is made in this budget, with the costs fully offset by the Inspections Revolving Fund. The position is expected to be funded by this revolving fund for three years. The Planning Division also includes a Regional Housing Services Office staffed by a full time Housing Coordinator shared with three other Towns. *New unitsprojected:. Johnson Woods I (3) Johnson Woods II (10) Readin Villa e 40B (77) St. Agnes 40B (20) The Inspections Division is staffed by the Senior Administrative Assistant who expedites permits and follows up as needed. There are three Building Inspectors (part-time) with several decades of experience managing building departments in area communities. Likewise the Plumbing/Gas and Electrical Inspectors (part-time) are highly credentialed: The expertise these inspectors provide, as well as the coverage, is extensive. A top notch office management system insures inspections are provided in a timely, flexible, and -efficient manner. 1200 , 1000 Building Permits issued – -Wiring Pertnits Issued ---A— Plumbing/Gas Permits Issued 61 The Historical Division is staffed by volunteers with support from the CD Director as well as the PS Clerk. The Historical Commission oversees historic preservation including the demolition delay bylaw. The Historic District Commission has a regulatory role over properties within the historic districts. It is important to note that there are two separate and distinct boards: (1) the Historical Commission; and (2) the Historic District Commission. Community Services (Community Services Director) includes: Health, Human/Elder Services, Veterans Services and Recreation. The Health Division conducts inspections as needed regarding nuisance complaints, housing, food establishments, tobacco, swimming pools, camps, churches, septic systems and all other permitted establishments. The Division enforces Public Health laws, codes, regulations, environmental programs, and State environmental and sanitary codes. Food establishments receive a mandatory minimum of two routine inspections for all Medium /High Risk food establishments and a minimum of one routine inspection for Low Risk food establishments (convenience stores, gas stations, etc.). Flu Clinics are a major function of Public Health through the Public Health Nurse, are offered at the Police Station, Fire Department, DPW, and multiple schools in town. The addition of a full-time Public Health Agent in FY 16 has provided an expanded depth of coverage. The added staffing has fostered improved communication and collaboration with other PS staff as well as enhanced customer service. Now *2016-7 Housing Units 9,584 Subsidized 741 +120 % 7.8% 8.9% Needed 218 107 *New unitsprojected:. Johnson Woods I (3) Johnson Woods II (10) Readin Villa e 40B (77) St. Agnes 40B (20) The Inspections Division is staffed by the Senior Administrative Assistant who expedites permits and follows up as needed. There are three Building Inspectors (part-time) with several decades of experience managing building departments in area communities. Likewise the Plumbing/Gas and Electrical Inspectors (part-time) are highly credentialed: The expertise these inspectors provide, as well as the coverage, is extensive. A top notch office management system insures inspections are provided in a timely, flexible, and -efficient manner. 1200 , 1000 Building Permits issued – -Wiring Pertnits Issued ---A— Plumbing/Gas Permits Issued 61 The Historical Division is staffed by volunteers with support from the CD Director as well as the PS Clerk. The Historical Commission oversees historic preservation including the demolition delay bylaw. The Historic District Commission has a regulatory role over properties within the historic districts. It is important to note that there are two separate and distinct boards: (1) the Historical Commission; and (2) the Historic District Commission. Community Services (Community Services Director) includes: Health, Human/Elder Services, Veterans Services and Recreation. The Health Division conducts inspections as needed regarding nuisance complaints, housing, food establishments, tobacco, swimming pools, camps, churches, septic systems and all other permitted establishments. The Division enforces Public Health laws, codes, regulations, environmental programs, and State environmental and sanitary codes. Food establishments receive a mandatory minimum of two routine inspections for all Medium /High Risk food establishments and a minimum of one routine inspection for Low Risk food establishments (convenience stores, gas stations, etc.). Flu Clinics are a major function of Public Health through the Public Health Nurse, are offered at the Police Station, Fire Department, DPW, and multiple schools in town. The addition of a full-time Public Health Agent in FY 16 has provided an expanded depth of coverage. The added staffing has fostered improved communication and collaboration with other PS staff as well as enhanced customer service. The Human/Elder Services Division provides human services to both older adults and the general population including the daily operation of the Pleasant Street Center (Senior Center). H/E Services is fully staffed with an EHS Administrator, PSC Coordinator, Senior Case Manager, Nurse Advocate and Van Driver positions. BderlHuman Services I r� I I Some of the services proved by H/E Services are: • Offering over 40 programs at the Pleasant Street Center including fitness, bingo, book club, writers groups, M movies, birthday luncheons, hair dressing and more. About 125 Volunteers support the Center in many ways including working as Receptionists, Kitchen help, editing the Newsletter, and coordinating the Senior Tax Work -Off program. • Transportation programs such as the Senior Van, Reading Response Medical Transportation and Volunteer Escorts • Referrals for health care, financial assistance, food stamps, etc. • Reporting for local, state and DOT • Intergenerational programming at the PSC with new programs such as Barnyard Bingo & Holiday Character Breakfast • Collaboration with the Reading Public Library, Veterans Agent, Health Department, Housing Authority, Sanborn Place, Police and Fire • Holiday Meal programs The Veterans Services Division provides assistance to Veterans who reside in Reading. With a full time Veterans Services Officer (VSO) who was hired last summer to replace a part-time VSO, the office is now fully staffed. The VSO has identified the following goals: • Locate and help individuals who qualify for the program; especially those who were unaware of the benefit; • Spend Reading's 25% of CH 115 efficiently - investigate and remove individuals when they have not been fully qualified; • Prepare VA applications; • Conduct outreach at town events including School functions to promote VSO; • Increase VSO presence at the Pleasant Street Center CY Clients Benefits 2015 27 $186,518 2014 29 $202,224 2013 28 $1.68,793 2012 29 $201,140 2011 30 $204,013 2010 26 $156,810 The Recreation Division is a model program for providing services in a fee-based self-supporting manner. These services include: • Over 450 programs/classes in 2015; • Oversite of Field & Playground Use - ■ Use scheduling ■ Field management and improvements ■ Safety Inspections • Employing over 50 seasonal staff to support programming and events; • Actively participating in Town -wide events such as Downtown Trick or Treat, Halloween Parade, Friends and Family Day, Fall Street Faire, Egg Hunt and Summer Concert Series promoting Social Engagement and Community Spirit; • On-line Tennis Reservations service with www. reserveagame. com; 63 • Intergenerational programming at the PSC with new programs such as Barnyard Bingo & Holiday Character Breakfast; • Summer Camp - Sold out all 8 weeks; • Pickle ball, which became the fastest growing adult activity in Town. Recreation �w Revenues from Recreation programs increased from $450,000 (FY05) to nearly $600,000 (FY14), and then climbed sharply to almost $800,000 in FY15. Note that expenses for this division are paid directly from the Revolving Fund. Each year all but a small amount of remaining funds collected are returned to the General Fund on June 30th. Historically this has offset the wages paid to Recreation staff. Staffing (20.5 FTEs; -0.3 FTE -1.4%) Wage costs $1,253,375 +3.3% The FY17 budget proposes eliminating two part-time positions: planning intern and health plan reviewer. The latter was a previous regional arrangement with Melrose and Wakefield. The increase in the Conservation salary line item is attributable to a reduction in the amount of support being budgeted out of the revolving fund because of the decline in the fund balance. Wages FY16 FY17 Change Administration $344,050 $357,500 +3.9% Conservation 56,500 60,700 +7.4% Planning* 130,450 132,525 +1.6% Inspections 128,875 131,450 +2.0% Health 164,175 168,425 +2.6% Human/Elder Svcs 194,800 201,500 +3.4% Veterans 53,875 55,850 +3.7% Recreation 140,575 145,425 +3.5% Historical 0 0 0% TOTAL 1,213,300 1,253,375 +3.3% *Note: Housing Services Coordinator wages ana expenses are regionalized and shared with three other communities Expenses ($367,750; -6.5%) The reduction in Administration expenses is because in FY16 there was a $25,000 line item for a one-time expense. The reduction in Health expenses pertain to eliminating the plan reviewer position that was contracted with the City of Melrose. Veteran's benefits are funded at a slightly higher amount based on the projected increase in activity. The Recreation Revolving Fund directly pays all expenses for this division. At the end of each year, excess funds are turned over to the Town'. s general fund. For many years that excess has approximately equaled the wage costs of the division. Expenses FY16 FY17 Change Administration $52,000 $28,000 -46.2% Conservation 0 0 Planning 10,000 1000 0% Inspections 0 0 Health 90,650 77,750 -14.2% Human/Elder Svcs 13,050 13,500 +3.4% Veterans 226,000 237,000 +4.9% Recreation rev fund rev fund Historical 1,500 1,500 0% TOTAL $393,200 $367,750 -6.5% 03/31/2016 15:16 TOWN OF READING bgnyrpts blelacheur (NEXT YEAR BUDGET HISTORICAL COMPARISON FOR PERIOD 99 PROJECTION: 20171 FY17 GENERAL FUND ACCOUNTS FOR: PUBLIC SERVICES PRIOR FY3 PRIOR FY2 LAST FY1 CY CY REV PROJECTION PCT ACTUALS ACTUALS ACTUALS ACTUALS BUDGET LEVEL 2 CHANGE 0126 PUBLIC SVC ADMINISTRATION 03 SALARIES 11 x_6.3 51-1001- ASSISTANT TOWN MANAGER 102,433.61 107,218.20 112,985.46 86,199.37 120,700.00 125,000.00 3.6% 11263511 511002 PS OFFICE MANAGER 36,416.67 51,000.00 52,825.00 3.6% .00 .00 23,111.05 112635_ .1.1__5110.1.0. P S ADMINISTRATIVE ASSISTANT 21,020.76 0 42,850.00 44,600.00 4.1 29,353.82 33,366.57 44,125.93 112,_63.5_1.1_511_Q1.1 PS ADMINISTRATIVE SECRETARY 37,760.29 47,288.21 42,650.00 44,400.00 4.1% .00 .00 1,12.63.5.11_.._5110_1_2. PS CLERK 104,522.40 108,587.77 76,461.72 26,831.03 36,850.00 38,900.00 5.6% 11263511 $11014 PS SENIOR ADMIN ASSISTANT 31,642.05 50,000.00 51,775.00 3.6% .00 .00 .00 1._1263.51.1_......5.1_5000. PS, ADMIN OVERTIME 11,308.92 40,148.82 38,354.70 25,047.16 25,000.00 30,000.00 20.0% 112_6.3.5_11 _59013_0 PS REVOLVING FUND SUPPORT -25,000.00 -20,000.00 .00 -25,000.00 -30,000.00 20.0% .00 TOTAL SALARIES 247,618.75 264,321.36 312,799.15 274,445.25 344,050.00 357;500.00 3.9% 05 EXPENSES 11265,52,152-1309 PS ADMIN UTIL WTR/SWR/STM WTR 26.28 .00 .0% 67.72 51.37 48.39 .00 1._1.2._65.52.1._..._521392 PS ADMIN WIRELESS COMMUNICATIO .00 .0% 143.90 .00 .00 .00 .00 17,265.530..._....53.000_0 PS OUTSOURCED PROF SERVICES 25,000.00 25,000.00 .00 -100.0% 00 33,750.00 .00 11265530 530100 PS ADMIN ADVERTISING 1,279.38 1,468.42 2,494.13 346.28 2,000.00 2,000.00 .01-. 1.126.553..1__5..3.1.0_0.0 PS ADMIN PROF DEV/TRAINING 490.00 9,000.00 11,000.00 22.2% .00 120.00 856.30 1126_5_53.1_53.1901 PS ADMIN HLTH PROF DEVELOPMENT 430.00 .00 .0% 887.33 1,028.50 979.02 .00 1126.5.._5_3.1._...53.1902 PS ADMIN ES PROF DEVELOPMENT 120.00 .00 .0% .00 429.00 490.04 .00 11265531 531903 PS ADMIN INSP PROF DEVELOPMENT 1,105.00 .00 .0% 575.00 1,406.20 885.25 .00 11265.531_....53.190_4. PS ADMIN VET PROF DEVELOPMENT .00 .0% 451.19 387.35 1,293.65 .00 .00 1126.5,531_._5.319.Q.5. PS ADMIN CONS PROF DEVELOPMENT 230.00 .00 .0% 673.00 670.00 865.00 .00 11265.5.3.1_53_190.6 PS ADMIN PLAN PROF DEVELOPMENT 4,023.00 .00 .0% 955.00 1,463.93 3,531.58 .00 11265540 540000 PS EQUIPMENT & SUPPLIES .00 0% 6.00 .00 .00 .00 .00 m. 03/31/2016 15:16 TOWN OF READING r bgnyrpts blelacheur (NEXT YEAR BUDGET HISTORICAL COMPARISON FOR PERIOD 99 PROJECTION: 20171 FY17 GENERAL FUND ACCOUNTS FOR: PUBLIC SERVICES PRIOR FY3 PRIOR FY2 LAST FY1 CY CY REV PROJECTION PCT ACTUALS ACTUALS ACTUALS ACTUALS BUDGET LEVEL 2 CHANGE 1126554.2..5420.00 PS ADMIN OFFICE SUPPLIES 2,417.37 1,994.09 1,944.20 1,294.50 7,000.00 7,000.00 .0% 11265542 542901 PS ADMIN HLTH OFFICE SUPPLIES 645.68 .00 .0% 292.87 185.40 234.70 .00 11265542 542902 PS ADMIN ES OFFICE SUPPLIES 620.16 .00 .01 1,503.85 610.74 609.19 .00 1126554,2.54.2903 PS ADMIN INSP OFFICE SUPPLIES 2,662.40 .00 .00 .0% 730.97 1,768.31 1,947.80 1_1._265542_5,429.04, PS ADMIN VET OFFICE SUPPLIES 104.06 .00 .0% 142.08 243.85 42.98 .00 11265542 542905 PS ADMIN CONS OFFICE SUPPLIES 28.63 .00 .0% 370.54 122.01 211.10 .00 11265542 542906 PS ADMIN PLAN OFFICE SUPPLIES 443.52 .00 .00 .0% 1,035.46 965.82 145.60 1.12655.4.2. 54.2_9.07, PS ADMIN TWN MGR OFFICE SUPPLY .00 .0% 742.39 627.66 .00 .00 .00 11_2.65.57..1.__ 5710.00 PS ADMIN MILEAGE REIMBURSEMENT 6,689.61 7,282.48 5,420.05 9,000.00 8,000.00 -11.1% 5,504.45 TOTAL EXPENSES 17,778.50 53,982.26 23,861.41 42,989.56 52,000.00 28,000.00 -46.2% TOTAL PUBLIC SVC ADMINISTRAT 265,397.25 318,303.62 336,660.56 317,434.81 396,050.00 385,500.00 -2.7% 0171 CONSERVATION DIVISION 03 SALARIES 11713511 511003 CONSERVATION ADMIN 31,135.33 37,086.60 42,202.76 43,205.07 60,500.00 62,700.00 3.6% 1171351.1_.,..590',13.0. CONSCOMM REVOLV FUND SUPPORT -4,000.00 .00 -4,000.00 -2,000.00 -50.0% -2,000.00 -4,000.00 TOTAL SALARIES 29,135.33 33,086.60 38,202.76 43,205.07 56,500.00 60,700.00 7.4% TOTAL CONSERVATION DIVISION 29,135.33 33,086.60 38,202.76 43,205.07 56,500.00 60,700.00 7.4% 0175 PLANNING 03 SALARIES 1175351_.1,_..51103.1 PLAN REGL AFFORD HOUSING COORD 34,568.07 51,500:00 50,775.00 -1.4% .00 .00 19,278.80 11753511 511045 COMM DEV DIR/ASST DEPT HEAD 57,467.14 64,583.27 75,068.91 54,380.50 78,950.00 81,750.00 3.5% 11753511 511046 PLANNING INTERN .00 .00 1,993.75 7,485.45 .00 .00 .0% _1.1753511.51_104_$. ECONOMIC DEVELOPMENT PLANNER 00 125,000.00 .0% .00 .00 .00 .00 11753511 515000 PLANNING WAGES OVERTIME M., 03/31/2016 15:16 TOWN OF READING r 11 bgnyrpts blelacheur (NEXT YEAR BUDGET HISTORICAL COMPARISON FOR PERIOD 99 PROJECTION: 20171 FY17 GENERAL FUND ACCOUNTS FOR: PUBLIC SERVICES PRIOR FY3 PRIOR FY2 LAST FY1 CY CY REV PROJECTION PCT ACTUALS ACTUALS ACTUALS ACTUALS BUDGET LEVEL 2 CHANGE 3,200.57 1,684.70 668.44 .00 .00 .00 .0% 11753.51159.613_0 PLANNING REVOLV FUND SUPPORT .00 -125,000.00 .0% .00 .00 .00 .00 TOTAL SALARIES 60,667.71 66,267.97 97,009.90 96,434.02 130,450.00 132,525.00 1.6% 05 EXPENSES 11755 78 578.0.00 REGIONAL HOUSING EXPENSES 6,680.89 5,299.57 10,000.00 10,000.00 .0% 00 .00 TOTAL EXPENSES .00 .00 6,680.89 5,299.57 10,000.00 10,000.00 .01-. TOTAL PLANNING 60,667.71 66,267.97 103,690.79 101,733.59 140,450.00 142,525.00 1.5% 0240 INSPECTIONS DIVISION 03 SALARIES 12403_51151.1216 INSPECTION 76,674.00 BUILDING INSP 79,359.24 82,254.83 66,315.45 85,475.00 88,500.00 3.5% 12403511 511217 INSPECTION 19,381.39 WIRE INSP 22,977.58 26,455.35 19,079.65 27,950.00 28,975.00 3.7% 12403511 511218 INSPECTION 19,356.44 PLUMBING INSP 21,794.52 25,464.84 19,416.05 27,650.00 28,975.00 4.80 12.40.3.51.1__5.1121_9 INSPECTION 14,092.94 ALTERNATE I.NSP 18,526.20 17,498.36 13,032.46 16,100.00 25,000.00 55.3% 124.03.5115.11220. INSPECTION CODE ENFORCEMENT 298.92 6,700.00 5,000.00 -25.40 .00 .00 8,068.46 124_035_1.1.__.$..9'0._130. INSPECTION 00 REVOLV FUND SUPPORT -35,000.00 -35,000.00 .00 -35,000.00 -45,000.00 28.6% TOTAL SALARIES 129,504.77 107,657.54 124,741.84 118,142.53 128,875.00 131,450.00 2.0% TOTAL INSPECTIONS DIVISION 129,504.77 107,657.54 124,741.84 118,142.53 128,875.00 131,450.00 2.0% 0511 HEALTH 03 SALARIES 15113.511.511003.. HEALTH AGENT .00 .00 15,306.54 46,270.59 71,775.00 75,800.00 5.6% 1511.3.5.11_..511.5...6..1 HEALTH NURSE 48,330.52 49,803.20 2,856.43 18,441.51 25,350.00 26,225.00 3.5% 1_51135.1.1_.511564 HEALTH INSPECTOR 40,086.80 41,609.12 43,277.19 40,647.29 69,150.00 68,500.00 -.9% 15113511 515000 HEALTH WAGES OVERTIME 382.83 :00 220.10 .00 .00 .00 .0% M 03/31/2016 15:16 TOWN OF READING (NEXT P 11 bgnyrpts blelacheur YEAR BUDGET HISTORICAL COMPARISON PROJECTION: 20171 FY17 GENERAL FUND FOR PERIOD 99 ACCOUNTS FOR: PUBLIC SERVICES PRIOR FY3 PRIOR FY2 LAST FY1 CY CY REV PROJECTION PCT ACTUALS ACTUALS ACTUALS ACTUALS BUDGET LEVEL 2 CHANGE 15113511„ 59613,0 HEALTH REVOLV FUND SUPPORT -2,100.00 -2,100.00 -2,100.00 .00 -2,100.00 -2,100.00 .0% TOTAL SALARIES 86,537.42 89,312.32 59,340.16 105,742.22 164,175.00 168,425.00 2.6% 05 EXPENSES 15115530 5300.0.0 HEALTH PROF/TECH SV 300.00 300.00 300.00 300.00 500.00 500.00 .0% 15115530 530512 HEALTH ADMINISTRATION SVCS 67,433.20 70,240.76 74,673.24 13,289.73 13,000.00 .00 -100.00 15115530 53052.4 HEALTH WEIGHTS & MEASURES 5,750.00 5,000.00 5,000.00 5,000.00 5,750.00 5,750.00 .01-. 15115530 5305.3.0 HEALTH ANIMAL DISPOSAL 5,554.76 5,432.41 3,959.76 3,374.80 8,000.00 7,000.00 -12.5% 1.511553.0 53_055;1_ HEALTH MOSQUITO CONTROL 26,000.00 36,300.00 37,000.00 38,000.00 38,000.00 40,000.00 5.3% 1.511.5.540 540 .4.00 HEALTH SUPPLIES/EQUIPMENT 0% 48.00 .00 .00 .00 .00 .00 15115540 540521 HEALTH INSP SUPPLIES/EQUIPMENT 572.79 1,934.07 1,052.00 555.75 2,000.00 2,000.00 1511.5_510_54 .0,.524, HEALTH CLINIC SUPPLIES/EQUIPME 1,100.17 101.65 .00 .00 .00 .00 .0% 15115571 571.000. HEALTH MILEAGE REIMBURSEMENT 1,742.08 1,894.68 1,413.07 1,165.96 2,000.00 2,000.00 .0% 15115577 . 5775_.0..0 HEALTH RIVERSIDE COMM CARE 7,000.00 7,000.00 7,000.00 3,500.00 7,500.00 7,500.00 .0% 15115577 577510 HEALTH EMARC SOCIAL SERVICES 13,000.00 13,000.00 13,000.00 9,750.00 13,900.00 13,000.00 -6.5% TOTAL EXPENSES 128,501.00 141,203.57 143,398.07 74,936.24 90,650.00 77,750.00 -14.2% TOTAL HEALTH 215,038.42 230,515.89 202,738.23 180,678.46 254,825.00 246,175.00 -3.41-. 0541 HUMAN/ELDER SERVICES 03 SALARIES 1.5413_511 5110..03 ELDER/HUMAN SVC ADMIN 25,800.22 30,919.04 37,594.93 28,061.21 35,550.00 36,775.00 3.4% 15113..5,11._.5.1..1.52.3 E/H SVC VAN DRIVER 30,958.28 32,017.80 33,163.85 24,957.01 35,800.00 36,000.00 .6% 15413511 511524 E/H SVC SUBST VAN DRIVER 2,345.43 2,590.74 2,725.95 2,595.58 3,000.00 3,000.00 .0% 15413511 511525 E/H SVC CASE WORKER 52,678.21 51,487.46 68,196.25 18,308.86 .00 .00 .0% 15113511_51..1....527. E/H SVC SENIOR CENTER COORD 38,820.65 40,253.69 41,582.52 31,004.96 43,325.00 44,775.00 3.3% 15413511 511530 SENIOR CASE MANAGER M 03/31/2016 15:16 (TOWN OF READING blelacheur NEXT YEAR BUDGET HISTORICAL COMPARISON PROJECTION: 20171 FY17 GENERAL FUND ACCOUNTS FOR: PUB= f' SFRVTrR9 03 SALARIES 15433511.._511003, VETERANS SERVICE OFFICER 19,658.36 20,066.04 TOTAL SALARIES 19,658.36 20,066.04 LAST FYI ACTUALS .00 8,004.54 .00 -39,182.00 -3,000.00 149,086.04 817.64 170.03 1,292.78 904.56 1,338.83 .00 917.07 5,593.00 .00 119.53 11,153.44 160,239.48 25,043.51 25,043.51 Ibgnyrpts FOR PERIOD 99 CY CY REV PRIOR FY3 PRIOR FY2 ACTUALS BUDGET ACTUALS ACTUALS 15,771.70 48,400.00 .00 .00 154135.11 51156.1 E/H SVC NURSE ADVOCATE .00 .00 29,988.08 34,077.28 1..5.41351.1__515000 -30,000.00 E/H SVC WAGES OVERTIME .00 -3,000.00 .00 86.97 1.54_1..3511.__596.12_0 194,800.00 E/H SVC STATE GRANT SUPPORT 792.64 750.00 -34,133.00 -39,407.00 15413511 596180 E/H SVC TRUST FUND SUPPORT 760.88 1,500.00 -3,000.00 -3,000.00 TOTAL SALARIES .00 .0% 1,023.42 1,300.00 143,457.87 149,025.98 05 EXPENSES 500.00 .0% 15415531 531010 E/H SVC DUES & MEMBERSHIPS 5,593.00 5,800.00 718.56 228.00 1541.5531.5310.9_0. 1,000.00 E/H SVC REGISTRATION PROF DEV .0% .00 .00 365.00 1.5415535 535_.3..04 E/H SVC PROGRAMS 13,500.00 3.41 1,059.01 775.06 154.155365..3._6.000. 3.4% E/H SVC SFTWR LICENSE /SUPPORT 900.98 902.87 15415540 540000 E/H SVC SUPPLIES/EQUIPMENT 1,331.67 1,267.43 15415551 551000 E/H SVC VOLUNTEER TRAINING .00 39.00 1,54.15.57.1._5710.0..0_ E/H SVC MILEAGE REIMB 441.45 1,173.29 1.54.1_5.577577_540 E/H SVC MEAL DELIVERY SVC 5,593.00 5,593.00 1.5415578 5.78.OQ9 E/H SVC OTHER EXPENSES 37.94 1,065.00 15415578 578018 E/H SVC VOLUNTEER SUPPORT COST .00 .00 TOTAL EXPENSES 10,082.61 11,408.65 TOTAL HUMAN/ELDER SERVICES 153,540.48 160,434.63 0543 VETERANS 03 SALARIES 15433511.._511003, VETERANS SERVICE OFFICER 19,658.36 20,066.04 TOTAL SALARIES 19,658.36 20,066.04 LAST FYI ACTUALS .00 8,004.54 .00 -39,182.00 -3,000.00 149,086.04 817.64 170.03 1,292.78 904.56 1,338.83 .00 917.07 5,593.00 .00 119.53 11,153.44 160,239.48 25,043.51 25,043.51 Ibgnyrpts FOR PERIOD 99 CY CY REV PROJECTION PCT ACTUALS BUDGET LEVEL 2 CHANGE 15,771.70 48,400.00 50,050.00 3.4% 17,730.06 61,725.0.0 63,900.00 3.50 .00 .00 .00 .0% .00 -30,000.00 -30,000.00 .0% .00 -3,000.00 -3,000.00 .0% 138,429.38 194,800.00 201,500.00 3.4% 792.64 750.00 1,000.00 33.3% 677.99 800.00 800.00 .0% 760.88 1,500.00 1,500.00 0% .00 .00 .00 .0% 1,023.42 1,300.00 1,500.00 15.4% .00 500.00 500.00 .0% 468.31 1,200.00 1,200.00 .0% 5,593.00 5,800.00 5,800.00 .0% 906.51 1,000.00 1,000.00 .0% .00 200.00 200.00 .0% 10,222.75 13,050.00 13,500.00 3.41 148,652.13 207,850.00 215,000.00 3.4% 38,146.20 53,875.00 55,850.00 3.7% 38,146.20 53,875.00 55,850.00 3.7% 03/31/2016 15:16 (TOWN OF READING r blelacheur NEXT YEAR BUDGET HISTORICAL COMPARISON bgnyrpts PROJECTION: 20171 FY17 GENERAL FUND FOR PERIOD 99 ACCOUNTS FOR: PUBLIC SERVICES PRIOR FY3 PRIOR FY2 LAST FY1 CY CY REV PROJECTION PCT ACTUALS ACTUALS ACTUALS ACTUALS BUDGET LEVEL 2 CHANGE 05 EXPENSES 15435530 530512_ VETERANS ADMINISTRATION SVCS 296.86 192.00 .00 .00 .00 .00 .0% 15435540_542302 VETERANS OFFICE SUPPLIES .00 459.48 129.28 142.34 500.00 500.00 15435571. VETERANS MILEAGE REIMBURSEMENT 170.89 320.04 500.00 500.00 .01 00 .00 TOTAL EXPENSES 296.86 651.48 300.17 462.38 1,000.00 1,000.00 .0% TOTAL VETERANS 19,955.22 20,717.52 25,343.68 38,608.58 54,875.00 56,850.00 3.6% 0544 VETERANS' AID 05 EXPENSES 154455.77..._..577.004 VETS AID MONTHLY BENEFITS 68,279.81 87,189.91 90,876.01 61,769.77 100,000.00 100,000.00 .0% 15445577 577501 VETS AID FUEL 19,147.14 21,468.83 19,995.31 12,842.46 20,000.00 22,000.00 10.0% 1544.5577__5.7750...2.. VETS AID DOCTOR 2,884.20 2,924.93 3,780.15 1,807.36 5,000.00 5,000.00 1544.5577___5 77503 VETS AID HOSPITAL 3,608.89 719.13 4,682.94 2,797.20 5,000.00 5,000.00 .0% 1544,5.5.775775.04 VETS AID MEDICARE PART B 18,752.40. 23,248.42 24,335.27 17,862.36 25,000.00 27,500.00 10.0% 15445577 577505 VETS AID MEDIGAP 26,026.83 27,903.81 27,026.57 21,301.60 25,000.00 28,000.00 12.0% 1544557.7 577.5.06 VETS AID MEDICAL BENEFIT 25,988.91 12,360.43 13,738.83 7,555.17 20,000.00 20,000.00 .0% 1_.5.44557.7 5775. 07 VETS AID DURABLE MEDICAL 2,652.76 3,034.58 2,168.97 483.85 4,000.00 4,000.00 .0% 1.544557.7__5.77.5.0.8 VETS AID ONE TIME BENEFIT 2,000.00 3,781.00 .00 1,134.38 4,000.00 4,000.00 .0% 15445577 577509 VE'T'S AID SHELTER .00 280.00 .00 .00 2,000.00 2,000.00 .0% 15445577 577511 VETS AID DENTAL 425.60 .00 228.49 639.00 3,000.00 3,000.00 .0% 154.45.577.5775.1,2 VETS AID AMBULANCE 150.00 429.91 346.45 541.26 2,000.00 2,000.00 .0% 154.4_5.57757,75.13. VETS AID EYE GLASSES 945.96 708.40 558.72 135.00 2,500.00 2,500.00 .0% 15445577 577514 VETS AID MEDICARE PART D 3,228.20 2,035.14 2,429.37 2,353.35 2,500.00 4,000.00 60.0% 15445577 577515 VET BENEFITS HEARING AIDS 1,550.00 .00 3,750.00 2,815.00 5,000.00 5,000.00 1_5445577577516 VETS AID CH115 RETRO BENEFIT .00 758.20 4,805.83 1,518.10 .00 2,000.00 .0% 70 03/31/2016 15:16 COMM SVC DIR/ASST DEPT HEAD TOWN OF READING 71,370.00 blelacheur 143.03._511__5.11012 NEXT YEAR BUDGET HISTORICAL COMPARISON PROJECTION: 20171 FY17 GENERAL FUND 16.3.035.11„_51.147,3. ACCOUNTS FOR: ADMINISTRATOR 236,000.00 40,920.53 PUBLIC SERVICES PRIOR FY3 PRIOR FY2 LAST FY1 76.14 ACTUALS ACTUALS ACTUALS TOTAL EXPENSES 175,640.70 186,842.69 198,722.91 TOTAL VETERANS' AID 146,038.75 96,021.22 140,575.00 175,640.70 186,842.69 198,722.91 0630 RECREATION 147,640.01 03 SALARIES 16303.511__511.0_03. COMM SVC DIR/ASST DEPT HEAD PROJECTION 71,370.00 73,854.30 143.03._511__5.11012 RECREATION CLERK 135,,555.86 34,378.54 35,575.44 16.3.035.11„_51.147,3. RECREATION ADMINISTRATOR 236,000.00 40,920.53 42,526.11 16303511 515000 RECREATION WAGES OVERTIME 76.14 970.94 549.27 163.0351_1___5_16.0..5_.0. RECREATION OUT OF GRADE WORK 96,021.22 .00 .00 TOTAL SALARIES 146,038.75 96,021.22 140,575.00 147,640.01 152,505.12 TOTAL RECREATION 147,640.01 152,505.12 0691 HISTORICAL COMMISSION O5 EXPENSES 1.6.915_.5.40.,_5....40.0,00 HISTORICAL SUPPLIES/EQUIPMENT _ 782.95 87.26 TOTAL EXPENSES 782.95 87.26 TOTAL HISTORICAL COMMISSION 782.95 87.26 TOTAL PUBLIC SERVICES 1,191,302.84 1,276,418.84 IbgnyrptL FOR PERIOD 99 CY CY REV PROJECTION PCT ACTUALS BUDGET LEVEL 2 CHANGE 135,,555.86 225,000.00 236,000.00 4.9% 135,555.86 225,000.00 236,000.00 4.9% 78,491.63 62,528.18 82,175.00 85,050.00 3.5% 19,570.80 .00 .00 .00 .0% 46,341.58 32,833.70 55,900.00 57,875.00 3.5% 1,558.60 659.34 2,000.00 2,500.00 25.0% 76.14 .00 500.00 .00 -100.0% 146,038.75 96,021.22 140,575.00 145,425.00 3.5% 146,038.75 96,021.22 140,575.00 145,425.00 3.5% 306.01 41.50 1,500.00 1,500.00 .01-. 3.06.01 41.50 1,500.00 1,500.00 .0% 306.01 41.50 1,500.00 1,500.00 .0% 1,336,685.01 1,180,073.75 1,606,500.00 1,621,125.00 .9% 71 Finance Department FY17 Budget The Finance Department's FY17 budget is decreased by 7.6% when compared to the previous year. However without an $88,000 expense for the Board of Assessors to conduct a triennial revaluation in FY16, this change is actually up 3.1%. Overview In the Finance department, the Town Accountant also serves as the Finance Director and department head, while the Treasurer -Collector is the assistant department head. Note the independence of the Accounting, Treasury and Assessing divisions are maintained with this structure. Note also that the Town Accountant reports to the Board of Selectmen and not to the Town Manager, which helps maintain this independence. Accounting: This division is under the direction of the Town Accountant and is responsible for maintaining financial records for the Town, Schools and Light Department. These records facilitate the preparation of financial reports and schedules that provide 72 meaningful, accurate information for comparability and for management's decision making process. Accounting ensures that all financial transactions are in compliance with legal requirements and are properly recorded on a timely basis. Assessors: Assessment of property is the first step in the process of tax revenue collection for the Town of Reading. The Assessment Division's function is to provide for the fair and equitable assessment of all taxable real and personal property. A three-member Board of Assessors sets policy for this division. Starting in FY16 Board members are appointed by the Board of Selectmen as changed by the Town Charter in FY15. Reading continues sharing the Assessor position with the town of Wakefield. 1340 260 240 PROPERTY TAX EXEMPTIONS FY10 FY11 FY12 FY13 FY14 FY15 Taxpayers eligible forforms of property tax exemptions have declined over the past few years. Veterans have shown the largest decline from 178 to 131 followed by equal declines in financial elgibility (down from 68to 43) and other (down from 56 to 31). FY16 FY17 Change Accounting $191,650 $198,950 +3.8% Assessors* 230,300 147,625 -35.9% Finance 423,825 434,725 +2.6% TOTAL $845,775 $781,300 -7.6% *exclude reval 757,775 781,300 +3.1 Overview In the Finance department, the Town Accountant also serves as the Finance Director and department head, while the Treasurer -Collector is the assistant department head. Note the independence of the Accounting, Treasury and Assessing divisions are maintained with this structure. Note also that the Town Accountant reports to the Board of Selectmen and not to the Town Manager, which helps maintain this independence. Accounting: This division is under the direction of the Town Accountant and is responsible for maintaining financial records for the Town, Schools and Light Department. These records facilitate the preparation of financial reports and schedules that provide 72 meaningful, accurate information for comparability and for management's decision making process. Accounting ensures that all financial transactions are in compliance with legal requirements and are properly recorded on a timely basis. Assessors: Assessment of property is the first step in the process of tax revenue collection for the Town of Reading. The Assessment Division's function is to provide for the fair and equitable assessment of all taxable real and personal property. A three-member Board of Assessors sets policy for this division. Starting in FY16 Board members are appointed by the Board of Selectmen as changed by the Town Charter in FY15. Reading continues sharing the Assessor position with the town of Wakefield. 1340 260 240 PROPERTY TAX EXEMPTIONS FY10 FY11 FY12 FY13 FY14 FY15 Taxpayers eligible forforms of property tax exemptions have declined over the past few years. Veterans have shown the largest decline from 178 to 131 followed by equal declines in financial elgibility (down from 68to 43) and other (down from 56 to 31). TAX ABATEMENTS j 160 - -- ---- i 140 24,400 120 _.. --- 100 100 24,000.: 80 -- _ ..----........_ 60 B = 40— — ---- 20. _ _.... --.------------ ----------- _— --- 0 23,200 a E FY10 FY11 FY12 FY13 FY14 FY15 142,200 Fax abatements have shown 3 sharp decline as a new -egional assessor has brought 3 more standardized approach. Vote that abatements are ost revenue when granted. 1 MOTOR VEHICLE EXCISEBILLS .00 Change 24,400 #s 24,200 asa; 24,000.: 60,100 �s 23,800 B = �ry •00 y` h. ,00 • 23,200 a E 23,000 142,200 22,800 +3.2% .00 The number of excise bills have increased steadily during the past few years, roughly in line with the population growth from some large condo/apartment dwellings. This equates to about two vehicles per dwelling. 73 General Finance: Collections is responsible for collecting all taxes and other charges (including water/sewer/storm water bills). They also receive and process all deposits (such as schools and recreation). Treasury is responsible for providing the .cash for the operation of all Town, School and Light Department functions on a timely basis. In addition, it conducts all borrowing and investing activities. Payroll for the Town, School and RMLD departments are all processed `in-house' through this division. Staffing (11.4 FTEs; unchanged) t ."a Pnc+c "'U SSn 4-1 1 °/ Wages FY16 FY17 Change Accounting $188,150 $194,700 +3.5% Assessors 60,100 62,125 +3.4% Finance 367,325 377,725 +2.8% TOTAL $615,575 $634,550 +3.1% Staffing within the Finance department remains consistent with the prior year. The increases in the individual divisions are related to salary increases. For expenses, FY16 triennial revaluation does not continue through FY17. FvnPnePQ N1,16 7rsO- -1610M Expenses FY16 FY17 Change Accounting $3,500 $4,250 +21.4% Assessors* 170,200 85,500 -49.8% Finance 56,500 57,000 +0.9% TOTAL $230,200 $146,750 -36.3% *exclude reval 142,200 146,750 +3.2% 03/31/2016 15:16 (TOWN OF READING P bgnyrpts 1S blelacheur NEXT YEAR BUDGET HISTORICAL COMPARISON PROJECTION: 20171 FY17 GENERAL FUND FOR PERIOD 99 ACCOUNTS FOR: FINANCE PRIOR FY3 PRIOR FY2 LAST FY1 CY CY REV PROJECTION PCT ACTUALS ACTUALS ACTUALS ACTUALS BUDGET LEVEL 2 CHANGE 0135 TOWN ACCOUNTANT 03 SALARIES 11353 3 5.1.1,51-1-0,01. TOWN ACCOUNTANT 100,831.90 . 111,770.28 105,592.53 78,356.65 109,750.00 113,650.00 3.6% 11.353511 511006 ACC RETIRE ADMIN .0% 5,428.08 .00 .00 .00 .00 .00 11353511 511.0.10 ACC ADMINISTRATIVE ASSISTANT 27,015.46 28,345.37 35,065.37 24,287.42 42,825.00 44,400.00 3.7% 113535.1.1 511012 ACC CLERK 25,783.85 28,820.28 19,966.39 .00 .00 .00 .0% . 11353.511 51101.4, ACC SR ADMIN ASSISTANT 00 .00 14,588.48 _ 23,302.33 32,525.00 33,650.00 3.5% 11353511 511020 ASSISTANT TOWN ACCOUNTANT .00 1,999.92 2,013.00 1,448.40 2,000.00 2,000.00 .0% ._11353511 5 150.0 0 ACCOUNTING OVERTIME .00 1,683.04 668.43 170.06 1,050.00 1,000.00 -4.8% TOTAL SALARIES 159,059.29 172,618.89 177,894.20 127,564.86 188,150.00 194,700.00 3.5% 05 EXPENSES 11355531 531000 ACCTING PROF DEV/TRAINING 570.00 1,011.61 1,715.50 1,062.33 2,000.00 2,500.00 25.0% 1135553/ 5310.9..0.1 ACCTING PROF DEV REGISTRATION 35.00 506.00 493.00 35.00 500.00 500.00 .0% 11355.531531091 ACCTING PROF DEV - TRAVEL 243.74 194.60 217.06 565.60 500.00 500.00 .0% 11355542 54.2.0_QQ ACCTING OFFICE SUPP 169.71 177.86 745.43 208.84 500.00 750.00 50.0% TOTAL EXPENSES 1,018.45 1,890.07 3,170.99 1,871.77 3,500.00 4,250.00 21.4% TOTAL TOWN ACCOUNTANT 160,077.74 174,508.96 181,065.19 129,436.63 191,650.00 198,950.00 3.8% 0141 BOARD OF ASSESSORS 03 SALARIES 114135...1.1 51.10.0.3.. ASSESSOR 8,428.57 .00 .00 .00 .00 .00 .0% 1_1.413..5.11___511.0..08 ASSISTANT ASSESSOR 45,678.09 51,267.19 54,607.32 17,855.14 60,100.00 58,125.00 -3.3% 11413.5.1.1,51102.2_ ASST ASSESSOR STIPEND .00 .00 .00 1,076.95 .00 4,000.00 .0% 11413511 515000 ASSESSORS WAGES OVERTIME 00 .00 117.77 .00 .00 .00 .0% 74 03/31/2016 15:16 (TOWN OF READING r 1° gnyrpts blelacheur NEXT YEAR BUDGET HISTORICAL COMPARISON .b PROJECTION: 20171 FY17 GENERAL FUND FOR PERIOD 99 ACCOUNTS FOR: FINANCE PRIOR FY3 PRIOR FY2 LAST FYI CY CY REV PROJECTION PCT ACTUALS ACTUALS ACTUALS ACTUALS BUDGET LEVEL 2 CHANGE TOTAL SALARIES 54,106.66 51,384.96 54,607.32 18,932.09 60,100.00 62,125.00 3.40 05 EXPENSES 11...415530. 5300.0...0.. ASSESSOR PERS PROP INSPECTIONS .00 17,510.75 6,500.00 .00 6,700.00 7,500.00 11.9% 1.1415530 5301.0.0 ASSESSOR ADVERTISING 290.75 .0% .00 .00 .00 .00 .00 11415530 530190 ASSESSORS REVALUATION 3,000.00 25,067.50 .00 7,679.00 88,000.00 .00 -100.0% 11415530 530191 ASSESSORS APPRAISALS 5,000.00 5,000.00 .0% .00 .00 .00 .00 1141553_0 5305.12. ASSESSORS ADMINISTRATION SVCS 51,130.78 52,093.79 55,471.17 .00 62,500.00 65,000.00 4.0% 11.4,155315310.0.0. ASSESS PROF DEV/TRAINING 485.00 1,194.41 803.58 120.00 2,500.00 2,500.00 .0% 11415.53.1._...5..3_1,Q10. ASSESS DUES AND MEMBERSHIPS 410.00 625.00 240.00 200.00 1,000.00 1,000.00 .0% 11415531 531050 ASSESSORS PUBLICATIONS 1,337.10 .00 380.00 .00 2,000.00 1,500.00 -25.0% 11_4.15_531._5.3.10.9.1. . . .. ASSESS PROF DEV - TRAVEL 362.83 786.63 225.84 64.40 500.00 1,000.00 100.0. 114.1.5.5..42_542..0.0.0 ASSESSORS OFFICE SUPP 188.95 500.00 500.00 .0% 240.00 .00 .00 1_141.557157_1000 ASSESSORS MILEAGE REIMBURSEMEN 518.25 552.07 619.04 24.15 1,500.00 1,500.00 .0. TOTAL EXPENSES 57,483.96 97,830.15 64,239.63 8,567.25 170,200.00 85,500.00 -49.8. TOTAL BOARD OF ASSESSORS 111,590.62 149,215.11 118,846.95 27,499.34 230,300.00 147,625.00 -35.9% 0145 FINANCE 03 SALARIES 11453511 511005 TREAS-COLL/ASST DEPT HEAD 78,714.59 81,887.15 86,845.62 64,706.07 88,950.00 92,150.00 3.6% 114_53.511511.0..07. . FINANCE ASST TREAS/COLE 104,360.60 107,764.78 111,670.08 91,284.70 120,000.00 123,500.00 2.9, 11453_511_..511010. FIN ADMINISTRATIVE ASSISTANT 40,825.38 42,196.86 43,738.86 32,453.02 45,500.00 47,075.00 3.5. 11453511 511012 FIN CLERK 126,656.96 104,972.27 99,723.84 70,577.58 .105,875.00 108,000.00 2.0% 11453511 515000 FINANCE OVERTIME 3,201.68 2,316.92 365.02 1,308.52 7,000.00 7,000.00 .0% 114.5.3,51..7__5..170.17, FINANCE LEAVE BUYBACK .00 .00 .00 16,011.15 .00 .00 .0% 75 03/31/2016 15:16 TOWN OF READING bgnyrpts blelacheur INEXT YEAR BUDGET HISTORICAL COMPARISON FOR PERIOD 99 PROJECTION: 20171 FY17 GENERAL FUND ACCOUNTS FOR: FINANCE PRIOR FY3 PRIOR FY2 LAST FY1 CY CY REV PROJECTION PCT ACTUALS ACTUALS. ACTUALS ACTUALS BUDGET LEVEL 2 CHANGE TOTAL SALARIES 353,759.21 339,137.98 342,343.42 276,341.04 367,325.00 377,725.00 2.8% 05 EXPENSES 1._145553_0. 5301 Q.5 FINANCE PRINTING FORMS ETC 15,633.43 15,272.46 14,819.37 7,811.88 16,000.00 16,500.00 3.1% 11455530 530110 FINANCE TAX TITLE 15,423.80 16,733.56 9,055.26 4,489.88 15,000.00 15,000.00 114555_30 5301..11 FINANCE BANKING SERVICES 13,529.07 13,918.68 13,211.18 6,323.03 15,000.00 15,000.00 1_1455531 531.00.0 FINANCE PROF DEV TRAINING 2,541.13 339.00 180.00 2,800.00 2,800.00 .0% .11.45S,531---5310-10 3,296.23 FINANCE PROFDEV DUES/MEMBER 185.00 185.00 1,200.00 1,200.00 Oo 1,332.60 690.00 11455531 531091 FINANCE PROF DEV TRAVEL 1,705.46 1,037.30 290.22 618.54 1,500.00 1,500.00 11.4-5551-0,54000 0.. FINANCE SUPPLIES/EQUIPMENT 00 .00 0% 2,486.19 2,164.19 .00 .00 1...145554.E 542000 FINANCE OFFICE SUPP 4,903.29 3,071.23 2,870.06 2,409.36 5,000.00 5,000.00 .0% TOTAL EXPENSES 58,310.07 55,428.55 40_,770.09 22,017.69 56,500.00 57,000.00 .9a TOTAL FINANCE 412,069.28 394,566.53 383,113.51 298,358.73 423,825.00 434,725.00 2.6% TOTAL FINANCE 683,737.64 718,290.60 683,025.65 455,294.70 845,775.00 781,300.00 -7.6% 76 Public Safety FY17 Budgets Overview The Public Safety budget consists of the Police Department, shared Dispatch, the Reading Coalition Against Substance Abuse (RCASA) and Fire/Emergency Management Department. Each year Town Meeting votes both a total salary and expense line for the combination of all of these functions. The total budget for Public Safety for FY17 is $9,953,350 which is a 3.6% increase from the FY16 budget. 77 Wages ($9,500,350 +3.5%) 11,71 FTVv (-0_4 or -0.4%%) Wages FY16 FY17 Change Police $4,597,425 $4,796,250 +4.3% RCASA grant funded grant funded Dispatch 536,925 565,150 +5.3% Fire/EMS 4,473,104 4,591,950 +2.7% TOTAL $9,607,454 $9,953,350 +3.6% The Public Safety budget consists of the Police Department, shared Dispatch, the Reading Coalition Against Substance Abuse (RCASA) and Fire/Emergency Management Department. Each year Town Meeting votes both a total salary and expense line for the combination of all of these functions. The total budget for Public Safety for FY17 is $9,953,350 which is a 3.6% increase from the FY16 budget. 77 Wages ($9,500,350 +3.5%) 11,71 FTVv (-0_4 or -0.4%%) Wages FY16 FY17 Change Police $4,352,825 $4,533,550 +4.2% RCASA grant funded grant funded Dispatch 512,075 539,650 +5.40/, Fire/EMS 4,310,550 4,427,150 +2.7% TOTAL $9,175,450 $9,500,350 +3.5% Expenses ($453,000 +4.9%) Expenses FY16 FY17 Change Police $244,600 $262,700 +7.4% RCASA grant funded grant funded Dispatch 24,850 25,500 +2.6% Fire/EMS 162,554 164,800 +1.4% TOTAL $432,004 $453,000 +4.9% Please see the following budget sections on Police, Fire/EMS and Dispatch for more information. Police Department FY17 Budget Overview The Reading Police Department budget for FY17 is funded at $4,796,250 or +4.3% when compared to FY16. Over 95% of this budget is spent on personnel. As the prior table shows, there has been a slight reduction in the calls for service in recent years. The department has recently implemented a new software system that will allow close examination of data such as this in order to try to determine cause -and -effect, as well as to study different Community Policing efforts and their results. Reading remains rated as one of the safest communities in the state by many outside surveys - an observation the department is both proud of and works very hard at. Staffing (46.2 FTEs; decrease of 0.9 FTE) Wages ($4,533,550; +4.2%) In the FY17 budget, the Police Department is budgeted for 42 sworn officers (unchanged from FY16) two civilian office employees, a civilian part-time Parking Enforcement Officer and the Animal Control position is proposed as a shared regional arrangement with North Reading.. Note that the Chief's hours are expanded to 40 per week which accounts for the majority of that line increase. This work schedule is now in line with all other professional positions in the department. Expenses ($262,700; +7.4%) An expected increase in the cost of the two annual police cruisers plus training costs that have trended higher in recent years explain the increase in this expense budget. Dispatch The Reading Public Safety Dispatch budget request for FY17 is funded at $565,150, a 5.3% increase compared with FY16. Over 95% of this budget is spent on personnel. Staffing (11 FTEs; unchanged) Wages ($539,650; +5.4%) Dispatch currently is staffed with ten civilian Tele communicators and one civilian Head Dispatcher who works several shifts per week as a Tele communicator and oversees the administration of the Dispatch center. In addition to Town funding, $50,000 in 911 grant funds are used to offset existing salaries. The largest driver of the +5.4% change is an increase to the OT line item. Each year this field becomes more complex due to changes in technology and in the Emergency Medical Dispatch requirements. The Reading Dispatch Center is in compliance with all requirements. Expenses ($25,500; +2.6%) There are very few changes proposed in this budget for FYI 7. 79 Reading Coalition Against, Substance Abuse (RCASA) The grant funding for the Reading Coalition Against Substance Abuse (RCASA) declines in FY 17 and so does the staffing. The Youth Coordinator position is eliminated and the hours of the Outreach Coordinator are reduced, in order for RCASA to be fully grant funded for FYI 7. 03/31/2016 16:40 (TOWN OF READING r bgnyrpts 1 blelacheur NEXT YEAR BUDGET HISTORICAL COMPARISON FOR PERIOD 99 . PROJECTION: 20171 FY17 GENERAL FUND ACCOUNTS FOR: PUBLIC SAFETY PRIOR FY3 PRIOR FY2 LAST FY1 CY CY REV PROJECTION PCT ACTUALS ACTUALS ACTUALS ACTUALS BUDGET LEVEL 2 CHANGE 0210 POLICE 03 SALARIES 12103.5.1.1. 511.00.3. POLICE CHIEF 138,707.57 143,460.54 149,907.93 121,342.09 156,675.00 165,900.00 5.90 12103511 511010 POL ADMINISTRATIVE ASSISTANT 38,170.12 .00 .00 Oo .00 49,700.93 51,484.34 12103._511.511-11. POL ADMINISTRATIVE SECRETARY 41,609.71 29,987.70 42,925.00 44,600.00 3.9a .00 39,893.87 12103..511.5110.12 POL CLERK .00 .0% 85,408.02 .00 .00 .00 .00 121.0.351__1___5110.1.4. POL SENIOR ADMIN ASSISTANT 53,075.00 55,250.00 4.10 00 .00 .00 .00 12103511 511021 DEPUTY POLICE CHIEF .00 29,477.12 131,196.02 67,227.82 138,125.00 143,500.00 3.90 103S11-5112.3.1 POLICE LIEUTENANTS 316,009.19 314,798.11 398,553.40 262,413.49 353,000.00 370,900.00 5.1% 121.03 51.1 511.2.32 POLICE SERGEANTS 587,900.84 630,031.35 740,085.25 581,760.60 781,000.00 836,300.00 7.1% 12.10351.1 51.123.3 POLICE OFFICERS 1,722,572.84 1,797,635.48 1,571,295.12 1,228,645.32 1,680,350.00 1,737,400.00 3.4% 12103511 511234 POLICE DETECTIVES 407,073.08 417,126.75 610,699.28 448,177.44 634,200.00 649,700.00 2.40 12 103 511 511235 POLICE PARKING ENFORCEMENT 18,119.65 13,230.77 18,900.00 26,550.00 40.50 16,894.85 17,467.20 1.2.10.3.51_1...._5112.35 POLICE ANIMAL CONTROL 16,568.76 17,134.65 17,747.73 13,191.08 18,075.00 .00 -100.0% 12.1,03.5.1.1_5112.38_ POLICE SCHOOL TRAFFIC 115,306.33 114,910.26 119,696.21 87,633.91 131,000.00 153,450.00 17.1. 12.1_0.35.1_1_.51500-_ POLICE OVERTIME 421,030.04 287,799.62 267,489.05 234,535.83 315,000.00 320,000.00 1.6% 12103511 515210 POLICE TRAINING 14,211.75 17,475.06 18,405.36 9,317.06 21,500.00 21,500.00 Oo 1210.3...5.1151_`0.2_1.0. POLICE FITNESS STIPEND 3,000.00 3,750.00 5,250.00 6,000.00 5,500.00 6,000.00 9.10 1.2..1.03_51.1.__52u_120 STATE GRANT SUPPORT .00 .0% -1,798.00 .00 .00 .00 .00 12.10351.2_._.5.1.2205 POLICE CELL MONITORS 3,500.00 21500.00 -28.6% 539.78 .00 .00 .00 12103517 517017 POLICE BUYBACK 25,190.46 70,165.80 .00 .00 Oo 16,753.60 .00 TOTAL SALARIES 3,860,178.65 3,880,660.94 4,166,729.51 3,211,799.03 4,352,825.00 4,533,550.00 4.2% O5 EXPENSES 12105521 521392 POLICE WIRELESS COMMUNICATION 00 -399.00 .00 .00 .00 .00 .0°s 03/31/2016 16:40 OF READING Ibgnyrpts blelacheur (TOWN NEXT YEAR BUDGET HISTORICAL COMPARISON FOR PERIOD 99 PROJECTION: 20171 FY17 GENERAL FUND ACCOUNTS FOR: PUBLIC SAFETY PRIOR FY3 PRIOR FY2 LAST FY1 CY CY REV PROJECTION LEVEL 2 PCT CHANGE ACTUALS ACTUALS ACTUALS ACTUALS BUDGET 1.110552_4_512,40 011. POLICE VEHICLE REPAIR 4,077.82 5,727.89 10,500.00 10,000.00 -4.8% 10,546.78 7,076.37 121055.24 524201 POLICE WEAPONS MAINTENANCE 8,316.04 9,500.00 9,500.00 .01-. 16,819.00 15,571.84 532.81 12105524 524271 POLICE CONT MAINTSVC EQUIPMENT 3,638.00 4,500.00 4,750.00 5,000.00 5.3% 7,518.90 2,118.90 12105530. 5300.00 POLICE PROF/TECH SV 500.00 500.00 .0% 82 75 00 .00 .00 12105530 530422 POLICE KENNEL BOARDING 900.00 .00 -100.0% .00 .00 .00 .00 12105530 530423 POLICE SPECIAL INVESTIGATION 402.13 1,000.00 1,000.00 .0% 672.38 90.00 226.00 12105530 5.30424 REGIONAL ANIMAL CONTROL 50,000.00 50,000.00 .0% .00 .00 00 .00 12105.531 531000. POLICE PROF DEV/TRAINING 1,308.79 713.04 6,000.00 6,500.00 8.3% 2,908.00 4,595.44 12.10553.1 5310.10. POLICE DUES AND MEMBERSHIPS 12,944.00 11,333.00 12,500.00 13,000.00 4.0% 13,567.74 10,704.00 1210553153-109-Q POLICE PROFDEV- REGISTRATION 750.00 4,000.00 4,000.00 .01-. 515.00 1,145.00 50.00 12105531 531091 POLICE REIMBURSEMENTS 3,648.40 10,525.53 3,750.00 5,000.00 33.3% 4,998.05 8,492.76 12105531 5312.10. POLICE OFFICER TRAINING 16,380.00 16,252.00 3,775.00 6,500.00 17,000.00 161.5°% 12_10__5540__54.00.00. 22,895.00 POLICE SUPPLIES/EQUIPMENT 1,574.03 832.29 2,500.002,000-00 -20.0% 3,073.26 1,216.97 12,10._5.540._54021.5 POLICE BICYCL SUPPL AND EQUIP00 00 00 2,000.00 .0% .00 .00 12105540 540221 POLICE COMMUNICATIONS EQUIP 4,291.02 10,000.00 7,500.00 -25.0% 8,076.28 1,915.00 4,266.30 12105540 540,23.1 POLICE RADAR UNIT 994.06 717.75 6,500.00 5,000.00 -23.1% 878.36 585.00 1.2105540 54.0281. POLICE PARK PROGRAM SUPPLIES 6,677.00 6,274.50 8,000.00 8,000.00 .0% 7,003.03 4,245.00 12105540 5402$2, POLICE PUBLIC SAFETY SUPPLIES 6,474.02 826.45 7,500.00 7,500.00 .01 4,350.17 1,223.32 12105540 540525 POLICE MEDICAL SUPPLIES .0.0 2,000.00 .0% .00 .00 .00 .00 12105542 542000 POLICE OFFICE SUPP 8,292.45 18,022.96 12,403.90 12,187.70 12,000.00 12,000.00 .0% 12105.5..42 54212_0 POLICE FURNISHINGS 4,374.00 1,999.00 1,726.00 2,206.00 2,000.00 2,000.00 .0% 1210554.2 5421.25 POLICE PHOTOCOPY LEASE .00 .00 .0% 779.00 .00 .00 .00 12105542 542127 POLICE POSTAGE 1,437.43 1,476.71 1,532.69 1,106.14 1,600.00 1,600.00 .0% 12105554 554000 POLICE UNIFORMS AND CLOTHING 8,716.19 6,000.00 6,000.00 .0% 42,194.81 44,729.64 6,187.91 12.105558_._5_58_0.00. CROSSING GUARD SUPPLIES .00 1,000.00 .0% .00 .00 .00 .00 12105578 578000_ POLICE OTHER 03/31/2016 16:40 'SOWN OF READING Ibgnyrpts blelacheur (NEXT YEAR BUDGET HISTORICAL COMPARISON FOR PERIOD 99 PROJECTION: 20171 FY17 GENERAL FUND ACCOUNTS FOR: PUBLIC SAFETY PRIOR FY3 PRIOR FY2 LAST FYI CY CY REV PROJECTION LEVEL 2 PCT CHANGE ACTUALS ACTUALS ACTUALS ACTUALS00 BUDGET 00 00 .00 .00 45.24 12.105.578. 57$2.5_.0. POLICE FOOD FOR PRISONERS 210.00 600.00 600.00 235.93 305.00 325.77 12.1055$0. 580250 POLICE EQUIP CRUISERS 65,024.37 51,200.00 54,868.50 78,000.00 84,000.00 7.70 56,482.99 TOTAL EXPENSES 217,302.31 206,917.28 136,084.74 138,279.17 244,600.00 262,700.00 7.4% TOTAL POLICE 4,077,480.96 4,087,578.22 4,302,814.25 3,350,078.20 4,597,425..00 4,796,250.00 4.3% 03/31/2016 16:40 (TOWN OF READING z blelacheur NEXT YEAR BUDGET HISTORICAL COMPARISON bgnyrpts PROJECTION: 20171 FY17 GENERAL FUND FOR PERIOD 99 ACCOUNTS FOR: PUBLIC SAFETY PRIOR FY3 PRIOR FY2 LAST FYI CY CY REV PROJECTION PCT ACTUALS ACTUALS ACTUALS ACTUALS BUDGET LEVEL 2 CHANGE 0215 DISPATCHERS 03 SALARIES 1.21535_11_ 51100_ PUB SAFETY DISPATCHERS 338,983.00 331,672.53 322,168.30 310,229.87 444,000.00 463,000.00 4.3% 12153511 511003 HEAD PUB SAFETY DISPATCHER 58,122.25 60,113.56 64,521.20 49,430.36 69,075.00 71,650.00 3.7% 1215351.1,515. 000 DISPATCHER OVERTIME 61,634.30 66,133.43 91,263.59 36,805.93 49,000.00 55,000.00 12.20 1.21535_11. 5152..1..0. DISPATCH OT TRAINING .00 .0% 00 655.68 -688.95 .00 .00 1.2153511 596..12.0 DISPATCH E911 GRANT SUPPORT -50,000.00 -50,000.00 .0% -50,000.00 -50,000.00 -50,000.00 .00 12153512. 51 000 DISPATCH WAGES TEMP 1,670.79 1,396.66 13,324.38 .00 .00 .00 .0% 12153517 5170.17. DISPATCH LEAVE BUYBACK 1,917.12 .00 .00 .0% .00 .00 .00 TOTAL SALARIES 410,410.34 409,971.86 440,588.52 398,383.28 512,075.00 539,650.00 5.40 OS EXPENSES 12155524 `24000 DISPATCH MAINT CONTRACT/REPAIR 00 .0% .00 117.00 00 .00 .00 12„15552.4, 5242.60 DISPATCH VIDEO SURV MAINT 2,750.00 2,500.00 -9.1% 724.63 1,395.00 11,049.00 .00 12755524 524271 DISPATCH EQUIP MAINT & REPAIR 4,196.29 3,200.00 3,500.00 9.4% 4,756.98 .00 .00 1.21555.81 531000 DISPATCH PROF DEV/TRAINING 250.00 1,500.00 2,000.00 33.3% 557.85 1,399.15 261.00 12155531 531091 DISPATCH PROF DEV TRAVEL 295.32 1,000.00 1,000.00 .0% 878.87 1,368.93 441.45 1..21S553.6 53.00.00 DISPATCH SOFTWARE LICEN & SUPP 1,728.46 1,890.00 3,978.99 3,130.00 2,300.00 2,500.00 8.70 12..15554.0 540.2.2..1. DISPATCH COMM EQUIP 4,015.18 4,351.03 5,752.92 1,644.24 6,000.00 6,000.00 .0% 1.21.55542,_54.2.000 DISPATCH OFFICE SUPP 958.88 17.45 .00 .00.01-. 2,320.36 106.44 1215555455400Q DISPATCH UNIFORMS AND CLOTHING 597.99 500.00 1,000.00 100.00 2,160.00 2,310.00 630.00 12155555 5550..0.0 DISPATCH TECHNOLOGY SUPP 3,700.00 3,500.00 -5.4% 205.00 .00 .00 .00 .1.2,1.5.5580._-5.800.00 DISPATCH EQUIPMENT 1,518.00 3,900.00 3,500.00 -10.3% 1,362.00 .00 .00 TOTAL EXPENSES 18,709.33 12,937.55 23,072.24 11,649.29 24,850.00 25,500.00 2.6% TOTAL DISPATCHERS y2q, i ��, b-7 �2�-j 96 . `f' I 48 3, w� 6 ql o, 032.J ") - 3 61 52S• od 545 l ��. 6) � S•� �/ 03/31/2016 16:40 TOWN OF READING blelacheur NEXT YEAR BUDGET HISTORICAL COMPARISON PROJECTION: 20171 FY17 GENERAL FUND ACCOUNTS FOR: PUBLIC SAFETY PRIOR FY3 PRIOR FY2 LAST FY1 ACTUALS ACTUALS ACTUALS 0216 RCASA 03 SALARIES 1216351.1 51122.9, 12163511 511521 ..1216351.1 511.56..9. .12163511_59611Q TOTAL SALARIES 05 EXPENSES 1216553.5 535.3.00 12165558 5585.45, 12165578_578545 TOTAL EXPENSES TOTAL RCASA .00 .00 RCASA COMMUNITY OUTREACH COORD 12,478.05 35,027.37 RCASA PROGRAM DIRECTOR 42,165.77 70,703.39 FED GRANT SUPPORT .00 -31,663.09 54,643.82 74,067.67 .0% & PROGRAM COSTS RCASA EVENT 400.00 66.47 RCASA SUPPLIES 499.17 500.00 RCASA OTHER EXPENSES 500.00 10.90 1,399.17 577.37 56,042.99 74,645.04 .00 45,918.72 74,791.44 -120,884.00 -173.84 1bgnyrpts FOR PERIOD 99 CY CY REV PROJECTION PCT ACTUALS BUDGET LEVEL 2 CHANGE 5,294.36 31,315.74 55,481.25 -54,207.48 37,883.87 25,697.00 49,426.00 76,798.00 -151,921.00 .00 .00 -100.00 37,325.00 -24.5% 80,400.00 4.7% -117,725.00 -22.5-'- 37,883.87 22.5% .00 .0% 500..04 .00 .00 .00 354.28 .00 .00 .00 .0% 34.16 .00 .00 .00 .0% 888.48 .00 .00 .00 .0% 714.64 37,883.87 .00 .00 .01-. Fire and Emergency Management FY17 Budget Overview The Reading Fire Department's budget for FY17 is for $4,591,950 which represents a 2.7% increase versus FY16. The salary portion is $4,427,150 and this represents 96.4% of the budget. The expense budget for $164,800 represents 3.6% of the budget. The FY17 budget will retain staffing and response at the present budgeted levels. The Reading Fire Department is responsible for four major functions: fire suppression, fire prevention, the emergency medical system and emergency management. This Department is also responsible to coordinate and apply for all reimbursements for State and Federal disaster declarations. Emergency Response: In calendar year 2015 the Fire Department responded to 3,507 emergency calls for assistance. Of these calls 2,166 involved some level of emergency medical response. A review of our Massachusetts Fire Incident Report data revealed fire responses have increased over calendar year 2014. In 2015 we responded to 38 fires defined as structure fires, 11 fires in mobile equipment and 39 outside fires in addition to the responses reflected in the chart to the right: Fire Department Fire Protection System Emergency Activity 2015 Activation Fires in Structures Smoke. investigation Mutual Aid FiresOutside Other Fires Public Assistance-�Vehicle 4 x• r plosion (No Fite)Electrical Equipmentr Carbon Monoxide HazardousCondition Specialized Rescue EMS Response Total Emergency Responses Calendar Year LU 15 Emergency Medical Response: Total emergency medical responses have increased over calendar year 2014. The most troubling statistic is the response to overdoses (chemical, poly -substance, prescription and substance abuse). In calendar year 2015 a total of 17 patients were treated with Narcan. Below is a graph showing the clinical impression for calendar year 2015 EMS responses: Pregnancy OB Delivery Obvious Death Syncope Seizure Poisoning Pediatric Psychological Emergency Overdose Medical Behavioral / Psychological Disorder Influenza/Pneumonia Respiratory Trauma Stroke Diabetic Emergency Altered Neurological Status Allergic Reaction Cardiac 0 50 100 150 200 250 300 350 400 450 Clinical Impression Calendar Year 2015 Ambulance Revenue: A total of $784,518 was collected in ambulance revenue in fiscal year 2015. This revenue is trending higher than last fiscal year due to increases in our ambulance fees. In FY 14 we collected $616,839 and in FY 13 ambulance revenues were $626,343. O Emergency Management The primary goal for Emergency Management is to identify areas of vulnerability to the community, to prepare for all disasters whether natural or manmade, to coordinate the response of a wide range of agencies and assist in the recovery phase. A secondary goal is to ensure the Town of Reading is in compliance with all Federal and State requirements to enable the community to remain eligible to receive reimbursement for Federal and State disaster declarations. Since 2001 we have seen an increase in storm events being eligible for reimbursements due to Federal disaster declarations. Over this period the Town of Reading and Reading Municipal Light Department has received a total of $1,221,528 in reimbursements for response and damage to infrastructure. Below is breakdown in revenue the Town of Reading has received since 2001. Staffing (49 FTEs; no change) Wage costs ($4,427,150; +2.7%) The FY17 budget does not propose any staffing changes. The Reading Fire Department's 49 full time employees are primarily organized around_ four Groups of Officers and Firefighters. The budget requests the funding of a Chief, Assistant Chief, Administrative Assistant, four Captains, five Lieutenants, thirty seven Firefighters and two part time Fire Alarm Technicians. Note that the Chief's hours are expanded to 40 per week which accounts for the majority of that line increase. This work schedule is now in line . with all other fire professional positions in the department. Retirements and staff turnover have caused differences M. in various line items. For example the cost of a new Lieutenant depends on the level of education and medical certification. Several years ago the department transitioned to offer Advanced Life Support (ALS). This service is of tremendous benefit to the community and to those passing through town. It also provides incremental ambulance fee revenues. However there is a cost associated with hiring ALS certified paramedics, which will place upward pressure on the Fire department wage budget for about another ten years until the staffing transition is complete. Expenses ($164,800; +1.4%) An increase in FY17 medical supplies are masked by a one-time FY 16 expense for the service of fire apparatus. Ambulance Revenue As shown previously, ambulance revenue collected has climbed to an all-time high just below $800,000. Note that all of these funds flow to the general fund and are available for a variety of uses, including the annual town and school budgets. 03/31/2016 16:40 TOWN OF READING r blelacheur (NEXT YEAR BUDGET HISTORICAL COMPARISON bgnyrpts PROJECTION: 20171 FY17 GENERAL FUND FOR PERIOD 99 ACCOUNTS FOR: PUBLIC SAFETY PRIOR FY3 PRIOR FY2 LAST FY1 CY CY REV PROJECTION PCT ACTUALS ACTUALS ACTUALS ACTUALS BUDGET LEVEL 2 CHANGE 0220 FIRE 03 SALARIES 1.22035.11. 51.1003. FIRE CHIEF 115,452.77 114,832.30 118,775.53 98,031.64 137,375.00 155,650.00 13.3% 12203511 511009 FIRE ADMINISTRATIVE ASSISTANT 20,540.25 .00 .00 .0% 45,025.62 46,631.67 48,280.96 12203511 511.014. SENIOR ADMIN ASSISTANT 16,176.00 53,075.00 56,300.00 6.10 .00 .00 .00 12.203511 51112.1 ASSISTANT FIRE CHIEF 100,800.00 116,500.00 15.6% .00 .00 .00 .00 12_2.035.1.1......_51124.1 FIRE CAPTAINS 370,810.06 370,474.85 381,962.55 313,712.80 429,250.00 448,700.00 4.5% 12'2.03511 511242 FIRE LIEUTENANTS 376,299.51 374,851.27 327,310.09 403,616.59 438,850.00 477;000.00 8.7% 1220351.1 5112.4.3 FIRE FIREFIGHTERS 2,336,503.19 2,432,597.82 2,543,731.53 1,856,770.27 2,752,700.00 2,764,500.00 .4% 12203.511,-.S 11246 FIRE ALARM 13,197.98 11,861.78 11,722.31 15,589.96 11,000.00 11,000.00 .0% .1.22_03.5.11--.-...5._1124.9 EMS DIRECTOR 3,653.89 7,500.00 7,500.00 .01-. .00 .00 .00 12203511 515000 FIRE OVERTIME 420,020.92 503,381.20 574,041.11 394,062.09 380,000.00 390,000.00 2.6% 1220351166,528.64 515200 FIRE HOLIDAY PAY 189,240.57 202,005.27 218,981.21 .00 .00 .0 % 12203517 51702.1 FIRE VACATION BUYBACK .00 .00 .0% 5,826.78 .00 .00 .00 TOTAL SALARIES 3,872,377.40 4,056,636.16 4,224,805.29 3,188,682.13 4,310,550.00 4,427,150.00 2.7% 05 EXPENSES 122,05521,5213-92, FIRE WIRELESS COMMUNICATION .00 .0% 430.72 .00 .00 .00 .00 12205.524 524..2.70. FIRE RADIO MAINT/REPAIRS 1,192.41 1,089.95 2,055.25 4,000.00 4,000.00 .0% 7,422.25 FIRE EQUIP MAINT/SVC/REPAIR 6,736.46 9,126.60 4,000.00 6,000.00 50.0% 7,328.65 4,166.91 12205524 524273 FIRE APPARATUS MAINT/SVC/REPAI 48.41 6,273.46 6,254.46 1,000.00 -84.0% 4,996.03 3,359.84 1220.5.5_24 5242.7.5. FIRE ALARM MAINT/REPAIR -745.24 3,000.00 3,000.00-6 237.85 1,524.13 89.93 FIRE HOSE REPLACEMENT .00 .0% 1,572.45 .00 .00 .00 .00 12.2.0.5.53.0_530022. AMBULANCE BILLING SERVICES 2,231.05 11,574.93 25,460.09 20,562.02 31,500.00 32,000.00 1.6% 12205531 531000 FIRE PROF DEV/TRAINING .00 .0% .00 1,068.40 800.00 .00 .00 03/31/2016 16:40 TOWN OF READING r o bgnyrpts blelacheur ,NEXT YEAR BUDGET HISTORICAL COMPARISON FOR PERIOD 99 PROJECTION: 20171 FY17 GENERAL FUND ACCOUNTS FOR: PUBLIC SAFETY PRIOR FY3 PRIOR FY2 LAST FY1 CY CY REV PROJECTION PCT ACTUALS ACTUALS ACTUALS ACTUALS BUDGET LEVEL 2 CHANGE 12.20553.1 531010. FIRE DUES AND MEMBERSHIPS 4,049.00 3,780.00 2,500.00 3,525.00 3,100.00 3,100.00 .0% 12205531_531050 FIRE PUBLICATIONS 53.95 127.90 604.00 53.95 500.00 500.00 .0% 12205531 531090 FIRE PROFDEV- REGISTRATION 335.00 1,100.00 1,100.00 214.00 889.00 909.00 12205531 531220 FIRE FIREFIGHTER TRAINING 7,061.51 5,551.15 6,803.05 5,635.11 6,000.00 6,000.00 .0% 12205540. 54.0.0.0.9 FIRE SUPPLIES/EQUIPMENT 892.25 233.44 4,000.00 2,000.00 -50.0% 1,154.11 407.17 12205542 542000 FIRE OFFICE SUPP 187.88 711.53 550.19 313.42 2,000.00 1,000.00 -50.0% 12205550. 550000 FIRE ALS MEDICAL SUPPLIES 31,970.59 39,977.02 46,412.31 42,797.79 36,000.00 43,000.00 19.4% 12.205550 550.2..90 FIRE AMBULANCE SERVICE 11,599.96 20,029.72 16,616.72 17,266.72 20,100.00 20,100.00 .0% 12205554. 55400...0 FIRE UNIFORMS AND CLOTHING 30,500.00 31,725.00 30,574.56 31,104.99 37,000.00 38,000.00 2.7% 122055.54 554.22_Q FIRE PROTECTIVE CLOTHING 4,133.47 2,077.43 2,933.81 1,522.37 2,000.00 2,000.00 .0% 1220.5578 578000 FIRE OTHER 955.14 168.29 2,832.05 339.72 1,000.00 1,000.00 .0% 1.2.205578 578052 FLAGS .00 .00 561.84 84.80 1,000.00 1,000.00 .0% TOTAL EXPENSES 116,098.61 128,330.83 146,414.62 140,484.40 162,554.46 164;800.00 1.4% TOTAL FIRE 3,988,476.01 4,184,966.99 4,371,219.91 3,329,166.53 4,473,104.46 4,591,950.00 2.7% TOTAL PUBLIC SAFETY 8,551,119.63 8,770,099.66 9,138,409.56 7,127,161.17 9,607,454.46 9,953,350.00 3.6% GRAND TOTAL 8,551,119.63 8,770,099.66 91138,409.56 7,127,161.17 9,607,454.46 9,953,350.00 3.6% ** END OF REPORT - Generated by Bob LeLacheur ** /0 • Public Works FY17 Budget The total Department of Public Works FY17 budget increases by 0.6% as shown in the table below: Total FY16 FY17 Change Engineering $443,000 $445,250 +0.5% Hwy&Equip. 1,534,500 1,552,650 +1.20/, Administration 348,312 355,875 +2.2% Storm Water 168,000 173,775 +3.4% Cemetery 209,900 225,400 +7.4% Pks & Forestry 577,950 596,705 +3.2% Divisions 3,281,662 3,349,655 +2.1% Snow/Lts/Trash 2,288,000 2,255,000 -1.4% Department 5,569,662 5,604,655 +0.6% Overview The Department of Public Works consists of several divisions including engineering, highway and equipment maintenance, general administration, storm water (not the enterprise fund), cemetery, and parks and forestry. Town Meeting also votes individual budgets for the categories of snow and ice, street lights, and rubbish collection and disposal, as well as the three Enterprise Funds. W Engineering: The Engineering Division provides engineering services to all departments within the Town of Reading. The division is responsible for: the preparation of plans, specifications, estimates, survey layout, inspection and supervision of town construction projects; review of subdivision plans and site plans for accuracy and conformance with subdivision rules and regulations; review of conservation submittals, preparation of subdivision and conservation bond estimates, inspection of subdivision construction, the administration of the pavement, management program and Chapter 90 roadway improvement program; upkeep of all traffic markings and traffic signals, issuance and compliance of utility, street opening and Jackie's law permits, utility location and digsafe mark -out, and the maintenance of all plan and record data. Highway/Stormwater: The Highway/Stormwater Division is responsible for the construction, maintenance and repair of all public roadways, catch basins, drainage systems, sidewalks, traffic and street signs, along with snowplowing, sanding/salting, and snow removal. In addition, they provide daily and preventative maintenance services for over 120 pieces of vehicles and equipment town - wide, including Police, Fire, School, and Department of Public Works. Administration: The Administration Division supports the Department of Public Works with procurement administration, budget preparation, departmental personnel and payroll services, accounts payable processing, cemetery administration services and responses to public inquiries and concerns over all Public Works areas of responsibility. Cemetery: The Cemetery Division is responsible for the preservation, care, and embellishment of the four municipal cemeteries in the Town of Reading: Laurel Hill, Forest Glen, Charles Lawn, and Wood End. The Cemetery Division is under the Department of Public Works for administration and the Board of Cemetery Trustees for policy. Parks/Forestry: The Parks/Forestry Division maintains the street trees and grounds for all town -owned properties such as parks, schools, ballfields, playgrounds, tennis courts, municipal and school buildings. This division also maintains the compost center and sets up the holiday lighting on the common. Update on online customer service system (`See-Click'Fix') Two years ago through a state Challenge Innovation Grant awarded to the City of Boston, Reading was able to beta test a new online service request system for no cost for nearly two years. Last fall we decided to keep the system, and the $55000 cost is in the technology budget. As with any new technology there has been a learning curve for staff, for example a completed request needs to be manually closed out and cannot 91 be back -dated if that step is set aside for a few weeks. As these issues get ironed out, the tool will provide good feedback to the department in terms of the nature of requests as the response time. From the chart below, one general observation is that the more capital intense the request is, the longer it will take to close out and complete the work. For example a resident may be told within a few days that a non -emergency repair will be completed in 90 days as part of drainage repair work. Below is a summary of the program results thus far: See -Click -Fix Service Requests July 2014 through February 8, 2016 Opened Closed % Days. Pothole 96 96 100 19.2 Sidewalk 64 58 91 33.5 Trees/branches 37 37 100 1.0 Streetlight 34 33 97 3.5 Street 34 31 97 12.5 Snow/Ice 33 33 100 20.9 Sign 24 24 100 18.5 Drainage/Storm water 16 12 75 15.3 Rubbish/Recycling/Compost 15 15 100 5.8 Manhole/Catch basin 13 10 77 72.4 Traffic Signal 13 10 77 7.3 Water 10 10 100 1.1 Other 79 1 75 1 95 1 12.6 Staffing (36.4 FTEs; -0.3 FTEs -0.8%) Wage costs — Divisions ($ 2,478,605; +2.9%) The Town Accountant, in 'accordance with evolving best practices, changed the Storm Water Enterprise Fund in FY17 to employ overhead costs instead of the direct cost of one engineer. While 1.0 FTE of engineering time has been spent on Storm Water related activities, it is not always the same engineer, which necessitated the change. The new overhead calculation method is explained fully in the Enterprise Fund section of the budget. The department eliminated a full-time engineering position that was previously funded in the Storm Water Enterprise Fund and therefore not sown below in the general fund. It also eliminated a part-time engineering intern position. No other staffing changes were made. The DPW Director and Town Engineer positions were changed from 37.5 hours per week to 40 hours per week, in line with all other non -clerical positions in DPW. Wages FY16 FY17 Change Engineering $401,250 $400,750 -0.1% Hwy&Equip. 824,650 846,800 +2.70/. Administration 322,450 335,375 +4.00/b Storm Water 161,000 166,775 +3.6% Cemetery 167,950 180,700 +7.6% Pks & Forestry 530,450 548,205 +3.3% Divisions $2,407,750 $2,478,605 +2.9% Snow/Lts/Trash 115,000 115,000 0% Department $2,522,750 $2,593,605 +2.8% 92 Note that since 2010 there have been 12 retirements, 22 promotions and 16 new hires in the department. Expenses — Divisions ($ 871,050; -0.3%) Expenses are very little changed in this budget. Both in-house ($115,000) and outsourced ($200,000) repairs do show an increase of $15,000 combined. About ten years ago a more aggressive approach to funding capital resulted in significant savings and the slowing of the annual growth of these costs. The $255,000 fuel budget shows a slight increase but that is due to assuming the responsibility for that line item from the Facilities department. Recent declines in gas prices, if continued through the next 18 months, would result in some budget savings. Expenses FY16 FY17 Change Engineering $41,750 $44,500 +6.6% Hwy&Equip. 709,850 705,850 -0.6% Administration 25,862 20,500 -20.7% Storm Water 7,000 7,000 0% Cemetery 41,950 44,700 +6.6% Pks & Forestry 47,500 48,500 +2.1% Divisions $873,912 $871,050 -0.3% Snow/Lts/Trash 2,173,000 2,140,000 -1.5% Department $3,046,912 $3,011,050 -1.2% Expenses — Other ($2,140,000; -1.5%) Snow and Ice are level funded at $625,000 for the third consecutive year. The winter of FY 15 saw a record $1.46 million spent in this area, but FYI seems to be ending up with a surplus. The following chart shows the annual budget, actual expenses and a ten year average of expenses. Snow & Iee Expenditures At this writing the rubbish contract is out for public bid. We have estimated an expense of $1.45 million, down slightly from the FYI budget. As the next chart shows, solid waste disposal tonnage has declined sharply during the past decade, driven in the recent five years to the town's pioneering mandatory weekly recycling program. Between the years 2000 and 2010 the town's recycling rate ranged between 16% and 21% with a 93 slight upward trend, but since then this figure has climbed sharply to 30.8% for the first six months of FY16. For northshore communities with over 7,500 households, only Newburyport (33%) and Gloucester (31% with a pay -as -you - throw trash fee) have higher recycling rates than Reading (30%) does. Annual Dispoai tonnage with 3 -year moving average 12,000.00 .r._... - ----- — - - --.____..___. -- - -- - - ---------------- 11,000.00 -- ---------11,000.00 10,000.00 9,000.00 8,000.00 7,000.00 6,000.00 2000 2002 2004 2006 2008 2010 2012 2014 1,600,000 - 1,400,000 I 1,200,000 1,000,000 Budget I ♦ I 800,000 --- Actual —__- 600,000 400,000 10yr Avg --�.^°------- 200,000 0 rrrr r r� m r r r7 r r -T -i -r r N ;t k.0 W O N d' lD M O l0 mm Ol Ol 0 0 0 0 0 0 0 0 0 -i -1 r1 c i N N N N N N N N N At this writing the rubbish contract is out for public bid. We have estimated an expense of $1.45 million, down slightly from the FYI budget. As the next chart shows, solid waste disposal tonnage has declined sharply during the past decade, driven in the recent five years to the town's pioneering mandatory weekly recycling program. Between the years 2000 and 2010 the town's recycling rate ranged between 16% and 21% with a 93 slight upward trend, but since then this figure has climbed sharply to 30.8% for the first six months of FY16. For northshore communities with over 7,500 households, only Newburyport (33%) and Gloucester (31% with a pay -as -you - throw trash fee) have higher recycling rates than Reading (30%) does. Annual Dispoai tonnage with 3 -year moving average 12,000.00 .r._... - ----- — - - --.____..___. -- - -- - - ---------------- 11,000.00 -- ---------11,000.00 10,000.00 9,000.00 8,000.00 7,000.00 6,000.00 2000 2002 2004 2006 2008 2010 2012 2014 03/31/2016 15:16 (NEXT TOWN OF READING P 25 bgnyrpts blelacheur YEAR BUDGET HISTORICAL COMPARISON PROJECTION: 20171 FY17 GENERAL FUND FOR PERIOD 99 ACCOUNTS FOR: PUBLIC WORKS PRIOR FY3 PRIOR FY2 LAST FY1 CY CY REV PROJECTION PCT ACTUALS ACTUALS ACTUALS ACTUALS BUDGET LEVEL 2 CHANGE 0411 ENGINEERING 03 SALARIES 14113_5__1.1. 5114.5...1... TOWN ENGINEER 91,952.00 96,382.80 97,907.37 74,064.87 101,250.00 108,450.00 7.1% 13113511 511452 ENG SENIOR CIVIL ENGINEER 67,080.03 69,262.60 71,707.90 54,439.01 74,250.00 76,100.00 2.5% 14113511. 511453. ENG CIVIL ENGINEER 129,440.91 133,642.24 137,074.95 102,872.38 140,300.00 142,350.00 1.5% 14113511. 51_14.55 ENG FIELD TECH II 43,382.16 58,693.10 60,020.46 44,882.88 60,950.00 61,350.00 .7% 14113S1151114 5.7 ENG FIELD TECH I .00 .0% 52,199.60 .00 .00 .00 .00 14113511 511458 ENG SURVEYOR AID II .00 .00 13,180.75 14,584.40 16,000.00 00 -100.0% 1.41135.11 51.14.59. ENG AIDE -1,125.60 2,850.00 703.01 .00 .00 00 .0% 14.113511 51,5000. ENGINEERING 6,003.80 OVERTIME 4,264.98 3,947.06 4,056.02 8,000.00 12,000.00 50.0% 1411351-151-6050 ENGINEERING OUT OF GRADE WORK 308.00 500.00 500.00 .0% 1,760.00 170.00 359.00 14113517 517017 ENGINEERING SICK LEAVE BUYBACK 19,810.56 .00 .00 .00 .00 .00 .0% TOTAL SALARIES 410,503.46 365,265.72 384,900.50 295,207.56 401,250.00 400,750.00 05 EXPENSES 141155.24 524250 TRAFFIC CONTROL REPAIRS 10,101.20 19,460.20 33,767.49 8,876.02 20,000.00 22,000.00 10.0% 14115530 530015 ENGINEERING 660.00 PROF REVIEW SVCS 373.00 1,009.88 150.00 1,250.00 2,000.00 60.0% 1.411553.0 53042.0. ENGINEERING 2,870.56 POLICE DETAILS 4,736.94 7,697.82 7,000.00 11,000.00 11,000.00 .0% 1.41155.4,0 540000 ENGINEERING 3,379.26 SUPPLIES/EQUIPMENT 3,265.25 1,923.90 858.36 3,500.00 3,500.00 .0% 14.1.1.55.55_.._5.5.5.0__00. ENGINEERING 4,075.25 COMPUTER SUPPLIES 3,891.53 4,863.54 4,282.28 5,000.00 5,000.00 .0% 14115578 578009 ENGINEERING 1,200.00 RECORDING FEES 450.00 375.00 .00 1,000.00 1,000.00 TOTAL EXPENSES 22,286.27 32,176.92 49,637.63 21,166.66 41,750.00 44,500.00 6.6% TOTAL ENGINEERING 432,789.73 397,442.64 434,538.13 316,374.22 443,000.00 445,250.00 .5% 0420 HIGHWAY & EQUIPMENT MAINT. 03/31/2016 15:16 (TOWN OF READING Ibgnyrpts blelacheur NEXT YEAR BUDGET HISTORICAL COMPARISON FOR PERIOD 99 PROJECTION: 20171 FY17 GENERAL FUND ACCOUNTS FOR: PUBLIC WORKS CY REV PROJECTION PCT PRIOR FY3 PRIOR FY2 LAST FY1 CY ACTUALS ACTUALS ACTUALS ACTUALS BUDGET LEVEL 2 CHANGE 03 SALARIES 14203511 511401 HIGHWAY SUPERVISOR 71,053.30 52,796.58 62,100.00 64,900.00 4.50 64,873.56 64,425.07 14203511 511403 HIGHWAY FOREMAN 67,960.89 53,638.56 72,850.00 74,750.00 2.60 64,792.03 66,335.77 1151.13 __4, 5114..05. HIGHWAY WORKING FOREMAN 95,686.28 93,963.44 80,677.84 108,600.00 112,600.00 3.70 142.03511_...5.11.409 92,764.16 HIGHWAY EQUIPMENT OPERATOR 144,385.90 125,619.84 170,550.00 172,650.00 1.2% 160,888.03 162,473.87 14203511 511413 HIGHWAY SKILLED LABORER 74,390.45 59,085.70 42,000.00 84,900.00 102.10 .00 3,667.82 14203511 511417 HIGHWAY LABORER 53,832.21 44,030..04 60,550.00 24,200.00 -60.0o 72,842.92 93,747.23 142035.1. _ 1 51.. 142.1. HIGHWAY MASTER MECHANIC 63,459.93 48,574.24 65,950.00 67,675.00 2.60 58,800.93 61,303.37 142035.11 5114.23_ HIGHWAY MECHANIC CLASS I 108,680.65 74,576.94 107,450.00 106,725.00 -.7% 55,061.94 102,432.82 14203.5.1.1 5142.5 HIGHWAY MECHANIC CLASS II00 00 .00 .00 .0% 24,539.98 .00 1420351.1 511426 HIGHWAY MECHANIC CLASS III 16,943.58 23,342.08 34,200.00 34,400.00 .6% .00 .00 1.4,203151-1-5-1,500110 HIGHWAY OVERTIME 57,931.11 34,642.75 57,000.00 60,000.00 5.3% 52,720.59 53,457.78 142035.11 516.0.50 HIGHWAY OUT OF GRADE WORK 6,281.29 4,531.05 8,000.00 8,000.00 .0% 9,102.49 6,479.58 142035_11 51.6950. HGWY ON-CALL PREMIUM 13,864.88 10,260.00 14,000 .00 14,000.00 .0% 11,269.00 12,789.00 14203511. 516080 HIGHWAY LONGEVITY 5,060.00 40,162.00 33,102.00 00 .00 .00 .0% .14203,5112-512. 0,00 HIGHWAY WAGES TEMP 19,356.52 6,844.00 21,400.00 22,000.00 2.8% 11,308.24 3,964.08 142015117-51.70-17. HIGHWAY SICK LEAVE BUYBACK 00 11,497.60 .00 .00 .0% .00 .00 TOTAL SALARIES 684,023.87 766,924.67 825,206.15 630,117.22 824,650.00 846,800.00 2.7% 05 EXPENSES 1.4205.5.2.1 521.30.9. HIGHWAY WATER /SEWER/SWM 2,091.84 2,195.52 1,685.08 2,100.00 2,100.00 .01 1420.5524 524.30.5. 2,091.84 HIGHWAY OURSOURCED REPAIRS 92,696.76 118,001.32 110,120.57 105,000.00 115,000.00 9.5% 14205530 530000 107,424.62 HIGHWAY PROF/TECH SV 6,555.53 4,094.56 10,000.00 10,000.00 .0% 6,463.60 7,699.70 14205530 530420 HIGHWAY POLICE DETAILS 19,781.95 4,794.17 11,000.00 14,000.00 27.3% 24,285.27 20,716.94 14205.5.3.0..._53_.0...421 HIGHWAY LINE PAINTING 32,942.47 60,775.39 63,000.00 40,000.00 -36.5% 20,363.05 31,494.01 14.2.05530.._5304.3.7. HIGHWAY GRAVEL CRUSHING W 03/31/2016 15:16 OF READING Ibgnyrpts blelacheur (TOWN NEXT YEAR BUDGET HISTORICAL COMPARISON FOR PERIOD 99 PROJECTION: 20171 FY17 GENERAL FUND ACCOUNTS FOR: PUBLIC WORKSCY PRIOR FY3 PRIOR FY2 LAST FY1 CY REV BUD0000.00 ET PROJECTION LEVE2 PCT ACTUALS ACTUALS ACTUALS ACTUALS00 OL 000.00 C�3E .00 .00 5,299.16 HIGHWAY SUPPLIES 8,182.30 13,367.89 9,565.04 8,000.00 8,000.00 .0% 142.0_55.4.0__5404_08. . 7,690.22 HIGHWAY EQUIP PARTS & MAINT 189,458.04 149,674.97 195,000.00 200,000.00 2.6% 192,233.03 190,947.26 .1..4.2.05_54_0__..._.5.404_.0.9. HIGHWAY STREET SIGNS 11,808.57 9,743.78 10,000.00 11,000.00 10.0% 15,420.49 10,185.81 14205540 540410 HIGHWAY SIDEWALKS 7,197.11 5,660.76 10,000.00 10,000.00 .0°s 10,490.24 10,418.21 14.205.5.....40 540460. HIGHWAY HIGHWAY PATCH 27,343.01 16,270.59 30,000.00 30,000.00 .0°s 28,317.03 32,759.29 1.42.0554.8._54..8999 HIGHWAY GASOLINE 229,241.29 128,449.56 60,758.24 250,000.00 255,000.00 2.0a 142,0.5.5.54._._554_00..0_ 209,097.32 HIGHWAY UNIFORMS AND CLOTHING00 00 .00 .0% 7,453.40 7,587.69 -683.29 14205578 578100 HIGHWAY LICENSES 630.00 575.00 1,324.87 750.00 750.00 Oo 800.00 TOTAL EXPENSES 632,130.11 644,651.10 562,291.84 434,468.02 709,850.00 705,850.00 TOTAL HIGHWAY & EQUIPMENT MA 1,316,153.9,8 1,411,575.77 1,387,497.99 1,064,585.24 1,534,500.00 1,552,650.00 1.2a 0421 DPW -ADMINISTRATION 03 SALARIES 14.213.51.1 511..001. DPW DIRECTOR 110,467.55 114,346.90 117,248.22 87,938.25 120,700.00 132,700.00 9.9% 14213.511 511.01.0. DPW ADMINISTRATIVE ASSISTANT 48,304.15 20,602.50 .00 .00 Oo 45,025.56 46,624.20 1_.4.2.1__3511._5.1_1.011 DPW ADMINISTRATIVE SECRETARY 31,310.62 43,875.00 45,400.00 3.5% .00 .00 19,846.80 14213511 511012 DPW CLERK 37,096.75 38,513.94 21,194.76 .00 .00 .00 Oa 14213.5.1.1 51101.4 DPW SENIOR ADMIN ASSISTANT 16,095.12 53,075.00 54,950.00 3.50 .00 .00 .00 14213.5.11 511.02.1 ASSISTANT DPW DIRECTOR 99,492.80 56,415.30 103,800.00 101,325.00 -2.4% .00 9,272.00 142.13511_..51.500Q DPW ADMIN OVERTIME 1,563.12 772.54 1,000.00 1,000.00 Oo 839.82 1,634.16 14213517 517017 DPW ADMIN LEAVE BUYBACK .00 00 .00 .0% 00 28,467.50 .00 TOTAL SALARIES 193,429.68 238,858.70 307,649.85 213,134.33 322,450.00 335,375.00 4.0% 05 EXPENSES 14215530 530100 DPW ADMIN ADVERTISING 1,886.59 1,861.90 1,500.00 -19.4% 958.02 1,015.07 2,257.63 OV 03/31/2016 15:16 OF READING Ibgnyrpts blelacheur (TOWN NEXT YEAR BUDGET HISTORICAL COMPARISON FOR PERIOD 99 PROJECTION: 20171 FY17 GENERAL FUND ACCOUNTS FOR: PUBLIC WORKSCY PRIOR FY3 PRIOR FY2 LAST FY1 CY REV BUDGET PROJECTION LEVEL 2 PCT CHANGE ACTUALS ACTUALS ACTUALS ACTUALS 142.15_53 __ 531.0..00 DPW ADMIN PROF DEV/TRAINING 10,871.13 29,676.89 20,000.001S,000.00 -25.0% 4,996.00 4,187.25 14215531 531091 DPW ADMIN PROF DEV - TRAVEL 00 500.00 500.00 .0% .00 547.15 130.00 14215540_54000 DPW ADMIN SUPPLIES/EQUIPMENT 294.43 913.23 1,500.00 1,500.00 .0% 1,162.99 474.69 14215540 540.0_.1.0. TOWN FOREST SUPPLIES 790.19 1,000.00 1,000.00 .0- .00 993.20 .00 14.15540 540_0_20 TRAILS COMM SUPPLIES 1,110.96 1,000.00 1,000.00 .0% .00 990.87 .996.38 14215540 540030 EDC FLOWER MAINTENANCE 9,960.00 00 .00 .00 .0% .00 10,680.00 TOTAL EXPENSES 25,299.76 33,587.67 25,861.90 20,500.00 -20.7% 7,117.01 18,888.23 TOTAL DPW -ADMINISTRATION 257,746.93 332,949.61 246,722.00 348,311.90 355,875.00 2.24 200,546.69 0428 STORM WATER MANAGEMENT 03 SALARIES 14283_51131.14 01 STM.WTR SUPERVISOR 17,759.08 9,969.54 15,500.00 16,225.00 4.70 16,094.99 15,823.04 14283511 5114.0.5. STM WTR WORKING FOREMAN 12,318.06 9,472.72 12,900.00 13,200.00 2.3% 11,755.22 10,003.26 1.42835.1.1 5 11.410 9 STM WTR EQUIPMENT OPERATOR 50,725.73 43,232.00 58,700.00 59,050.00 .6% 37,298.88 53,473.68 14283511 511413 STM WTR SKILLED LABORER 8,626.09 14,094.28 44,500.00 45,700.00 2.7% 56,747.04 42,349.91 14283.5.1.1 5114_1.7. STM WTR LABORER 14,368.18 3,405.17 13,700.00 16,100.00 17.50 15,545.88 16,378.28 1.4283.51_1_5114-2 3 STM WTR MECHANIC CLASS I 00 00 5,700.00 5,500.00 -3.5% .00 .00 142835.11 51142115 STM WTR MECHANIC CLASS II 279.95 1,208.64 .00 .00 .0% 3,274.87 5,615.44 14283511 515000 STM WTR WAGES OVERTIME 5,277.38 2,465.56 8,000.00 9,000.00 12.5% 8,936.25 6,869.74 14283511 516050 STM WTR OUT OF GRADE WORK 544.07 289.79 2,000.00 2,000.00 .0% 2,406.73 2,049.08 _14283.5.1.1 5.1008.0 LONGEVITY00 2,065.00 8,406.00 5,741.00 pp .00 .0% 14283.5.12 5112000, STM WTR WAGES TEMP00 00 .00 .00 .0% 712.00 2,634.40 14283517 517017 STM WTR SICK LEAVE BUYBACK00 2,874.40 .00. .00 .0% .00 .00 TOTAL SALARIES 154,836.86 163,602.83 115,639.54 87,012.10 161,000.00 166,775.00 3.6% 05 EXPENSES om 03/31/2016 15:16 OF READING Z� b gnyrps blelacheur (TOWN NEXT YEAR BUDGET HISTORICAL COMPARISON FOR PERIOD 99 PROJECTION: 20171 FY17 GENERAL FUND ACCOUNTS FOR: PUBLIC WORKS PRIOR FY3 PRIOR FY2 LAST FYl CY CY REV PROJECTION PCT ACTUALS ACTUALS ACTUALS ACTUALS BUDGET LEVEL 2 CHANGE 1.4285540 54000.0 STM WTR SUPPLIES/EQUIPMENT 6,311.16 4,170.28 .00 7,000.00 7,000.00 6,581.66 TOTAL EXPENSES 6,581.66 6,311.16 4,170.28 .00 7,000.00 7,000.00 TOTAL STORM WATER MANAGEMENT 161,418.52 169,913.99 119,809.82 87,012.10 168,000.00 173,775.00 3.40 0491 CEMETERY 03 SALARIES 14,9,13.5.11_._5.11.4_01 CEMETERY SUPERVISOR 41,048.77 42,444.25 43,957.16 31,348.36 44,600.00 47,200.00 5.80 14913511 511403 CEMETERY FOREMAN 61,658.25 63,557.06 61,995.30 50,535.13 67,300.00 70,400.00 4.6% 14913511 511.4_.09 CEMETERY EQUIPMENT OPERATOR 40,746.19 54,250.00 56,750.00 4.6% 18,395.65 50,383.46 42,272.69 14913511 51141.3 CEMETERY SKILLED LABORER 9,413.76 41,825.00 .0. .00 .00 .00 .00 149135_11 511.417 CEMETERY LABORER 64,135.04 56,390.26 70,950.51 45,386.96 76,300.00 34,725.00 -54.50 1491351.1 515000 CEMETERY OVERTIME 9,342.91 12,169.65 12,538.59 4,130.52 8,000.00 12,000.00 50.0% 14913511 5 160 50 CEMETERY OUT OF GRADE WORK 7,242.01 3,438.58 4,476.43 2,431.52 2,500.00 2,800.00 12.0% 14913511 516_0.80_. CEMETERY LONGEVITY 1,950.00 16,920.00 14,970.00 .00 .00 .00 .01 14913511 5901.80 CEMETERY TRUST FUND SUPPORT -120,000.00 -120,000.00 -120,000.00 -70,000.00 -120,000.00 -120,000.00 .0% 14913.5.12 512.04.0.. CEMETERY WAGES TEMP 35,367.29 35,434.90 23,575.80 16,619.18 35,000.00 35,000.00 .0% 14913512_515000 CEMETERY TEMP HELP OVERTIME .00 .00 .0% 17.33 .00 .00 .00 TOTAL SALARIES 119,157.25 160,738.16 154,736.48 130,611.62 167,950.00 180,700.00 7.6% 05 EXPENSES 14915521_521301 CEMETERY ELECTRICITY 605.41 1,000.00 1,000.00 .0% 908.41 623.15 685.85 1.491552..1 52..1..3.0.8. CEMETERY FUEL OIL 1,663.96 2,440.54 1,646.71 1,754.51 1,800.00 1,750.00 -2.8% 1.4915521 52...1..309 CEMETERY WATER /SEWER/SWM 2,808.71 2,243.80 2,900.00 2,900.00 .0% 2,301.90 2,822.66 14915521 52.1_39_2_ CEMETERY WIRELESS COMMUNICATI .00 .0% 101.15 .00 .00 .00 .00 14915530.530000 CEMETERY PROF/TECH SV 3,265.50 .00 .0% .00 .00 1,800.00 .00 V f, 14915540 5400_0.0_ 14.915540540019 14915540y40440 14915540 540.44_.1_. 14.915.540 540442 1491554254-2000 1491546.546401 14915546 546.4.05. 1.4915546 546..415 1491554654642D 14915546546440 1491554.6 596.180 14915548 548_.0.0.0 14915548 548999. 14915554 55400.0 1491557.8 578100 (TOWN OF READING r 't'. NEXT YEAR BUDGET HISTORICAL COMPARISON bgnyrpts FOR PERIOD 99 171 FY17 GENERAL FUND PRIOR FY3 PRIOR FY2 ACTUALS ACTUALS CEMETERY SUPPLIES/EQUIPMENT 4,173.56 7,223.96 CEMETERY BUILDING REPAIRS 392.04 4,326.54 CEMETERY GRAVELINERS 5,940.00 6,370.00 CEMETERY FLAGS AND MARKERS 516.01 545.37 CEMETERY LOT REPURCHASE 2,465.00 400.00 CEMETERY OFFICE SUPP 100.76 .00 VETERAN'S FLOWERS .00 .00 CEMETERY MASONRY 1,853.10 1,598.13 CEMETERY PLANTS AND MULCH 893.03 2,907.00 .CEMETERY CHEMICALS AND SEED 147.50 334.50 CEMETERY.TREES AND SHRUBS .00 339.36 CEMETERY TRUST FUND SUPPORT .00 .00 CEMETERY AUTO PARTS/REPAIRS 3,731.64 2,402.69 CEMETERY GASOLINE 11,712.63 12,803.67 CEMETERY UNIFORMS AND CLOTHING 1,159.98 2,245.33 CEMETERY LICENSES 135.00 420.00 TOTAL EXPENSES 38,195.67 47,802.90 TOTAL CEMETERY 157,352.92 208,541.06 0650 PARKS AND FORESTRY 03 SALARIES 1.650351.1 51140.1. 16503511._511403 16503511 511405 165,Q35-11 51.140.9 16.5,035-11-5114,13 LAST FYI CY CY REV PROJECTION PCT ACTUALS ACTUALS BUDGET LEVEL 2 CHANGE 6,429.68 1,888.76 6,000.00 6,000.00 .0% 901.58 9.48 500.00 .00 -100.00 9,735.00 6,600.00 6,000.00 9,000.00 50.0% .00 .00 1,000.00 1,000.00 .0% 9,400.00 .00 .2,000.00 2,000.00 .0% 288,99 89.15 250.00 250.00 .0% .00 .00 4,700.00 4,700.00 .0% 1,803.00 685.00 2,000.00 2,000.00 .0% 1,224.00 .00 700.00 1,000.00 42.9% 1,263.50 421.50 1,200.00 1,200.00 .0% 1,090.00 .00 900.00 900..00 .0% .00 .00 -4,700.00 -4,700.00 .0% 2,209.57 982.53 3,500.00 3,500.00 .0% 10,934.20 5,736.67 12,000.00 12,000.00 .0% .00 .00 .00 .00 .0% 75.00 295.00 200.00 200.00 .0% 52,295.79 24,577.31 41,950.00 44,700.00 6.6% 207,032.27 155,188.93 209,900.00 225,400.00 7.4% PARKS SUPERVISOR 41,285.66 42,444.30 43,957.17 36,553.40 44,600.00 47,200.00 5.8% PARKS FOREMAN 58,390.90 58,983.85 60,995.73 46,690.56 63,400.00 65,075.00 2.6% PARKS WORKING FOREMAN 102,892.69 112,303.47 104,310.34 89,288.17 121,450.00 125,780.00 3.6% PARKS EQUIPMENT OPERATOR 46,826.63 48,505.70 50,158.15 38,383.84 52,100.00 53,500.00 2.7% PARKS SKILLED LABORER 99 03/31/2016 15:16 (TOWN OF READING P bgnyrpts 31 blelacheur NEXT YEAR BUDGET HISTORICAL COMPARISON PROJECTION: 20171 FY17 GENERAL FUND FOR PERIOD 99 ACCOUNTS FOR: PUBLIC WORKS PRIOR FY3 PRIOR FY2 LAST FYI CY CY REV PROJECTION PCT ACTUALS ACTUALS ACTUALS ACTUALS BUDGET LEVEL 2 CHANGE 47,423.42 55,922.40 57,092.80 31,543.92 42,850.00 43,950.00 2.60 16503511 5114.17 PARKS LABORER 45,800.89 44,988.38 63,453.29 51,535.75 70,450.00 73,750.00 4.70 1.6503511. 511431 PARKS TREE CLIMBER I 45,181.56 46,541.53 33,709.20 38,359.37 51,100.00 52,450.00 2.6% .1_6503511 5150.00 PARKS OVERTIME 26,488.09 23,648.55 23,935.17 19,433.05 25,000.00 25,000.00 .0% 16563511 516050 PARKS OUT OF GRADE WORK 5,381.96 4,591.64 3,620.58 4,823.02 4,500.00 4,500.00 .0% 165035.1.1 516060 PARKS ON-CALL PREMIUM 4,608.00 4,586.16 4,653.42 4,744.28 5,000.00 5,000.00 .0% 1.4503.511 516.08.0 PARKS LONGEVITY 3,125.00 12,309.00 11,334.00 .00 .00 .00 .0% 1.6503.512 512_.0.00 PARKS WAGES TEMP 35,655.16 40,813.85 32,750.60 25,875.46 50,000.00 52,000.00 4.0% 16503517 517017 PARKS SICK LEAVE BUYBACK 18,314.40 .00 .00 .00 .00 .00 TOTAL SALARIES 481,374.36 495,638.83 489,970.45 387,230.82 530,450.00 548,205.00 3.3% 05 EXPENSES 15505521 521301 PARKS ELECTRICITY 745.71 734.07 811.00 668.59 1,000.00 1,000.00 .0% 16505521521309 PARKS WATER /SEWER/SWM 856.27 614.32 614.32 559.77 750.00 750.00 .0% 16505530 530.0.00 PARKS PROF/TECH SV 11,556.18 3,670.00 3,600.40 .00 9,000.00 9,000.00 .0% 1.6505_S3.0 5304,20 PARKS POLICE DETAILS 3,950.82 5,496.07 4,619.11 3,930.43 8,000.00 8,000.00 .0% 165055.30 5304.31. PARKS STUMP/BRUSH DISPOSAL 15,598.75 9,698.75 17,090.00 11,775.00 16,000.00 16,000.00 .0% 16505530-530433 PARKS TURF TREATMENT 2,400.00 3,200.00 .00 .00 3,500.00 3,500.00 .0% 015 5-30 59613.0 PARKS REVOLVING FUND SUPPORT -18,500.00 -19,000.00 -20,000.00 .00 -20,000.00 -20,000.00 .0% 1650554.0 54.0.000, PARKS SUPPLIES/EQUIPMENT 9,744.74 4,499.94 11,008.33 3,797.68 7,000.00 7,000.00 .0% 76505.546 5464__16 PARKS SHADE TREES 3,749.49 4,221.25 5,903.01 3,682.01 5,000.00 5,000.00 .0% 16505546 546420 PARKS CHEM/SEED 2,418.00 3,099.34 3,079.46 258.00 4,000.00 4,000.00 .0% 16..50.5.546.__54.6.43.0, PARKS TOOLS RAKES SHOV 3,865.35 3,636.85 1,518.25 14.00 4,000.00 4,000.00 .0% 165955.46 5404.5.0 PARKS GRAVEL CLAY 234.05 995.73 450.92 1,459.28 2,250.00 2,250.00 .0% _116,1505546-546-46-0, PARKS ATHLETIC FIELDS 3,601.96 2,521.74 -1,585.00 3,304.50 4,000.00 5,000.00 25.0% 16505546 546470 PARKS PLYGRND SFTY MLC .00 .00 .00 .00 2,000.00 2,000.00 100 03/31/2016 15:16 TOWN OF READING bgnyrpts blelacheur (NEXT YEAR BUDGET HISTORICAL COMPARISON FOR PERIOD 99 PROJECTION: 20171 FY17 GENERAL FUND ACCOUNTS FOR: PUBLIC WORKS PRIOR FY3 PRIOR FY2 LAST FY1 CY CY REV PROJECTION 2 PCT CHANGE ACTUALS ACTUALS ACTUALS ACTUALS BUDGET LEVEL 16505554 5,54000 PARKS UNIFORMS AND BOOTS .00 .01 4,475.43 3,505.27 75.00 .00 .00 16505578 578100 PARKS LICENSES 1,369.49 690.00 1,135.00 1,145.00 1,000.00 1,000.00 .0% TOTAL EXPENSES 46,066.24 27,583.33 28,319.80 30,594.26 47,500.00 48,500.00 2.10 TOTAL PARKS AND FORESTRY 527,440.60 523,222.16 518,290.25 417,825.08 577,950.00 596,705.00 3.20 TOTAL PUBLIC WORKS 2,795,702.44 2,968,442.55 3,000,118.07 2,287,707.57 3,281,661.90 3,349,655.00 2.1% 101 03/31/2016 15:16 (TOWN OF READING blelacheur NEXT YEAR BUDGET HISTORICAL COMPARISON PROJECTION: 20171 FY17 GENERAL FUND ACCOUNTS FOR: DPW -TRASH SNOW STREET LIGHTING PRIOR FY3 PRIOR FY2 LAST FY1 ACTUALS ACTUALS ACTUALS 0423 SNOW / ICE CONTROL 03 SALARIES 14.233511.. 51100..0.. 14233 511 515000 TOTAL SALARIES 05 EXPENSES r » bgnyrpts FOR PERIOD 99 CY CY REV PROJECTION PCT ACTUALS BUDGET LEVEL 2 CHANGE SNOW/ICE WAGES 16,748.43 28,208.80 33,818.11 5,157.68 15,000.00 15,000.00 .0% SNOW/ICE OVERTIME 184,632.73 215,856.45 351,594.79 125,677.33 100,000.00 100,000.00 201,381.16 244,065.25 385,412.90 130,835.01 115,000.00 115,000.00 14235530 530415 SNOW / ICE PLOWING & HAULING .0% 17,693.62 261,851.56 396,108.00 14235.53.0 53.0.4_2.0 SNOW / ICE POLICE DETAILS 15,000.00 15,000.00 8,167.49 10,714.13 1.4.2355.3.0 530465 STREET SWEEPING .0% 4,114.16 884.52 7,190.95 5,269.38 1423554.0_.540000 325,009.01 SNOW / ICE $UPPLIES/EQUIPMENT 150,000.00 .0% 62,246.17 55,279.86 14235540 540425 SNOW / ICE SAND 35,322.78 30,000.00 1,048.73 15,684.36 14235540 540430 SNOW / ICE SALT .0% 1,032,773.51 212,422.56 302,771.02 14235.5405-404.35 .0% SNOW / ICE CACL 625,000.00 625,000.00 .00 .00 14235548 548._999 SNOW / ICE GASOLINE 47,559.87 47,271.89 1.4235578 578.020 SNOW & ICE MEAL TICKETS 7,729.70 10,248.00 TOTAL EXPENSES 608,217.03 843,346.64 TOTAL SNOW / ICE CONTROL 809,598.19 1,087,411.89 0424 STREET LIGHTING 05 EXPENSES 14245.52_1 52,13.00. 5521,_52-1.3 .01 142,45,524524271 TOTAL EXPENSES 509,213.51 143,491.50 225,000.00 225,000.00 .0% 17,693.62 2,167.86 15,000.00 15,000.00 .0% 14,280.00 .00 15,000.00 15,000.00 .0% 66,604.67 45,574.46 50,000.00 50,000.00 .0% 4,114.16 884.52 15,000.00 15,000.00 .0% 325,009.01 136,007.57 150,000.00 150,000.00 .0% 5,720.00 6,240.00 5,000.00 5,000.00 .0% 75,541.65 35,322.78 30,000.00 30,000.00 .0% 14,596.89 4,558.00 5,000.00 5,000.00 .0% 1,032,773.51 374,246.69 510,000.00 510,000.00 .0% 1,418,186.41 505,081.70 625,000.00 625,000.00 .0% TRAFFIC LIGHT ELECTRICITY 8,333.88 7,761.65 8,224.99 6,575.58 17,500.00 12,000.00 -31.4% STREETLIGHT ELECTRICITY 120,432.77 123,949.21 127,041.14 89,806.59 145,000.00 150,000.00 3.4% STREET LIGHT MAINT & REPAIR 8,401.07 .00 504.22 503.93 12,500.00 18,000.00 44.0% 102 03%31/2016 15:16 TOWN OF READING Ibgnyrpts blelacheur (NEXT YEAR BUDGET HISTORICAL COMPARISON FOR PERIOD 99 PROJECTION: 20171 FY17 GENERAL FUND ACCOUNTS FOR: DPW -TRASH SNOW STREET LIGHTING LAST FYI CY CY REV PROJECTION PCT PRIOR FY3 ACTUALS PRIOR FY2 ACTUALS ACTUALS ACTUALS BUDGET 175,000.00 LEVEL 2 180,000.00 CHANGE 2.9% 137,167.72 131,710.86 135,770.35 96,886.10 TOTAL STREET LIGHTING 137,167.72 131,710.86 135,770.35 96,886.10 175,000.00 180,000.00 2.90 0433 WASTE COLLECTION & DISPOSAL 05 EXPENSES 14335529 529430. WASTEREMVL GARBAGE COLLECTION 567,092.00 558,069.18 608,895.00 624,000.00 600,000.00 -3.8% 14335529_529431 558,349.95 WASTEREMVL SOLID WASTE DISPOSA 449,492.83 424,189.37 484,244.69 574,000.00 500,000.00 -12.9% 14335529 529432 438,199.23 WASTEREMVL CURBSIDE RECYCLING 238,377.66 261,832.48 260,000.00 300,000.00 15.4% 238,160.00 242,393.00 1.4335.52.9 5294.3.5 WASTEREMVL MISC RECYCLING 29,360.55 20,068.90 30,000.00 50,000.00 66.70 18,955.59 30,474.18 LANDFILL MONITORING 00 .00 .00 .0% 66,987.00 .00 .00 TOTAL EXPENSES 1,320,651.77 1,289,452.01 1,249,996.76 1,375,041.07 1,488,000.00 1,450,000.00 -2.60 TOTAL WASTE COLLECTION & DIS 1,320,651.77 1,289,452.01 1,249,996.76 1,375,041.07 1,488,000.00 1,450,000.00 -2..6% TOTAL DPW -TRASH SNOW STREET 2,267,417.68 2,508,574.76 2,803,953.52 1,977,008.87 2,288,000.00 2,255,000.00 -1.4% 103 Reading Public Library FY17 Budget A NEW LIBRARY The New Reading Public Library will open in the summer of 2016, kicking off its first fiscal year in the long-awaited new facility. Community expectations are high that the new library will combine the warm comfort of the old building with advanced technologies and modern conveniences. We share the community's anticipation for the completion and successful beginning of this dramatically transformed 19"' century school building for a new era. We are dedicated to balancing "high tech" with "high touch and providing the citizens of Reading with the innovative technology and expert customer service they seek. The New Reading Public Library is brimming with potential for lifelong education, exploration, and enjoyment for everyone in Reading. Welcoming all ages and interests, it is, at its core, a deeply democratic keystone of American education and citizenship. It can become the center for cultural life and civic engagement and at the same time enable us to network across global boundaries. A new Plan of Service based on extensive community input will help us respond to community expectations with customized services that reflect emerging national trends and local priorities. The New Reading Public Library continues to reinvent itself. While we explore and develop new educational avenues for Reading residents using new technologies, digital learning products, and online services, we will also provide space, tools and guidance for group learning and collaboration. We will continually strive to be 104 the place in Reading for individuals to access a broad variety of resources to discover and to create new knowledge. OVERVIEW The Reading Public Library budget for FY17 is funded at $1,485,500 or +3.4% compared to FY16. Here are the details by Division: Other FY16 FY17 Change Administration 231,900 239,050 3.1% Circulation 230,850 240,150 4.0% Children's Services 240,195 243,900 1.5% Reference 293,4201 302,175 3.0% Tech/Bibliographic Services 139,669. 142,900 2.3% Books 215,400, 218,440. 1.4% Other expenses 85,200` 98,885 16.0%. TOTAL :1,436,634:1,485,500 3.40% Other BUDGET DETAILS All positions are increased with a 2% COLA. The Administration portion of the budget includes $4600 to fund substitutes which is below the requested amount for FY2017. There are no staffing increases in FY2017. Digital Services Manager The library requested the addition of a Digital Services Manager for the third consecutive year to meet the burgeoning growth in electronic services and public use. of digital devices and technologies. Given the constraints of the FY2017 Town budget, this request was not funded and we appreciate that the Town Manager has identified the position as a priority need pending funding availability. (The Job description is available on request) Books The Town Manager's recommended funding for the Books budget is $5,360 short of the Trustees' 15% request. While the recent growth in Reading's population to 25,327 places the library in a different State Aid requirement category and gives some leeway in compliance, the Trustees and library administration believe it is crucial to keep the book budget at 15% of the total library budget in order to meet the need for up to date, reliable, and sufficient books in a community that places a high value on education. Other Expenses The increase from FY16 $85,200 to $98,885 for FY17 will restore the public technology budget that was reduced during the year that the library has been in a much smaller space. Normally the library replaces and upgrades public technology equipment on a five-year 105 cycle and this $15,500 line will begin to restore that cycle to a sustainable pattern. FUTURE OUTLOOK FY2018-2019 Thursday Opening During the 2015 Library Strategic Planning process, a 1000 -response public survey and focus group participants expressed clear and consistent interest in having the library open on Thursday mornings. The library has been closed on Thursday mornings for 16 years and the Library Trustees are committed to restoring Thursday morning openings. Funding for this service is planned for FY2018, depending on town priorities. Sunday Expanded Hours & Dates The library is open from October to May on Sunday afternoons from 2 to 5pm. We recommend expanding by one hour, from 1 to 5 pm, for an additional hour for the many students and groups who do homework and projects at the library on Sunday afternoons. An additional hour would also provide time for programs to take place in the "new" library. We also recommend extending the number of Sunday openings to coincide with the school calendar from September through June. This initiative has been postponed for one to two years pending funding. Librarians The library's first priority is to add the key position of Digital Services Manager to the professional staff. In addition, the library needs to add 1.5 FTE librarians in the next few years to its children's and reference/adult services divisions to provide much -demanded additional classes, technology education, other programming, and a school liaison. 03/31/2016 15:16 TOWN OF READING Ibgnyrpts blelacheur (NEXT YEAR BUDGET HISTORICAL COMPARISON FOR PERIOD 99 PROJECTION: 20171 FY17 GENERAL FUND ACCOUNTS FOR: LIBRARY PRIOR FY3 PRIOR FY2 LAST FY1 CY CY REV BUDGET PROJECTION LEVEL 2 PCT CHANGE ACTUALS ACTUALS ACTUALS ACTUALS 0610 LIBRARY ADMINISTRATION 03 SALARIES 16103511 5110.1.0 LIB ADMINISTRATIVE ASSISTANT 33,219.60 46,360.00 47,800.00 3.10 41,801.57 43,025.86 44,552.70 16103511 511641 LIBRARY DIRECTOR 99,343.19 74,081.40 103,390.00 106,575.00 3.10 86,034.00 93,011.43 1.6_1035.11.511642 LIBRARY ASSISTANT DIRECTOR 75,077.34 55,652.84 77,700.00 80,075.00 3.1% 64,626.70 70,801.10 1E1035.1_1.... 511..6..44.. LIBRARY DIVISION HEADS 00 00 .00 .0% .00 .00 -34 76 16.1035..11. 511605 DIGITAL SERVICES LIBRARIAN 00 2,334.20 .00 .00 .0 00 7.02 16103511 511649 LIBRARY ASSOCIATE00 2,341.32 .00 .00 .0% .00 .00 1C103.51 ._1...._51.1.6.52. LIBRARY SUBSTITUTES 6,012.25 5,424.12 4,450.00 4,600.00 3.4% 00 .00 16103.51.1 515.000 LIBRARY OVERTIME 00 .00 .00 .0% 415.94 2,842.14 3,299.24 16.103.5.1.1. 51.6000 PROJECT MGMT STIPEND 00 00 Op 00 .0% .00 2,115.41 16103517 517017 LIBRARY LEAVE BUYBACK 00 00 Op 00 .0% 9,943.73 .00 TOTAL SALARIES 202,821.94 211,802.96 228,249.96 173,053.48 231,900.00 239,050.00 3.10 05 EXPENSES 1.6.105524,_5_2400 0. LIBRARY MAINT CONTRACT/REPAIR 2,587.95 2,300.00 3,300.00 43.5% 3,323.23 2,-681.15 1,416.61 16105530 530000 OUTSOURCED PROFESSIONAL SVCS 00 .00 .00 .0% .00 .00 6,000.00 16105531 531.090 LIBRARY PROF DEV - REGISTRATN 6,250.57 8,019.30 12,500.00 12,500.00 .0% 3,154.35 9,294.24 1.6105.53..1 53.1,0.91. LIBRARY PROF DEV - TRAVEL 6,763.56 3,060.19 2,200.00 2,200.00 .0 % 4,123.00 1,148.25 1..610553.6 53...0.0.0, LIBRARY SOFTWARE LICEN & SUPP 57,854.02 54,361.02 44,094.68 55,000.00 55,385.00 .7% 16105540 540000 55,569.10 LIBRARY SUPPLIES/EQUIPMENT 4,220.78 5,254.55 3,000.00 7,000.00 133.3% 7,881.16 5,484.28 1.6.1.0.5.542.,..._.5.4200.0 LIBRARY OFFICE SUPP 4,683.88 5,726.76 3,000.00 3,000.00 .0% 7,812.34 6,456.17 16.1.05_..5....55...5550...0..._0 LIBRARY TECHNOLOGY SUPPLIES 14,954.83 4,096.93 6,200.00 15,500.00 150.0% 7,737.19 14,581.65 16,10.55.5.6.__.._55_6._0_00 LIBRARY LIBRARY MATERIALS 00 218,440.00 .00 .00 700.00 .00 16105556 556610 LIBRARY ADULT BOOKS 76,275.73 69,035.01 77,663.99 59,049.08 86,827.00 .00 -100.0% Dori 03/31/2016 15:16 OF READING r '1 bgnyrpts blelacheur (TOWN NEXT YEAR BUDGET HISTORICAL COMPARISON FOR PERIOD 99 PROJECTION: 20171 FY17 GENERAL FUND ACCOUNTS FOR: LIBRARY PRIOR FY3 PRIOR FY2 LAST FYI CY CY REV PROJECTION LEVEL 2 PCT CHANGE ACTUALS ACTUALS ACTUALS ACTUALS BUDGET 1610555_6_ 550611 LIBRARY CHILDRENS BOOKS 22,123.34 26,926.39 23,116.23 17,581.18 24,677.00 .00-100.01-. 13105556 556612 LIBRARY TEEN BOOKS 7,599.48 5,269.57 6,473.29 5,485.23 8,000.00 .00 -100.0% 16105556 556620 LIBRARY ADULT AUDIO 13,576.98 12,714.60 11,947.73 9,375.09 10,000.00 .00 -100.0% 16105...5._56 55662.1. LIBRARY CHILDRENS AUDIO 2,213.32 994.91 2,400.00 .00 -100.0% 4,070.55 1,498.99 1.6_1,05556.._.5566_22 LIBR MATERIALS TEEN AUDIO 76.14 300.00 .00 -100.0% 2,664.03 491.39 409.03 16105556 556630 LIBRARY ADULT VIDEO 16,216.65 16,283.20 13,936.54 10,674.92 16,000.00 .00 -100.0% 16105556 556631 LIBRARY CHILDRENS VIDEO 51731.70 5,655.51 3,168.49 2,064.42 3,000.00 .00 -100.0% 16105556_._5_56.6.4.0 LIBRARY PERIODICALS 17,622.16 18,382.77 18,195.83 1,302.67 18,000.00 .00 -100.01-. 1610$_55.6_5566_50. LIBRARY ELECTRONIC 5,120.00 780.00 10,478.92 17,599.63 30,688.00 .00 -100.0% 1610.5556.__55666Q LIBRARY ONLINE DATA BASE 13,723.75 13,045.56 30,219.76 6,825.00 6,708.00 .00 -100.0% 16105556 556670 LIBR OTHER MATERIALS 1,567.02 2,830.00 .00 -100.0% .00 .00 2,170.26 1.61055_5.6 556_68.0. LIBR EBKS/DWNLOAD/OVRDRV/ADLT 36.17 970.00 970.00 .00 -100.0% 6,209.00 3,835.04 16.1.0.5.5_56_556681 LIBR EBKS/DWNLOAD/OVRDRV/CHLD 7,112.16 7,676.89 1,780.57 4,000.00 .00 -100.0% 161._0.5556...._556_682. 1,634.14 LIBR EBKS/DWNLOAD/OVRDRV/TEEN 1,000.00 .00 -100.0% 832.12 4,214.26 1,096.86 .00 1610.5571 571055 TRANSPORTATION COSTS 1,255.71 1,576.01 302.66 1,000.00 .00 -100.0% .00 TOTAL EXPENSES 283,000.00 283,999.92 309,730.57 208,488.88 300,600.00 317,325.00 5.6% TOTAL LIBRARY ADMINISTRATION 485,821.94 495,802.88 537,980.53 381,542.36 532,500.00 556,375.00 4.5% 0612 LIBRARY CIRCULATION 03 SALARIES 16.12,_3.511,_5.1..1644_ LIB CIRC DIVISION HEAD 55,380.00 57,257.04 59,391.49 44,205.07 61,710.00 63,600.00 3.1% 16..1..2.3.511__.51.1.646 LIB CIRC SR LIBRARY ASSOCIATE 27,727.80 28,996.04 28,686.84 19,557.62 33,075.00 34,800.00 5.2% 16123511 511649 LIB CIRC ASSOCIATE 104,797.54 103,941.43 97,753.56 78,107.72 108,950.00 113,800.00 4.5% 16123511 511651 LIB CIRC PAGE 17,394.33 14,880.67 12,277.47 9,936.85 19,524.00 20,300.00 4.0% 16.1235.1._151500.0 LIB CIRC THURSDAYS 116.88 .00 .00 .0% .00 .00 590.67 16.12_3.511 51_5_6.1.0. LIB CIRC SUNDAY HOURS 107 03/31/2016 15:16 OF READING bgnyrpt; blelacheur (TOWN NEXT YEAR BUDGET HISTORICAL COMPARISON FOR PERIOD 99 PROJECTION: 20171 FY17 GENERAL FUND ACCOUNTS FOR: LIBRARY PRIOR FY3 PRIOR FY2 LAST FY1 CY CY REV PROJECTION PCT ACTUALS ACTUALS ACTUALS ACTUALS 4,294.73 BUDGET 7,591.00 LEVEL 2 7,650.00 CHANGE .8% 5,649.67 6,011.80 5,101.79 TOTAL SALARIES 210,949.34 211,086.98 203,801.82 156,218.87 230,850.00 240,150.00 4.0% TOTAL LIBRARY CIRCULATION 210,949.34 211,086.98 203,801.82 156,218.87 230,850.00 240,150.00 4.0% 0614 LIBRARY CHILDRENS DIVISION 03 SALARIES 1.6143.5.1.1 51.1..6._44. CHILDRENS DIVISION HEAD 62,321.04 64,532.67 66,854.32 49,787.18 69,500.00 70,250.00 1.1% 1.6143_51.1 511,64.5 CHILDRENS LIBRARIANS 117,852.51 124,125.37 126,785.82 92,559.11 122,800.00 125,125.00 1.9% 16143511 511646 CHILDRENS SR LIBRARY ASSOC 25,634.63 26,758.85 27,786.65 20,563.71 28,725.00 29,725.00 3.5% 16.1435.1_1 5116.49. CHILDRENS ASSOCIATE 1,539.54 561.30 945.00 .00 -100.0% 2,310.68 5,861.06 16.1.4351.1...._._5.1.16_5.1 CHILDRENS PAGE 14,587.06 14,358.27 11,918.79 5,478.34 7,500.00 7,800.00 4.0% 16143511 CHILDRENS THURSDAYS 344.27 .00 .00 .0% .00 .00 1,488.41 16143511 515610 CHILDRENS SUNDAY HOURS 4,963.94 7,580.49 4,384.13 3,909.80 10,725.00 11,000.00 2.6% TOTAL SALARIES 227,669.86 243,216.71 240,757.66 173,203.71 240,195.00 243,900.00 1.5% TOTAL LIBRARY CHILDRENS DIVI 227,669.86 243,216.71 240,757.66 173,203.71 240,195.00 243,900.00 1.5% 0616 LIBRARY REFERENCE DIVISION 03 SALARIES 161635.1.1 511.6.44. REFERENCE DIVISION HEAD 61,383.42 63,227.25 65,667.99 48,814.20 68,125.00 70,250.00 3.11 1.6163,5_,11 511.6.4.5. REFERENCE LIBRARIANS 189,025.88 186,981.99 201,457.01 148,125.33 213,480.00 219,925.00 3.01 161635_11 5150.00. REFERENCE THURSDAYS 51.93 .00 .0% .00 .00 2,508.06 .00 16L63511515610 REFERENCE SUNDAY HOURS 5,891.11 8,813.29 5,923.26 6,366.49 11,815.00 12,000.00 1.61 TOTAL SALARIES 256,300.41 259,022.53 275,556.32 203,357.95 293,420.00 302,175.00 3.0% TOTAL LIBRARY REFERENCE DIVI 256,300.41 259,022.53 275,556.32 203,357.95 293,420.00 302,175.00 3.0% 0618 LIBRARY TECH SERVICES DIVISION m 03/31/2016 15:16 TOWN OF READING Ibgnyrpts blelacheur (NEXT YEAR BUDGET HISTORICAL COMPARISON FOR PERIOD 99 PROJECTION: 20171 FY17 GENERAL FUND ACCOUNTS FOR: LIBRARYCY PRIOR FY3 PRIOR FY2 LAST FY1 CY REV BUDGET PROJECTION LEVEL 2 PCT CHANGE ACTUALS ACTUALS ACTUALS ACTUALS 03 SALARIES 16183511 511644 TECH SVC DIVISION HEAD 67,296.45 49,787.21 69,500.00 70,250.00 1.1% 63,640.21 64,664.51 163.83511._5116.46 TECH SVC SR LIBRARY ASSOC 55,504.46 41,665.88 58,480.00 60,550.00 3.5% 26,719.74 39,919.38 1.6183511 5.11.6-48 TECH SVC SR LIBRARY TECH00 00 .00 .00 .0% 12,648.93 6,208.83 161835.11 51.1.649 LIBRARY TECH SVC ASSOCIATE 8,729.65 11,689.00 12,100.00 3.5% 579.68 6,441.84 11,730.98 16183511 511651 TECH SVC PAGE 00 00 0p 00 .0% 7,424.50 3,567.30 16183511 515000 TECH SVC THURSDAYS 1,329.90 132.41 .00 .00 .0% .00 .00 161.83511___5,_5.6.10. TECH SVC SUNDAY HOURS 00 264.83 .00 .00 .0% .00 .00 TOTAL SALARIES 111,013.06 120,801.86 135,861.79 100,579.98 139,669.00 142,900.00 2.30 TOTAL LIBRARY TECH SERVICES 135,861.79 100,579.98 139,669.00 142,900.00 2.3% 111,013.06 120,801.86 TOTAL LIBRARY 1,291,754.61 1,329,930.96 1,393,958.12 1,014,902.87 1,436,634.00 1,485,500.00 3.4% 109 Facilities FY17 Budget The Facilities department has three portions as described in the table below. The Town and School buildings consist of custodial and cleaning costs as well as related supplies. The CORE portion is everything else, ranging from the Director and staff to all energy and building maintenance costs. As voted by November 2015 Town Meeting, the School Buildings portion of the budget remains under the purview of the School department and is described in further detail in only that portion of their budget. Both the CORE and Town building budgets are under the management of the Town Manager and are described herein. As the table below shows, the total increase in the Facilities budget is 3.3% for FY17. 110 The CORE and Town Building budgets are further described in the table below: FY16 FY17 Change CORE Facilities $2,684,178 $2,853,790 +6.3% operating 1,252,626 1,340,065 +7.0% Town Buildings $292,835 $286,890 -2.0% School Buildings $1,218,653 $1,191,510 -1.9% operating 292,835 286,890 -2.0% TOTAL $4,195,666 $4,332,190 +3.3% 110 The CORE and Town Building budgets are further described in the table below: *Figure varies slightly from Lvov i m transrer About half of this budget ($1.5 million) are accommodated costs — notably energy — and above show an increase of 5.5%. These costs are funded by available revenues first in the budget process. The other half ($1.6 million) of this budget represents the department's operating budget which is subject to a 3.4% increase in FY17 based on available revenues. However the town chose to increase this budget by 5.3% and reduce spending in other town departments. FY16 FY17 Change CORE Facilities $2,684,178* $2,853,790 +6.20/. operating 1,252,626 1,340,065 +7.0% accommodated 1,435;044 1,513,725 +5.5% Town Buildings $292,835 $286,890 -2.0% operating 292,835 286,890 -2.0% accommodated 0 0 0% SUBTOTAL $2,977,013 $3,140,680 +5.4% operating 1,545,461 1,626,955 +5.3% accommodated 1,435,044 1,513,725 +5.5% *Figure varies slightly from Lvov i m transrer About half of this budget ($1.5 million) are accommodated costs — notably energy — and above show an increase of 5.5%. These costs are funded by available revenues first in the budget process. The other half ($1.6 million) of this budget represents the department's operating budget which is subject to a 3.4% increase in FY17 based on available revenues. However the town chose to increase this budget by 5.3% and reduce spending in other town departments. Overview The Facilities Department is responsible for the repair, maintenance and capital improvements of eight School Buildings and nine Municipal Buildings totaling 1.1. million square feet of space. The Department manages a staff of tradesmen composed of an electrician, plumber and carpenter. The additional trade disciplines are outsourced through service contracts. Cleaning of the buildings is accomplished with a staff of twenty three full-time custodians. Contracted cleaning is utilized, at two schools: RMHS, Coolidge Middle School; and four town buildings: Town Hall, Reading Public Library, Pleasant Street Center and the Police Station. Below is a quick overview of these buildings: School Buildings Built Renovated Sq. Feet RMHS 1957 2006 375,000 Coolidge,MS 1959 2000 96,000 Parker MS 1925 1998 98,000 Barrows ES 1963 2005 54,000 Birch Meadow ES 1957 1995 59,000 Joshua Eaton ES 1920 1994 56,000 Killam ES 1968 2016 57,000 Wood End ES 2004 52,000 Town Buildings Built Renovated Sq. Feet Town Hall 1918 1990 16,000 Pleasant St Center 1850 1993 5,700 Police Station 1998 1 % 30,000 Main St. Fire Station 1990 Fac. Scheduling 10,000 West Side Fire Sta. 1956 10.8% 7,400 DPW Garage 1989 42,000 Library 1894 2016 39,000 Cemetery Garage 1929 3,000 Mattera Cabin 1983 2011 3,000 111 The Facilities Department Mission is to support the Town's Educational and Municipal Government functions. This mission is accomplished through the quality driven delivery of Facilities Services in a timely and cost effective manner along with exceptional customer service. Facilities Staff members strive to maintain an efficient, safe, clean, attractive and inviting environment for all public buildings associated with the Town of Reading. The Facilities Department also provides the necessary services to facilitate building use for internal and external users. The department is able to work proactively on scheduled preventative maintenance as well as accommodate more than 70% of the work requested by building users in-house at a substantial cost savings. Following are figures from the full fiscal year 2015: FY15 Labor Hours Work Orders Prev. Maint. 41.6% 41% Gen'l Maint. 37.7% 49% Office moves 8.5% 1% Vandalism 0.7% 1 % Gen'1 Grounds 0.5% <1% Fac. Scheduling 0.5% <1% Other 10.8% 6% The department utilizes technology at an increasing rate in order to minimize expenses and maximize the efficiency of buildings. The flow chart on the next page gives a visual representation of the department's approach. DEPARTMENT KEY FUNCTIONS Perform routine maintenance/repairs Manage and support Preventative Maintenance (PM) program Coordinating outside contractors Following state mandated inspection schedules Capital planning and project management/implementation Manage custodial service for all town and school buildings Maintaining the work order system and manage work flow Manage and track energy and fuel consumption. Long term planning Work Order Management Asset Inventory and Maintenance History Preventive Maintenance i „. 3 Breakdown Maintenance 112 Reports As shown in the previous flow chart, the department analyzes and learns from the work orders to determine a more proactive approach to building maintenance whenever possible. The following chart lists the works order from FYI by school or town building. Recall that from a previous chart about 90% of these requests were related to maintenance. Location Labor Hours Work Order Count Administrative Offices 19.4 26 Athletic Fields 27.5 14 Barrows 150 127 Birch Meadow 246.5 175 Coolidge 143.5 108 Eaton 149.25 152 Hawkes Field House 100 46 Killam 163.75 188 Parker 281.5 248 RISE 35.75 43 RMHS 573 307 Wood End 154 153 SCHOOLS 2,044 1,587 DPW Garage 39 27 Facilities Department 80.5 32 Main Street Fire 58 50 Mattera Cabin 2 2 Police Station 88 64 Reading Public Library 391.5 108 Senior Center 66.5 83 Town.Hall 237.5 71 West Side Fire 24 33 TOWN BLDGS 987 470 No Assigned Location 23 TOTAL WORK ORDERS 3,031 2,080 113 Total Waae Costs $699,890 +2.6% CORE Staffing (6.0 FTEs; unchanged) Wage costs $493,085 +6.9% Town Building Staffing (4.0 FTEs; unchanged) Wage costs $206,805 -6.2% Employees in these two divisions consist of Town non-union positions as well as positions in two of the school department unions. In the CORE wages the biggest driver is an increase due to the squaring up of positions since the reorganization at November 2015 Town Meeting, in addition to some additional overtime. In the Town Building wages there is a decrease due to squaring up some positions, and a reduction in overtime since the fourth custodian added in November 2015 should reduce those needs. Total Expenses $2,440,790 +6.2% CORE Expenses $2,360,705 +6.0% Town Building Expenses $80,085 +10.8% Expenses may be classified into three broad categories: energy costs are up 6.4% driven by electricity plus the need to budget performance contract fees; maintenance and repairs are up 9.0% in many categories; and other expenses are down 13.3% because some costs were centralized in other Town departments. The M/R budget does not rely on historical costs but instead uses the size and age of buildings. As a result at the building level budgets do vary for this transition. 114 Expenses FY16 FY17 Change Electricity $715,645 $792,825 +10.8% Energy Mgt. 0 12,800 +100% Natural Gas 586,896 594,425 +1.3% Water/Sewer/St Wtr 132,503 126,475 -4.5% ENERGY COSTS $1,435,044 1,526,525 +6.4% General Repairs 263,586 255,000 -3.3% Electric M/R 4.1,007 43,500 +6.1% Elevator M/R 49,824 53,750 +7.9% Extraordinary R 134,375 127,500 -5.1% Alarm M/R 27,459 31,750 +15.6% Fire Equip M/R 29,257 35,500 +21.3% HVAC M/R 128,836 169,600 +31.6% Other 41,006 62,000 +51.2% Pest Mgmt 6,072 7,580 +24.8% Plumbing M/R 19,930 22,200 +11.4% MAINT/REPAIRS $741,352 $808,380 +9.0% Cust Svc Contract 56,986 64,600 +13.4% Misc. Supplies 23,627 22,785 -3.6% Misc. Equipment 9,000 9,000 0% Misc. 12,985 9,500 -26.8% Technology* 7,914 0 -100% Fuel** 11,623 0 -100% OTHER $122,135 $105,885 -13.3% EXPENSES 2,298,531 2,440,790 +6.2% *moved to Administrative Nervices; fi �movea to Ur w 03/31/2016 16:38 OF READING i bgnyrpts blelacheur (TOWN NEXT YEAR BUDGET HISTORICAL COMPARISON FOR PERIOD 99 PROJECTION: 20171 FY17 GENERAL FUND ACCOUNTS FOR: FACILITIES PRIOR FY3 PRIOR FY2 LAST FYI CY CY REV PROJECTION PCT ACTUALS ACTUALS ACTUALS ACTUALS BUDGET LEVEL 2 CHANGE 0390 TOWN FACILITIES 03 SALARIES 03903411 5113.1.1.. CUSTODIAN I 82,449.03 84,835.44 87,846.06 66,170.06 129,751.62 131,855.42 1.6% 03903411.511312 CUSTODIAN II 41,912.01 43,221.60 44,559.60 32,996.56 45,728.70 47,301.90 3.4% 03903411 sl2.304 CUSTODIAL SUBSTITUTE 700.00 700.00 .0% .00 .00 .00 .00 Q39.0341-1_5,1430.2 CUSTODIAL LONGEVITY 1,742.50 1,742.50 1,845.00 1,947.50 1,942.50 1,947.50 .0% 03.90341.1 51500._0 TF CUSTODIAL OVERTIME 53,877.18 40,272.51 44,556.88 28,763.03 42,420.00 25,000.00 -41.10 TOTAL SALARIES 179,980.72 170,072.05 178,807.54 129,877.15 220,547.82 206,804.82 -6.2% 05 EXPENSES 03.90541.1 545..3.0.1. TF CLEANING CHEMICALS 450.30 1,292:00 1,300.00 .6% 755.90 00 610.50 03905411 545302 TF CUSTODIAL PAPER PRODUCTS 3,251.75 6,159.42 3,891.00 4,000.00 2.8% 4,286.58 2,192.00 03905411 545303 UNIFORMS 600.00 1,500.00 1,500.00. 0% 1,288.84 820.98 .00 03.905411 5453.04_ TF FLOOR CARE PRODUCTS 226.00 225.00 306.16 .00 .00 .00 03905411.5453.0_5 TF HAND SOAP 425.35 843.63 2,017.00 2,000.00 -.8% 2,273.90 424.56 Q390541.1 54530..6. TF LINERS & PLASTIC BAGS 1,851.55 414.99 2,101.00 2,100.00 .0% 1,518.40 .00 03905411 545308 TF OTHER TOILETRIES 732.77 2,663.63 2,075.65 1,218.60 666.00 675.00 1.40 039,0541-1-545-a-0.9 TF WASTE RECEPTACLES 256.00 250.00 -2.3% .00 .00 85.45 .00 0391_4.4.1..1 52930...1.. TOWN HALL CLEANING SERVICES 6,792.00 5,965.84 6,823.00 6,700.00 -1.8% 4,932.17 6,718.41 03915411 54 .5..3. 07 TOWN HALL CUSTODIAL SUPPLIES 461.00 500.00 8.5% 186.94 181.66 .00 .00 03924411.529301 POLICE CLEANING SERVICES 14,169.33 23,322.64 23,778.00 26,620.78 23,879.00 32,000.00 34.0% 039254 -07, 54..5307, POLICE CUSTODIAL SUPPLIES 702.00 700.00 -.3% 449.09 149.00 .00 .00 039354..1.1 545.3.07. MAIN FIRE CUSTODIAL SUPPLIES 410.00 425.00 3.7% 359.96 255.92 .00 .00 0394541.1 5453.0.7. WEST FIRE CUSTODIAL SUPPLIES 410.00 400.00-2.4-' 143.76 258.93 .00 .00 03954411 529301 LIBRARY CLEANING SERVICES 12,087.54 17,752.59 17,832.96 8,486.31 17,756.00 17,500.00 OR 03/31/2016 16:38 (TOWN OF READING r z bgnyrpts blelacheur NEXT YEAR BUDGET HISTORICAL COMPARISON PROJECTION: 20171 FY17 GENERAL FUND FOR PERIOD 99 ACCOUNTS FOR: FACILITIES PRIOR FY3 PRIOR FY2 LAST FY1 CY CY REV PROJECTION PCT ACTUALS ACTUALS ACTUALS ACTUALS BUDGET LEVEL 2 CHANGE 03_954412 5293.02 LIBRARY PROJECT CONSULTING 7,000.00 .00 .00 .00 .00 .00 .0% 03555411_545307 LIBRARY CUSTODIAL SUPPLIES 450.00 450.00 .0% 433.60 290.63 .00 .00 03964411 _5.29301 SENIOR CTR CLEANING SERVICES 5,700.86 8,593.37 8,490.78 8,077.95 8,528.00 8,400.00 -1.5% 03965411 5453.07 SENIOR CTR CUSTODIAL SUPPLIES 359.00 400.00 11.4% 146.76 143.36 .00 .00 03975411. 545307 DPW CUSTODIAL SUPPLIES 560.00 560.00 .0. 399.68 147.57 .00 .00 0398541154-307 MISC CUSTODIAL SUPPLIES 817.35 .00 .00 .0. .00 .00 .00 TOTAL EXPENSES 57,172.24 63,915.25 65,193.99 59,655.17 72,287.00 80,085.00 10.81-. TOTAL TOWN FACILITIES 237,152.96 233,987.30 244,001.53 189,532.32 292,834.82 286,889.82 -2.0. 0400 CORE FACILITIES 03 SALARIES 0_340.1,416.._511308. FACILITIES DIRECTOR 48,925.00 .00 -100.0. .00 .00 .00 .00 0.3401.422 5113.05 FACILITIES ASSISTANT DIRECTOR 90,000.00 96,400.00 7.1. .00 .00 .00 .00 03_4..0._1422...__5.11.30._8.. FACILITIES DIRECTOR 50,000.18 59,792.88 47,682.85 99,450.48 68,925.00 126,250.00 83.2. 03402416 511307 FACIITIES ADMIN 21,303.75 .00 -100.0. .00 .00 .00 .00 03402416 514302. CLERICAL LONGEVITY 325.00 -100.0. .00 .00 .00 .00 .00 _03402422 5113.0.7. FACILITIES SECRETARY 18,258.76 19,218.60 19,973.42 31,675.41 21,303.75 50,915.00 139.0% 034,_0.2422___5143_02. CLERICAL LONGEVITY 650.00 325.00 .00 -100.0% 325.00 325.00 325.00 03403422 511313 MAINTENANCE STAFF 78,980.88 78,983.20 37,187.25 35,903.91 53,599.82 55,812.32 4.1% 03403422 511314 LICENSED MAINTENANCE STAFF 64,276.42 77,416.24 129,595.54 95,972.32 131,206.40 135,592.80 3.3. 034034.22 5143.0.2, MAINTENANCE LONGEVITY 512.50 512.50 615.00 20.0% 512.50 512.50 512.50 0_3.4.0.3422..__51.50.0.0 MAINTENANCE OVERTIME 28,581.74 24,976.73 30,653.81 20,676.99 25,000.00 27,500.00 10.0. TOTAL SALARIES 240,935.48 261,225.15 265,930.37 284,841.61 461,426.22 493,08.12 6.9. 05 EXPENSES 03404413 5213.92 WIRELESS COMMUNICATION COSTS 116 03/31/2016 16:38 OF READING Ibgnyrpts blelacheur (TOWN NEXT YEAR BUDGET HISTORICAL COMPARISON FOR PERIOD 99 PROJECTION: 20171 FY17 GENERAL FUND ACCOUNTS FOR: FACILITIES PRIOR FY3 PRIOR FY2 LAST FYI CY CY REV PROJECTION LEVEL 2 PCT CHANGE ACTUALS ACTUALS ACTUALS ACTUALS 799.98 BUDGET 800.00 .00 -100.0% .00 1,109.06 2,050.00 4_42 2___$1.2 4.313 OTHER MAINTENANCE & REPAIR SVC 3,043.20 4,211.44 8,494.00 5,000.00 -41.1% 2,138.25 1,846.11 03.404422.. 53'0.000 SF SOFTWARE LICENSES 4,356.46 4,234.00 5,238.00 00 -100.0% 4,234.00 4,234.00 03404422.5823.20. ARCHITECT FEES 26,175.41 8,000.00 5,000.00 -37.5% 5,792.50 13,365.00 .00 03405422 542302 OFFICE SUPPLIES 1,114.12 1,831.43 3,702.47 1,667.97 992.50 .00 -100.0% 0.3.405422. 5430,00 BLDG & EQU REP & MAIN SUPPLIES 6,917.47 .00 .00 .0- 0%1,098.08 1, 098.087,772.37 4,693.27 034.0542.2543-301 SF CARPENTRY SUPPLIES .00 .00 46.46 .00 .00 .00 03405422 5433..03 SF ELECTRICAL SUPPLIES 982.57 108.15 .00 .00 171.99 297.65 03405422 543306 SF HVAC SUPPLIES 2,500.00 00 -100.0% .00 .00 43.86 .00 03405422 5433.1.0. SF PLUMBING SUPPLIES 19.85 1,364.04 .00 .00 2,421.90 509.46 0_340542.7 542302. OFFICE SUPPLIES 125.24 992.50 1,000.00 .8% .00 .00 .00 03.40542.7 54300.0. BLDG & EQUIP REPAIR & MAINT SU 956.95 3,000.00 2,000.00 -33.3% 00 .00 .00 03405427 543301 CARPENTRY SUPPLIES 500.00 1,000.00 100.0% .00 .00 .00 .00 03405427 543303 ELECTRICAL SUPPLIES 513.00 1,000.00 94.9% .00 .00 .00 .00 03405427 5.433.0-6_, HVAC SUPPLIES 00 00 1,000.00 .00 .00 .00 03.4.0.5427._5433_0.9. PAINTING SUPPLIES 1,000.00 1,000.00 .0% .00 .00 .00 .00 03.40.5.427_._543-31._0_. PLUMBING SUPPLIES 513.00 1,000.00 94.9% .00 .00 .00 .00 03406413 521302 ENERGY CONSERVATION - ELECTRIC .00 12,800.00 .0% 5,610.50 3,109.00 3,315.00 .00 .034064_13 54.8.9.9_9 SCHOOL VEHICLE GASOLINE 8,222.54 5,455.86 11,623.00 .00 -100.0% 9,954.74 10,429.93 0340.64...22_.,.527_303 PHOTOCOPIER LEASE 1,706.40 1,236.18 1,348.56 1,876.00 .00 -100.0% 03406422 5.3.0.302. 1,706.40 CONFERENCE / WORKSHOP 1,325.00 1,970.00 3,420.43 1,658.19 1,500.00 2,000.00 33.30 03406422 545303 MAINTENANCE UNIFORMS 500.86 300.00 1,800.00 1,800.00 .0% 4,309.38 2,552.59 03406422 57130_1. IN-STATE TRAVEL .00 .00 .0% 68.70 .00 331.00 .00 03400422 580..323. MAINTENANCE EQUIPMENT 1,550.22 5,990.02 .3,569.17 5,929.06 6,000.00 6,000.00 .0% 03406,122 53.0..3.2_$ FACILITIES OFFICE EQUIPMENT 5,364.47 267.53 1,000.00 1,000.00 .0% 1,184.39 882.17 03406424 580301 SECURITY EQUIPMENT 2,000.00 2,000.00 .0% 2,388.00 1,032.98 .00 .00 left 03/31/2016 16:38 OF.READING Ibgnyrpts blelacheur (TOWN NEXT YEAR BUDGET HISTORICAL COMPARISON FOR PERIOD 99 PROJECTION: 20171 FY17 GENERAL FUND ACCOUNTS FOR: FACILITIES PRIOR FY3 PRIOR FY2 LAST FY1 CY CY REV PROJECTION LEVEL 2 PCT CHANGE ACTUALS ACTUALS ACTUALS ACTUALS BUDGET 03.414422 524304 ELEVATOR SERVICES 1,234.95 2,801.73 3,035.00 3,000.00 -1.2% 434.01 1,235.00 03414422.5 24308 ALARM SERVICES 1,530.00 492.50 455.00 500.00 9.90 2,551.49 348.00 03414422 524109 FIRE EQUIPMENT SERVICES 660.00 1,435.00 2,000.00 39.4% .00 1,230.00 .00 03414422 524.3.11 HVAC SERVICES 3,540.68 4,270.00 4,120.00 5,000-008,000.00 60.0% 0341442._2 524.3.1.3 3,353.70 OTHER MAINT & REPAIR SERVICES 1,786.98 2,500.00 2,500.00 1,606.27 1,360.02 833.97 03A14422-5-224314 PEST MANAGEMENT SERVICES 300.00 345.00 350.00 1.4% 309.00 257.56 .00 03416412 521_303 BARROWS NATURAL GAS 33,780.12 21,629.81 35,091.00 31,250.00 -10.9% 28,533.21 32,701.13 0.3410_.413 5213.0.1 BARROWS ELECTRICITY 28,837.60 30,768.43 30,725.19 26,361.34 33,288.00 38,500.00 15.7% 03416.413 521.3.09_ BARROWS WATER/SEWER 5,.380.04 4,463.54 5,941.00 6,075.00 2.3% 4,923.12 5,027.11 Q34.1.6422 524302 BA BLDG REPAIR EXPENSE 9,802.18 10,045.75 10,594.67 12,843.00 15,000.00 16.8% 03416422 524303 6,844.31 BARROWS ELECTRICAL EXPENSES 2,453.27 2,249.00 2,500.00 11.2% 6,856.10 2,028.24 1,474.47 0.3416.4.._2.2 524.3.0.4 BARROWS ELEVATOR EXPENSES 3,013.75 3,017.75 3,043.00 2,500.00 -17.8% 2,075.50 714.08 034_1_64225243.08 BARROWS ALARM EXPENSES 859.50 1,903.00 1,500.00 -21.2% 90.00 295.00 400.00 03416422_.._524311 BARROWS HVAC EXPENSES 2,351.26 4,746.97 2,305.00 2,300.00 -.2% 3,856.47 3,560.00 03416422 524315 BARROWS PLUMBING EXPENSES 1,524.71 1,744.00 1,750.00 125.15 1,052.94 1,331.13 0.3.416430..._524.3 06 . EXTRAORDINARY REPAIR EXPENSES 1,090.63 3,659.00 5,000.00 36.6% 2,300.00 5,192.32 .00 034244_2_2___, _524308. AL ARM SERVICES 1,094.30 492.50 455.00 500.00 9.9% 1,318.42 348.00 0.34.2442_2_,5.2._4.309 FIRE EQUIPMENT SERVICES 300.00 1,435.00 2,000.00 39.4% 65.00 1,230.00 .00 03424427_ 524311 HVAC SERVICES 3,162.42 2,240.09 3,814.00 4,120.00 5,000.00 7,725.00 54.5% 03424422 524333 OTHER MAINT & REPAIR SERVICES 1,362.50 2,233.00 2,500.00 12.0% 1,079.51 1,465.19 1,259.24 0342442.2 524314 PEST MANAGEMENT SERVICES 300.00 345.00 350.00 1.4% 264.00 341.00 :00 0.342641? 52.1.303. BIRCH NATURAL GAS 26,931.33 27,315.04 29,515.47 20,628.70 38,140.00 27,425.00 -28.1% 03426413 521301 BIRCH ELECTRICITY 20,907.62 20,578.40 21,776.21 17,346.92 23,176.00 24,150.00 4.2% 0342'0413 521309 BIRCH WATER/SEWER 6,275.73 7,374.29 7,322.73 5,721.99 7,506.00 6,950.00 -7.4% 03420422._5...2.4.3.0_2. BIRCH BUILDING REPAIR EXPENSE 8,452.85 19,986.00 15,000.00 -24.9% 11,446.52 13,438.40 6,048.66 0.34.2.6.422._._524.3.0._3 BIRCH ELECTRICAL EXPENSES 118 03/31/2016 16:38 TOWN OF READING blelacheur INEXT YEAR BUDGET HISTORICAL COMPARISOIbgnyrpts N FOR PERIOD 99 PROJECTION: 20171 FY17 GENERAL FUND ACCOUNTS FOR: FACILITIES PRIOR FY3 PRIOR FY2 LAST FY1 CY CY REV PROJECTION LEVEL 2 PCT CHANGE ACTUALS ACTUALS ACTUALS ACTUALS 626.80 BUDGET 2,000.00 2,500.00 25.0% 6,071.70 2,560.95 570.02 0.3.426422. 524,3.0.8 BIRCH ALARM EXPENSES 316.50 704.00 1,500.00 113.1% 1,638.00 395.00 997.83 0.34264.22. 5243,11 BIRCH HVAC EXPENSES 3,166.53 8,646.29 6,628.00 6,630.00 .0% 5,580.74 4,300.79 01.134,26422-524315 BIRCH PLUMBING EXPENSES 797.42 4,063.54 1,537.00 1,750.00 13.9% 753.63 1,905.27 03426430 524306 EXTRAORDINARY REPAIR EXPENSES 6,120.00 5,000.00 -18.3% 1,279.00 14,250.00 650.00 .00 0343442.2524308 ALARM SERVICES 1,066.34 492.50 455.00 500.00 9.9% 1,318.42 348.00 0.3.434.422. 524309. FIRE EQUIPMENT SERVICES 225.00 2,207.00 2,000.00 -9.4% 358.28 1,230.00 .00 034344.22 5243.11 HVAC SERVICES 2,706.96 3,211.74 2,664.00 2,920.00 4,550.00 7,300.00 60.4% 03434422 524313 OTHER MAINT & REPAIR SERVICES 1,270.00 1,909.00 2,500.00 31.0% 1,082.50 1,973.84 1,111.86 0.3434422 5243.14, PEST MANAGEMENT SERVICES 300.00 345.00 350.00 1.4% 296.00 233.59 .00 03.4304_1.2 521-303 EATON NATURAL GAS 38,834.82 43,092.99 40,643.02 25,664.06 47,814.00 40,000.00 -16.3% 03436413 5213.01. EATON ELECTRICITY 24,631.17 28,886.06 27,769.33 24,111.39 28,750.00 34,150.00 18.8% 03436413 521309 EATON WATER/SEWER 5,105.96 4,176.18 5,338.00 4,300.00 -19.4% 4,391.00 4,863.77 03436422 524302 EATON BUILDING REPAIR EXPENSE 14,116.63 26,649.00 15,000.00 -43.7% 18,026.34 25,647.55 11,228.32 03436422,52.4.303- EATON ELECTRICAL EXPENSES 572.72 2,000.00 2,500.00 25.01 4,820.54 753.03 922.06 034,36422.__-S2,4308 EATON ALARM EXPENSES 2,206.12 1,034.87 893.00 1,500.00 68.0% 3,630.00 3,334.76 03.43.6422..._5243.11 EATON HVAC EXPENSES 3,272.31 8,651.79 6,183.00 6,200.00 .3% 3,983.42 5,179.39 03436422 524315 EATON PLUMBING EXPENSES 3,840.10 2,184.00 1,750.00 -19.9% 807.92 3,321.50 1,067.82 034.3643.0-5-2430.6 EXTRAORDINARY REPAIR EXPENSES 9,528.00 5,000.00 -47.5% 7,186.00 1,575.00 19,305.63 .00 03444422 52.4..30$ ALARM SERVICES 593.00 492.50 455.00 500.00 9.9% 1,318.42 348.00 0.34444.22__524309 FIRE EQUIPMENT SERVICES 735.00 1,538.00 2,000.00 30.0% 213.36 1,230.00, .00 03444422 524311 HVAC SERVICES 2,895.89 3,035.97 3,464.00 3,820.00 4,700.00 7,420.00 57.9% 0..3444.422 5243.13 OTHER MAINT & REPAIR SERVICES 557.50 2,196.00 2,500.0013.8% 533.70 1,613.53 562.54 03444422 5243.14. PEST MANAGEMENT SERVICES 342.00 345.00 400.00 15.9% 335.00 220.27 .00 0 3440412 52,1303 KILLAM NATURAL GAS 29,309.26 32,069.12 47,276.29 23,082.60 41,043.00 35,775.00 -12.8% 03446413 521301 KILLAM ELECTRICITY 30,069.34 27,823.72 35,560.04 32,230.53 35,475.00 41,025.00 15.60 119 03/31/2016 16:38 OF READING r bgnyrpts blelacheur (TOWN NEXT YEAR BUDGET HISTORICAL COMPARISON FOR PERIOD 99 PROJECTION:.20171 FY17 GENERAL FUND ACCOUNTS FOR: FACILITIES PRIOR FY3 PRIOR FY2 LAST FY1 CY CY REV PROJECTION PCT ACTUALS ACTUALS ACTUALS ACTUALS BUDGET LEVEL 2 CHANGE 03446413,_521.3.._0.9 KILLAM WATER/SEWER 6,210.56 11,336.24 7,581.26 6,173.31 12,839.00 8,600.00 -33.0% 03446422 524302 KILLAM BLDG REPAIR EXPENSE 15,731.75 8,888.01 10,331.09 12,137.51 20,569.00 15,000.00 -27.1% 03446422 524303 KILLAM ELECTRICAL EXPENSES 431.03 4,000.00 2,500.00 -37.5% 3,598.50 861.26 987.66 0344642. 52430.4 KILLAM ELEVATORY EXPENSES 95.00 .00 .00 .01 .00 .00 .00 03446-42.2.S24-308 KILLAM ALARM EXPENSES 642.10 1,693.00 1,500.00-11.4-'. 90.00 1,110.00 .00 03446422 524311 KILLAM HVAC EXPENSES 3;026.89 3,238.00 3,250.00 .4% 818.37 246.00 5,945.83 03446422 524315 KILLAM PLUMBING EXPENSES 1,341.63 2,207.00 1,750.00 -20.7% 557.53 1,436.94 392.85 0344643..0 524306 EXTRAORDINARY REPAIR EXPENSES 9,617.00 5,000.00 -48.0% 4,396.00 .00 3,945.99 .00 03.454422 5243.04 ELEVATORY SERVICES 434.01 1,635.03 1,235.00 2,698.84 2,291.00 2,300.00 .4% 03&54422 524308 ALARM SERVICES 2,277.10 348.00 1,099.67 492.50 455.00 500.00 9.90 034544.22 524309 FIRE EQUIPMENT SERVICES 300.00 21007.00 2,000.00 -.3% 142.96 990.00 .00 03.454422,524.3.11. HVAC SERVICES 2,763.89 3,100.13 3,313.10 3,945.00 4,600.00 7,300.00 58.70 034.54422,5243..13 OTHER MAINT & REPAIR SERVICES 1,471.24 2,882:49 1,554.14 1,492.20 2,184.00 2,500.00 14.5% 03454422 524314, PEST MANAGEMENT SERVICES 702.00 758.00 480.00 -36.7% 708.00 557.65 .00 03456412 521303 WOOD END NATURAL GAS 27,213.54 27,439.34 29,450.60 21,133.80 29,724.00 27,400.00 -7.8% _03456413 52,13_0.1_ WOOD END ELECTRICITY 36,171.77 36,454.67 38,990.17 28,145.27 40,973.00 42,775.00 4.4% 0.3..4.Su4.1..352.13_.0.9. WOOD END WATER/SEWER 7,981.44 8,793.69 10,710.51 10,899.88 11,167.00 9,850.00 -11.8% 03456422.._524302. WOOD END BLDG REPAIR EXPENSE 12,459.01 7,142.12 9,047.67 10,197.62 10,120.00 15,000.00 48.21 03456422 524303 WOOD END ELECTRICAL EXPENSES 7,426.68 2,529.52 2,232.63 1,460.67 5,000.00 2,500.00 -50.0% 03456422 524304 WOOD END ELEVATOR EXPENSES 370.00 1,025.00 2,000.00 95.1% .00 1,358.00 806.36 0.34564_22 5243.08. WOOD END ALARM EXPENSES 241.00 1,500.00 522.4% 1,753.90 .00 .00 .00 03456422 524.3_11 WOOD END HVAC EXPENSES 3,075.33 1,766.33 1,223.51 5,607.02 4,436.00 4,450.00 .3% 03456422 524315 WOOD END PLUMBING EXPENSES 76.96 319.24 1,025.00 1;750.00 70.7% 50.10 571.69 03.456430 524306 EXTRAORDINARY REPAIR EXPENSES 4,454.00 5,000.00 12.3% 4,229.00 .00 24,979.17 .00 03464422 524304. ELEVATOR SERVICES 590.78 3,003.36 3,270.00 3,201.68 5,500.00 5,500.00 . 0% 03464422 524.308_ ALARM SERVICES WAX 03/31/2016 16:38 OF READING r bgnyrpts' blelacheur (TOWN NEXT YEAR BUDGET HISTORICAL COMPARISON FOR PERIOD 99 PROJECTION: 20171 FY17 GENERAL FUND ACCOUNTS FOR: FACILITIES PRIOR FY3 PRIOR FY2 LAST FY1 CY CY REV PROJECTION PCT ACTUALS ACTUALS ACTUALS ACTUALS BUDGET 455.00 LEVEL 2 500.00 CHANGE 9.91-. 3,558.09 348.00 .1,245.34 492.50 034644.22. 52430.9. FIRE EQUIPMENT SERVICES 735.00 2,000.00 2.,500.00 25.0% 271.74 1,230.00 .00 03.464422. 5243.11 HVAC SERVICES 4,003.58 3,754.10 4,390.99 8,055.00 5,650.00 9,700.00 71.7% 0346442.2. 52. 4313 OTHER MAINT & REPAIR SERVICES 3,175.01 3,746.00 5,000.00 33.,50 2,363.96 2,966.21 2,227.33 03464422_524314 PEST MANAGEMENT SERVICES 342.00 345.00 400.00 15.9% 300.00 269.14 .00 0.3.466412 52130.3 COOLIDGE NATURAL GAS 86,230.49 91,924.36 88,837.44 58,360.58 94,217.00 88,800.00 -5.70 0.3466413 521301, COOLIDGE ELECTRICITY 54,614.37 55,325.43 58,521.59 44,926.76 60,829.00 64,100.00 5.4% 034,66413S21,30-9 COOLIDGE WATER/SEWER 19,919.49 14,237.83 11,435.01 14,361.13 16,256.00 20,225.00 24.4% 03466422 524302 COOLIDGE BLDG REPAIR EXPENSE 19,194.81 18,342.24 10,620.76 18,558.30 14,198.00 22,500.00 58.5% 034664225243 03 COOLIDGE ELECTRICAL EXPENSES 2,200.70 420.39 2,000.00 4,000.00 100.0% 4,660.55 714.79 0-346'0.422 524304 COOLIDGE ELEVATOR EXPENSES 2,450.00 2,500.00 2.0% .00 .00 .00 .00 03466422 5243.08 COOLIDGE ALARM EXPENSES 200.00 142.50 2,058.00 2,500.00 21.5% 3,573.00 1,586.68 03466422 524311 COOLIDGE HVAC EXPENSES 7,355.92 9,607.20 8,901.69 5,279.31 7,465.00 7,500.00 .5% 03466422 524315 COOLIDGE PLUMBING EXPENSES 400.39 2,462.03 470.04 1,791.98 2,330.00 2,500.00 7.3% 0.346643052..43.0.6_ EXTRAORDINARY REPAIR EXPENSES 27,341.41 12,111.14 19,350.00 4,400.00 8,950.00 10,000.00 11.7% 0347_4422....._S2.43.0.4 ELEVATOR SERVICES 144.67 1,635.00 1,235.00 2,801.76 2,291.00 2,300.00 .4% 0347442.2 5243_QS_ ALARM SERVICES 2,534.49 348.00 1,236.34 492.50 455.00 500.00 9.9% 03474422 524309 FIRE EQUIPMENT SERVICES .00 2,165.00 .00 1,335.00 3,061.00 2,500.00 -18.30 0_3.47.4422..5.243,1_1 HVAC SERVICES 3,335.88 2,914.70 3,838.98 5,155.00 5,000.00 9,100.00 82.0% 034744.22 524313 OTHER MAINT & REPAIR SERVICES 2,620.84 3,162:00 5,000.00 58.1% 2,050.79 3,058.12 2,522.52 03474422 524.3.14, PEST MANAGEMENT SERVICES 300.00 345.00 350.00 1.4% 220.00 233.59 .00 03476412 521303 PARKER NATURAL GAS 6,578.17 7,828.77 61,206.78 44,514.37 8,869.00 65,450.00 638.0% .0..34764.1.3 52_1.3._0..1. PARKER ELECTRICITY 63,654.73 66,694.50 73,232.97 56,235.70 70,899.00 77,300.00 9.0% Q34764,11-52-13 09 PARKER WATER/SEWER 9,435.62 10,803.63 11,051.60 7,529.90 11,605.00 10,900.00 034.76422......_5243_02. PARKER BLDG REPAIR EXPENSE 28,809.76 18,283.06 15,707.91 20,660.62 21,408.00 22,500.00 5.1% 03476422 524303 PARKER ELECTRICAL EXPENSES 8,968.95 2,536.05 4,094.52 1,659.07 4,000.00 4,000.00 121 03/31/2016 16:38 (TOWN OF READING r bgnyrpts ° blelacheur NEXT YEAR BUDGET HISTORICAL COMPARISON FOR PERIOD 99 PROJECTION: 20171 FY17 GENERAL FUND ACCOUNTS FOR: FACILITIES PRIOR FY3 PRIOR FY2 LAST FY1 CY CY REV PROJECTION PCT ACTUALS ACTUALS ACTUALS ACTUALS BUDGET LEVEL 2 CHANGE 0..347642.25243..04 PARKER ELEVATOR EXPENSES 2,050.00 2,500.00 22.0% 375.20 959.50 326.25 .00 03476422 524308 PARKER ALARM EXPENSES 5,278.00 4,199.00 1,024.16 190.00 4,207.00 2,500.00 -40.6% 03476422 524311 PARKER HVAC EXPENSES 16,040.55 8,772.99 3,473.20 13,216.47 10,224.00 10,225.00 .0% 03.476422 5243,15 PARKER PLUMBING EXPENSES 555.67 3,312.89 4,530.94 888.07 2,035.25 2,500.00 22.8% 0.34 6430. 5243.0.6 EXTRAORDINARY REPAIR EXPENSES 10,578.00 10,000.00 -5.5% 11,813.51 294.10 5,229.42 .00 03484422524304 ELEVATOR SERVICES 2,274.37 6,975.10 6,775.00 7,089.20 8,405.00 8,500.00 1.1% 03484422 524308 ALARM SERVICES 6,502.15 1,554.80 2,613.29 1,009.20 1,821.00 2,000.00 9.8% 03484422 52.4309 FIRE EQUIPMENT SERVICES 1,177.47 1,305.00 .00 2,352.00 3,500.00 5,000.00 42.9% _0.3.48.4.4.22524..3.1.1_ HVAC SERVICES 8,964.42 9,090.32 10,200.00 11,260.00 15,350.00 23,500.00 53.1% 0_3.4.84422__52.4.3_1.3 OTHER MAINT & REPAIR SERVICES 5,331.94 10,576.72 3,770.44 4,905.46 6,873.00 7,500.00 9.1% 03484422 524314 PEST MANAGEMENT SERVICES 1,228.40 500.00 1,200.00 140.0% 400.00 416.40 .00 0.3486412 5213.0.3. RMHS NATURAL GAS 123,717.09 140,273.42 130,321.42 80,713.53 146,083.00 133,150.00 -8.9% 03_486.413.__._52.1_301. RMHS ELECTRICITY 235,415.81 248,820.28 257,873.90 186,306.42 259,441.00 278,700.00 7.4% 0.3.4.864_.1.3_ .5.2..1309 RMHS WATER/SEWER 37,294.56 38,132.60 45,624.76 41,363.71 41,001.00 38,000.00 -7.3% 03486422 521302 ENERGY MGMT SYS'REPAIRS .00 .00 -371.00 .00 .00 .00 .0% 0.3.4.864.22_.._52.4302 RMHS BLDG REPAIR EXPENSES 50,546.49 54,788.38 39,944.38 57,727.52 56,375.00 60,000.00 6.4% 0.3..4804.22._52..4.3.03. RMHS ELECTRICAL EXPENSES 17,174.27 8,033.23 13,571.74 10,267.19 10,000.00 10,000.00 .0% 0.34_8642,2.._._5243_..04.. RMHS ELEVATOR EXPENSES 11,517.05 4,568.70 1,946.64 2,982.50 6,329.00 6,500.00 2.7% 03486422 524308 RMHS ALARM EXPENSES 3,447.72 8,592.38 13,278.31 5,205.28 5,111.00 5,000.00 -2.2% 03486422 524311 RMHS HVAC EXPENSES 22,478.90 18,485.57 22,150.13 34,011.43 15,240.00 15,250.00 0348642_2. 524315 RMHS PLUMBING EXPENSES 2,069.39 6,166.48 3,526.40 5,725.96 3,687.00 4,000.00 8.5% 0.34.8.64,3.0.5.24.3__0.6 EXTRAORDINARY REPAIR EXPENSES 15,749.00 22,291.60 28,406.66 9,666.07. 44,842.00 45,000.00 .4% 03916412 521303 TOWN HALL NATURAL GAS 9,426.29 10,624.63 11,760.10 7,785.77 13,429.00 10,700.00 -20.3% 03916413 521301 TOWN HALL ELECTRICITY 19,567.36 20,357.44 21,461.17 18,226.17 23,616.00 24,075.00 1.9% 0.3,916413-521309. TOWN HALL WATER/SEWER 2,061.91 2,465.89 2,807.63 2,321.27 2,556.00 2,600.00 1.7% 03916422 524302 TOWN HALL 0TH BLDG REPAIR EXP 122 03/31/2016 16:38 blelacheur PROJECTION: 20171 ACCOUNTS FOR: FACILITIES 03916422. 52430.3... 03916422 543.0.4 039-16642..2. 5243.0.$. 0 3 2 16 4 2 2 524309 03916422. 524_.311 03.916422 5243.13. 0.3916422 524314. 03916422 524315 03_91643.0 524.3...06 03..926412. 521303_ 03..920413. 52130_1, 03926413 521309 03926422 524302 0. 3_.926422...52430_3_, 0392642.2.....5243_04 0 3_°2642 2_ 524 3 O.8 03926422 524309 03926422 524.311 0._3,92.642.2. 524.3.13. 0.3926422 524.314. 03926422 524315 0392643.0 524306. 039364.1.2 _5213_03 0393413 5213.01 03936413 X21309 (TOWN OF READING r y NEXT YEAR BUDGET HISTORICAL COMPARISON bgnyrpts FY17 GENERAL FUND FOR PERIOD 99 PRIOR FY3 PRIOR FY2 LAST FY1 ACTUALS CY ACTUALS CY REV BUDGET PROJECTION LEVEL 2 PCT CHANGE ACTUALS ACTUALS 10,347.97 18,132.59 6,960.96 8,699.68 25,300.00 25,000.00 -1.216 TOWN HALL ELECTRICAL EXPENSES 8,371.94 2,124.38 325.45 857.20 4,150.00 5,000.00 20.5% TOWN HALL ELEVATOR EXPENSES 639.00 3,743.33 5,187.15 3,501.64 3,734.00 3,750.00 .4% TOWN HALL ALARM EXPENSES 2,906.36 1,013.00 1,180.84 167.18 .00 1,500.00 .0% TOWN HALL FIRE EQUIP EXPENSE .00 965.00 .00 585.00 1,575.00 2,000.00 27.0% TOWN HALL HVAC EXPENSES 3,798.39 2,892.54 3,989.00 7,839.47 3,152.00 4,650.00 47.50 TOWN HALL OTH MAINT&REPAIR 1,230.00 2,500.00 103.3% .00 .00 .00 .00 TOWN HALL PEST MANAGEMENT 327.00 626.45 .00 366.00 348.00 600.00 72.41 TOWN HALL PLUMBING EXPENSES 1,930.22 1,105.74 407.16 627.69 205.00 750.00 265.90 TOWN HALL EXTRAORD REPAIR 12,284.00 .00 3,377.00 .00 10,000.00 10,000.00 .0% POLICE NATURAL GAS 17,916.91 20,284.01 19,292.78 13,356.70 24,744.00 18,800.00 -24,.0% POLICE ELECTRICITY 42,719.79 44,732.10 47,639.34 37,980.07 45,112.00 51,500.00 14.2% POLICE WATER/SEWER 2,292.88 2,378.20 2,415.46 1,870.59 2,642.00 2,875.00 8.8% POLICE OTH BLDG REPAIR EXPENSE 1,447.20 2,602.56 6,895.45 3,990.45 9,560.00 10,000.00 4.6% POLICE ELECTRICAL EXPENSES 1,799.33 656.91 249.12 884.30 1,000.00 1,500.00 50.0% POLICE ELEVATOR EXPENSES 704.01 2,035.00 1,900.21 3,274.64 2,873.00 3,000.00 4.4% POLICE ALARM EXPENSES 3,454.30 .00 768.34 .00 .00 1,500.00 .015 POLICE FIRE EQUIPMENT EXPENSES 136.86 1,230.00 .00 375.00 1,891.00 2,000.00 5.8% POLICE HVAC EXPENSES 4,368.70 6,997.43 7,819.19 6,474.59 4,649.00 6,000.00 29.1% POLICE OTH MAINT&REPAIR EXPENS 1,365.00 2,000.00 46.5% 250.00 .00 .00 .00 POLICE PEST MANAGEMENT SERVICE 577.00 289.45 .00 366.00 348.00 400.00 14.9% POLICE PLUMBING EXPENSES .00 141.00 239.85 524.48 487.50 500.00 2.6% POLICE EXTRAORD MAINTENANCE 7,649.53 7,200.00 3,884.39 .00 7,200.00 7,000.00 -2.8% MAIN FIRE NATURAL GAS 10,735.05 12,879.07 9,353.57 6,230.19 15,609.00 11,200.00 -28.2% MAIN FIRE ELECTRICITY 12,010.32 12,696.02 14,320.32 10,930.40 13,062.00 14,675.00 12.3% MAIN FIRE WATER/SEWER 2,482.64 2,926.97 2,972.51 2,259.24 3,604.00 3,300.00 -8.4% 123 03/31/2016 16:38 TOWN OF READING (NEXT r bgnyrpts blelacheur YEAR BUDGET HISTORICAL COi� MPARISON PROJECTION: 20171 FY17 GENERAL FUND FOR PERIOD 99 ACCOUNTS FOR: FACILITIES PRIOR FY3 PRIOR FY2 LAST FYI CY CY REV PROJECTION PCT ACTUALS ACTUALS ACTUALS ACTUALS BUDGET LEVEL 2 CHANGE 039364...22. 5243.02. MAIN FIRE OTHER BLDG REPAIR EX 8,025.40 10,722.18 8,349.01 13,854.01 10,045.00 10,000.00 -.4% 03936422 524303 MAIN FIRE ELECTRICAL EXPENSES 1,179.62 920.08 440.26 928.89 1,500.00 1,500.00 .0% 03936422S2430-4 MAIN FIRE ELEVATOR EXPENSES 1,036.51 1,768.34 2,230.00 3,121.76 3,399.00 3,400.00 03.93642.2 52430.3. MAIN FIRE ALARM EXPENSES 2,400.00 11500.00 -37.5% 2,401.47 .00 1,578.18 .00 03936422 524309 MAIN FIRE FIRE EQUIP MAINT 225.00 1,891.00 3,000.00 58.6% 127.16 1,230.00 .00 03.936422524311 MAIN FIRE HVAC EXPENSES 2,216.13 3,350.12 2,986.66 4,892.63 3,131.00 4,500.00 43.7% 03936422.5.24313 MAIN FIRE OTH MAINT&REPAIR EXP 1,366.00 3,500.00 156.2% 250.00 .00 .00 .00 0393642.2. 524314 MAIN FIRE PEST MANAGEMENT 630.00 600.00 700.00 16.7% .00 .00 .00 03.936422 5243.15 MAIN FIRE PLUMBING EXPENSES 331.98 517.00 500.00 -3.30-, 45.69 525.04 298.18 03.936430 524305 MAIN FIRE EXTRAORD MAINTENANCE 1,491.19 4,200.00 7,000.00 66.7% 15,357.98 .00 .00 03946412 521303 WEST FIRE NATURAL GAS 7,975.47 9,350.71 8,305.60 4,005.17 11,072.00 8,600.00 -22.3% 0394.6.413__52.1301 WEST FIRE ELECTRICITY 4,882.79 4,425.89 4,559.31 3,735.89 4,945.00 5,525.00 11.7% 039464.13 5213.09 WEST FIRE WATER/SEWER 642.41 841.11 818.34 634.16 1,099.00 925.00 -15.8% 03.946422 524.3.02 WEST FIRE OTH BLDG REPAIR EXPE 2,782.04 3,731.51 2,962.99 4,372.95 5,000.00 5,000.00 .0% 039464222S24303 WEST FIRE ELECTRICAL EXPENSES 518.00 500.00 -3.5% 1,791.97 .00 .00 .00 039464.2.2 $243.0,4 WEST FIRE ELEVATOR EXPENSES 00 .00 .00 230.64 .00 .00 .0% 0.3946422 524.30$ WEST FIRE ALARM EXPENSES 965.00 750.00 -22.3% 970.42 .00 718.34 .00 0394642.2 5243.0.9 WEST FIRE EQUIPMENT EXPENSES 225.00 1,576.00 2,000.00 26.9% 20.00 965.00 .00 _0_3946422 524311 WEST FIRE HVAC EXPENSES 1,324.47 3,551.81 2,809.28 2,997.06 1,655.00 3,000.00 81.3% 03946422 524313 WEST FIRE OTH MAINT&REPAIR EXP 884.00 1,500.00 69.7% 00 .00 .00 .00 03946422 52,43_1._4 WEST FIRE PEST MANAGEMENT 815.00 600.00 700.00 16.7% 00 .00 .00 03946422 52431.5. WEST FIRE PLUMBING EXPENSES 284.93 517.00 500.00 -3.3% 1,158.35 .00 141.26 03946430 524306 WEST FIRE EXTRAORDINARY MAINT 2,500.00 2,500.00 .0% 2,587.32 2,470.00 .00 .00 03956412 521303 LIBRARY NATURAL GAS 20,773.48 22,470.45 8,659.98 4,776.32 12,000.00 31,400.00 161.7% 03.9..5.0.4.1.3...._52.1.3_.0..1 LIBRARY ELECTRICITY 33,669.33 32,323.04 24,686.57 12,283.08 36,163.00 52,000.00 43.8% 03956413 521309 LIBRARY WATER/SEWER W, 03/31/2016 16:38 TOWN OF READING P 11 blelacheur (NEXT YEAR BUDGET HISTORICAL COMPARISON bgnyrpts PROJECTION: 20171 FY17 GENERAL FUND FOR PERIOD 99 ACCOUNTS FOR: FACILITIES PRIOR FY3 PRIOR FY2 LAST FYI CY CY REV PROJECTION PCT ACTUALS ACTUALS ACTUALS ACTUALS BUDGET LEVEL 2 CHANGE 3100.68 2,503.53 1,172.07 .00 3,184.00 3,875.00 21.71 0_3.95..6.4.2252430..2 LIBRARY OTH BLDG REPAIR EXPENS 4,105.92 4,304.66 829.95 1,196.94 7,000.00 5,000.00 -28.61 03.9.56422_ .... .5..24.3._03. LIBRARY ELECTRICAL EXPENSES 1,295.78 331.32 413.51 1,972.11 .00 500.00 .01 0_395_.'6._4_.2.2.__5243_04. LIBRARY ELEVATOR EXPENSES 2,500.00 434.01 1,235.00 916.78 .00 .00 .01 03956422_524308 LIBRARY'ALARM EXPENSES 2,631.97 589.80 991.34 348.00 1,313.00 1,500.00 14.21 0.3.95642.2._524.3.09. LIBRARY FIRE EQUIPMENT EXPENSE 1,800.00 2,000.00 11.11 222.58 1,440.00 .00 .00 0395642.2..5243.11 LIBRARY HVAC EXPENSES 6,325.71 2,450.58 2,422.17 .00 2,677.00 5,400.00 101.71 039.564.2252.4313 LIBRARY OTH MAINT&REPAIR EXPEN 1,000.00 1,500.00 50.01 450.00 .00 .00 .00 03956422 524314 LIBRARY PEST MANAGEMENT 275.00 592.00 .00 .00 500.00 800.00 60.01 0395642.2. 524.315 LIBRARY PLUMBING EXPENSES 729.00 317.78 73.48 13.68 350.00 500.00 42.91 0395643052.4,3D6 LIBRARY EXTRAORDINARY REPAIR 1,120.00 3,727.00 .00 .00 3,727.00 3,000.00 -19.51 0..3..96_54.12 5_21.30.3. SENIOR CTR NATURAL GAS 5,581.48 6,751.30 6,648.22 3,643.94 8,597.00 6,675.00 -22.41 03966413 521301 SENIOR CTR ELECTRICITY 7,752.28 7,541.16 7,868.14 7,136.37 8,262.00 9,700.00 17.41 039666413 521309 SENIOR CTR WATER/SEWER 1,302.10 1,417.97 1,384.64 1,188.68 1,572.00 1,650.00 5.01 0.3.9664.2_25243.02 SENIOR CTR OTH BLDG REPAIR EXP 6,388.22 2,535.36 8,557.92 3,017.18 9,000.00 10,000.00 11.11 03.96_'0_422._.....524303. SENIOR CTR ELECTRICAL EXPENSES 3,321.12 644.29 122.06 1,059.04 519.00 1,500.00 189.01 03.96,_6422_.5243.04 SENIOR CTR ELEVATOR EXPENSES 434.01 1,835.00 1,834.32 2,801.76 3,399.00 3,500.00 3.01 03966422524308 SENIOR CTR ALARM EXPENSES 965.00 1,000.00 3.61 1,903.97 402.32 7'18.34 .00 0396_66....4225...2..43.09 SENIOR CTR FIRE EQUIP EXPENSE 63.13 1,230.00 .00 225.00 1,891.00 2,500.00 32.21 03966422„_5._.24_3._1_.1... SENIOR CTR HVAC EXPENSES 2,019.60 443.90 5,141.45 3,859.87 1,813.00 4,000.00 120.61 03.96642.2.5.24313 SENIOR CTR OTH MAINT&REPAIR EX 1,260.00 1,500.00 19.01 511.25 .00 .00 .0.0 039666422 524314 SENIOR CTR PEST MANAGEMENT 330.00 236.90 .00 366.00 348.00 500.00 43.71 039664.22_._52.43.15 SENIOR CTR PLUMBING EXPENSE 1,392.22 235.00 109.64 .00 517.00 500.00 -3.31 0.3.960.430_52430 .6 SENIOR CTR EXTRAORD MAINTENANC 4,000.00 5,000.00 25.0% 3,777.16 .00 .00 .00 76.4 12_52-1.3-0-3 DPW NATURAL GAS 35,442.64 63,689.43 66,744.28 37,256.10 60,464.00 57,800.00 -4.41 03976413 521301 DPW ELECTRICITY 26,190.18 31,946.82 33,255.36 22,382.26 31,654.00 34,650.00 9.51 wsi 03/31/2016 16:38 OF READING Ibgnyrpts blelacheur (TOWN NEXT YEAR BUDGET HISTORICAL COMPARISON FOR PERIOD 99 PROJECTION: 20171 FY17 GENERAL FUND ACCOUNTS FOR: FACILITIESCY PRIOR FY3 PRIOR FY2 LAST FY1 CY REV BUDGET PROJECTION LEVEL 2 PCT CHANGE ACTUALS ACTUALS ACTUALS ACTUALS .W 039 76413 52,1,.309 DP WATER/SEWER 5,573.44 5,627.26 3,856.72 6,193.00 6,350.00 2.5% 03976422 524302 4,924.72 DPW 0TH BLDG REPAIR EXPENSES 14,494.80 15,533.00 10,000.00 -35.6% 5,996.28 51955.09 17,567.39 03976422a24303 DPW ELECTRICAL EXPENSES 923.84 1,703.26 2,071.00 2,500.00 20.7% 3,603.10 2,429.22 03976422 52430_& DPW ALARM EXPENSES 718.34 237.50 .00 1,000.00 .0% 970.39 .00 0.3.976422524309 DPW FIRE EQUIPMENT EXPENSES 225.00 1,450.00 2,000.00 37.9% 234.49 1,229.99 .00 03976422 5.24311 DPW HVAC EXPENSES 2,655.19 8,613.28 6,190.00 6,200.00 .20 6,821.59 9,567.24 03976422__524.313 DPW OTH MAINT&REPAIR EXPENSE00 00 604.00 1,500.00 148.3% 250.00 .00 03.97642,2_524315 DPW PLUMBING EXPENSES 64.76 123.99 587.18 1,200.00 104.4% 640.48 144.80 03976430 524306. DPW EXTRAORDINARY REPAIR 621.50 513.06 5,000.00 3,000.00 -40.0% 2,063.15 .00 0.3986422.524.3.13 CEMETERY GARAGE MAINT & REPAIR00 00 .00 5,500.00 .0% .00 .00 0399'0422 524313 MATTERA OTHER MAINT & REPAIR 00 00 pp 7,500.00 .0% .00 .00 TOTAL EXPENSES 1,911,155.58 1,937,970.50 1,969,424.84 1,578,946.68 2,226,243.93 2,360,705.00 6.0% TOTAL CORE FACILITIES 2,152,091.06 2,199,195.65 2,235,355.21 1,863,788.29 2,687,670.15 2,853,790.12 6.2% TOTAL FACILITIES 2,389,244.02 2,433,182.95 2,479,356.74 2,053,320.61 2,980,504.97 3,140,679.94 5.4% GRAND TOTAL 2,389,244.02 2,433,182.95 2,479,356'.74 2,053,320.61 2,980,504.97 3,140,679.94 5.4e ** END OF REPORT - Generated by Bob LeLacheur ** 126 READING PUBLIC SCHOOLS Fiscal Year 2017 Superintendent's Recommended Budget July 1, 2016 -June 30, 2017 School Committee Members Charles Robinson, Chairperson Jeanne Borawski, Vice Chairperson Linda Snow Dockser Julie Joyce Gary Nihan Elaine Webb Dr. John F. Doherty Superintendent of Schools Reading Public Schools 82 Oakland Road Reading, Massachusetts http://reading.kl2.ma.us January 11, 2016 127 District Administrators Craig Martin, Assistant Superintendent for Learning & Teaching Martha Sybert, Director of Finance & Operations Carolyn Wilson, Director of Student Services , Sara Burd, District Administrator of Support Services Deborah Butts, RISE Preschool Director Joseph Huggins, Director of Facilities Jason Cross, METCO Director Lynn Dunn, Director of Nursing Kristin Morello, Director of School Nutrition Micheala Saunders, Human Resources Administrator School Administrators Reading Memorial High School Adam Bakr, Principal Laura Olsen, Assistant Principal Michael McSweeney, Assistant Principal Thomas Zaya, Assistant Principal, Athletics & Extracurricular Activities A.W. Coolidge Middle School Sarah Marchant, Principal Marie Pink, Assistant Principal W.S. Parker Middle School P. Jayne Viladenis, Interim Principal Brendan Norton, Assistant Principal Alice Barrows Elementary School Heather Leonard, Principal Birch Meadow Elementary School Eric Sprung, Principal, Patrice Beckman, Associate Principal Joshua Eaton Elementary School Eric Sprung, Principal J.W. Killam Elementary School Cathy Giles, Principal Wood End Elementary School Joanne King, Principal 128 Table of Contents IntroductorySection.....................................................................................................................................6 Superintendent's Message.......................................................................................................................6 BudgetDrivers.....................................................................................................................................18 BudgetProcess and Timeline..............................................................................................................21 InformationOverview.........................................................................................................................23 District Enrollment and Student Demographics.............................................................................23 PersonnelResources.......................................................................................................................26 StudentAchievement.....................................................................................................................27 FinancialOverview.............................................................................................................................. 29 FY2017Revenue Sources................................................................................................................29 FY2017Expenses by Category.........................................................................................................30 FY2017 Revenue and Expense Budget Projection..........................................................................31 OrganizationalSection................................................................................................................................34 Townof Reading.....................................................................................................................................34 OrganizationStructure............................................................................................................................35 SchoolCommittee...............................................................................................................................35 DistrictAdministration........................................................................................................................35 DistrictPartnerships............................................................................................................................36 District Strategy for Improvement of Student Outcomes......................................................................37 InformationSection....................................................................................................................................40 EducationFunding..................................................................................................................:..............40 StateEducation Aid.............................................................................................................................40 LocalFunding for Education................................................................................................................42 Allocation of District Resources..............................................................................................................44 PerPupil Spending..............................................................................................................................44 Per Pupil Spending by Category......................................................................................................44 PerPupil Spending by School..........................................................................................................46 ComparableDistrict Spending........................................................................................................46 SpecialEducation Spending............................................................................................................48 Historical Budget versus Actual Spending.......................................................................................50 Allocation of Personnel Resources.....................................................................................................51 AverageTeacher Salaries................................................................................................................54 Student Demographics and Performance Measures..............................................................................55 Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 1 129 StudentEnrollment.............................................................................................................................55 ClassSize............................................................................................................................................. 57 StateAccountability System...................................................................................................................59 Massachusetts Student Assessment...................................................................................................60 Other Measures of Performance........................................................................................................72 StudentAttendance........................................................................................................................ 72 StudentDiscipline...........................................................................................................................72 GraduationRates............................................................................................................................73 SATScores.......................................................................................................................................74 Advanced Placement Enrollment and Performance.......................................................................75 Students Attending Higher Education Institutions.........................................................................76 FinancialSection.........................................................................................................................................78 GeneralBudget Summaries....................................................................................................................78 CostCenter Budgets............................................................................................................................... 87 Administration....................................................................................................................................87 District Administration by Object...................................................................................................87 District Administration by Function................................................................................................87 RegularDay.........................................................................................................................................92 RegularDay by Object.....................................................................................................................92 RegularDay by Function.................................................................................................................93 SpecialEducation................................................................................................................................96 SpecialEducation by Object............................................................................................................98 Special Education by Function......................................................................................................101 DistrictwidePrograms.......................................................................................................................104 HealthServices..............................................................................................................................105 Athletics........................................................................................................................................106 ExtracurricularActivities...............................................................................................................108 Districtwide Networking and Technology Maintenance..............................................................109 SchoolBuilding Facilities...................................................................................................................111 SpecialRevenue Funds......................................................................................................................113 Federal, State, and Private Grants................................................................................................113 SpecialRevenue Funds..................................................................................................................115 TownBuilding Maintenance.......................:.........................................................................................117 Building Demographic, Staffing, Performance, and Budget Overviews ...............................................118 Appendix A: School Finance & Budget Laws, Regulations, and Policies ..............................................120 Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 2 130 Massachusetts General Laws (MGL).................................................................................................120 Code of Massachusetts Regulations (CMR)......................................................................................123 SchoolCommittee Policies................................................................................................................126 Appendix B: School Finance and Accounting.......................................................................................128 FundAccounting...............................................................................................................................128 School Department Account Structure.............................................................................................129 Table of Figures FigureA: FY17 Budget Reductions..............................................................................................................................................7 Figure 1: Historical Per Pupil Expenditures - Reading compared to the State.Average Per Pupil...............................10 Figure 2: Reading's Per Pupil Expenditure Ranking..............................................................................................................10 Figure 3: Amount of Additional Funding Reading Public Schools Would Have Received.................................................11 Figure 4: Unfunded FY'17 Budget Requests................................................................................................................12 Figure 5: Reading Public Schools Strategy for Student Outcomes......................................................................................20 Figure6: FY'17 Budget Calendar..................................................................................................................................22 Figure 7. Historical and Projected Enrollment by Grade Level.....................................................................................23 Figure 8: Special Education Enrollment Trends............................................................................................................24 Figure 9: Enrollment Historyfor Other High Needs Populations.................................................................................24 Figure 10: Average Class Size by Grade and School (2014-15 School Year)................................................................25 Figure 11: SY'2015-16 High School Class Size..............................................................................................................25 Figure12: FTE Changes in the FY17 Budget...................................................:........................................................................26 Figure 13: English Language Arts MCAS Performance History, Class of 2015............................................................27 Figure 14: Mathematics MCAS Performance History, Class of 2015..........................................................................27 Figure 15: Science & Technology MCAS Performance History, Class of 2015.............................................................28 Figure 16: Scholastic Aptitude Test Results, Reading versus State.............................................................................28 Figure 17. High School Graduate College Attendance Rates......................................................................................29 Figure 18: Municipal Revenue Sources.......................................................................................................................29 Figure 19: Expenditures by Cost Center......................................................................................................................30 Figure 20: Allocation of FY'17 Superintendent's Recommended Budget by Major Function......................................31 Figure 21: Revenue and Expense Projections and Allocation......................................................................................32 Figure 22: District Organizational Chart......................................................................................................................36 Figure 23: District and School Administrator Common Measures......................................................................................39 Figure 24: Reading Net School Spending, Required versus Actual..............................................................................41 Figure 25: Historical Chapter 70 Funding Formula Elements......................................................................................42 Figure 26: Historical property valuations and tax rates..............................................................................................42 Figure 27: What the Average Tax Bill in Reading Funds.............................................................................................43 Figure 28: Comparison of Average Tax Bills Reading versus Comparable Communities............................................43 Figure 29: FY'14 Per Pupil Spending By Category..................................................:....................................................44 Figure 30: Instructional Per Pupil Spending by Program, all funding sources.............................................................46 Figure 31: FY'14 In -District Per Pupil Spending...........................................................................................................47 Figure 32: FY'14 Per Pupil Expenditures by Category for Comparable Districts..........................................................48 Figure 33: SY'161n-District Special Education Program Enrollment...........................................................................48 Figure 34: Historical Special Education Spending.......................................................................................................49 Figure 35: Special Education Spending as a Percent of Total Budget for Reading and Comparable Districts ............ 50 Figure 36: Historical Budget versus Actual Spending..................................................................................................50 Figure37. Staffing by Position....................................................................................................................................52 Figure 38: Staffing By Cost Center and Position.....................:....................................................................................53 Figure39: Average Teacher Salaries...........................................................................................................................54 Figure 40: Average Teacher Salaries, Comparison to Peer Districts...........................................................................55 Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 3 131 Figure 41: Historical and Projected Enrollment by School..........................................................................................56 Figure 42: Historical and Projected Enrollment by Grade Level..................................................................................56 Figure 43: Special Education Enrollment....................................................................................................................57 Figure 44: Enrollment by Other Subgroup..................................................................................................................57 Figure45: Average Class Size, Grades K-12................................................................................................................58 Figure 46: High School Class Sizes by Grade and Academic Program.........................................................................58 Figure 47: SY14-15 DESE Accountability Rating by School....................................................................................................60 Figure 48: SY'2014-15 MCAS Performance, Reading versus State..............................................................................62 Figure 49: Grade 10 Math MCAS Achievement..........................................................................................................63 Figure 50: Grade 10 ELA MCAS Achievement.............................................................................................................63 Figure 51: 2015 MCAS Science and Technology Achievement............................................................................................63 Figure 52: Grade 5 Science and Technology MCAS.....................................................................................................63 Figure 53: Grade 8 Science and Technology MCAS.....................................................................................................64 Figure 54: Grade 9 Science and Technology MCAS......................................................................................................64 Figure55: 2015 PARCC ELA Results............................................................................................................................67 Figure 56: Grade 5 ELA PARCC vs. MCAS Results........................................................................................................70 Figure 57. Grade 8 ELA PARCC vs. MCAS Results........................................................................................................70 Figure58: 2015 Math PARCC Results.........................................................................................................................68 Figure 59: Grade 5 Math PARCC vs. MCAS Results................................................................................................................68 Figure 60: Grade 8 Math PARCC vs. MCAS Results...............................................................................................................68 Figure61: Student Growth Percentiles...................................................................................................................................69 Figure 62: Percent of RMHS Students in High, Medium, Low Growth Percentiles...........................................................70 Figure63: Achievement Levels in Math...................................................................................................................................71 Figure64: Growth levels in Math............................................................................................................................................71 Figure65: Achievement in ELA.................................................................................................................................................71 Figure66: Growth levels in ELA..............................................................................................................:................................71 Figure 67. Percent of Students absent fewer than 10 Days........................................................................................72 Figure 68: Number of Incidents per 100 Students Resulting in Out -of -School Suspension.........................................73 Figure 69: 4 -Year Cohort Graduation Rates................................................................................................................73 Figure 70: Reading SATScores for Comparable Communities....................................................................................74 Figure 71: Writing SATScores for Comparable Communities.....................................................................................74 Figure 72: Math SAT Scores for Comparable Communities........................................................................................75 Figure 73: Percent of Juniors/Seniors Enrolled in at Least One AP Course.................................................................76 Figure 74: Percentage of graduates enrolled in postsecondary education within 16 months of high school graduation................................................................................................................................................................................... 77 Figure 75: Percentage of students at Massachusetts public colleges enrolled in one or more remedial courses ......77 Figure 76: General Fund Expenditures by Cost Center.................................................................................................78 Figure 77. Contribution of Cost Centers to FY'17 Budget Increase.............................................................................79 Figure 78: Cost Center Budget Proportions.................................................................................................................80 Figure 79: Change in Cost Center Budgets Year over Year..........................................................................................80 Figure 80: General Fund Expenses and Budget by Category.......................................................................................81 Figure 81: General Fund Expenses and Budget by Cost Center and Object................................................................82 Figure 82: General Fund Expenses and Budget by Location.......................................................................................83 Figure 83: General Fund Expenses and Budget by Location and Cost Center.............................................................84 Figure 84: Administration Cost Center by Object Category........................................................................................87 Figure 85: District Administration Budget by Function...............................................................................................88 Figure 86: District Administration Staffing.................................................................................................................88 Figure 87. District Administration Budget by Detail...................................................................................................91 Figure88: Regular Day Budget by Object...................................................................................................................92 Figure89: Regular Day Staffing.....................................................................:............................................................93 Figure 90: Regular Day Budget by Function.................................................................................................................94 Figure91: Regular Day Budget by Detail....................................................................................................................95 Figure 92: Special Education Enrollment....................................................................................................................97 Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 4 132 Figure 93: SY'2015-16 Special Education Program Enrollment...................................................................................98 Figure 94: Special Education Budget by Object..........................................................................................................98 Figure95: Special Education Staffing.......................................................................................................................101 Figure 96: Special Education Budget by Function.....................................................................................................102 Figure 97: Special Education Budget by Detailed Expense Category........................................................................103 Figure 98: Districtwide Programs by Object.............................................................................................................104 Figure 99: District-wide Budget by Program.............................................................................................................104 Figure 100: District-wide Program Staffing..............................................................................................................105 Figure 101: Health Services Program Budget by Detail............................................................................................106 Figure 102: Athletics Program Budget by Detail.......................................................................................................107 Figure 103: Participation in High School Athletic Programs.....................................................................................108 Figure 104: Extracurricular Activities Program Budget by Detail.............................................................................109 Figure 105: Districtwide Networking and Technology Maintenance Budget by Detail............................................110 Figure 106: SY'2014-15 Technology Inventory..........................................................................................................111 Figure 107: School Building Facilities Budget by Object...........................................................................................112 Figure 108: School Building Facilities Budget by Function........................................................................................112 Figure 109: School Building Facilities Staffing..........................................................................................................112 Figure 110: School Building Facilities Budget by Detail............................................................................................113 Figure 111: Summary of Federal, State, and Private Grants.....................................................................................114 Figure 112: Change in Grant Funded Positions.........................................................................................................115 Figure 113: Revolving Fund Activity and Status as of June 30, 2015........................................................................116 Figure 114: Revenue Offset Summary for FY'17.......................................................................................................117 Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 5 133 Introductory Section Superintendent's Message I respectfully present to the School Committee and the Greater Reading Community the FY2017 Superintendent's Recommended Budget of $40,847,667 representing an increase of $1,374,314 or 3.5%. This recommended budget includes the base budget that follows the Reading Finance Committee's recommended amount of $40,697,667 (an increase of 3.25%), plus an additional $150,000 to fund the first year of a three year K-12 science curriculum implementation. The Finance Committee's recommended guidance is based on an analysis of current and future town revenue and expense projections of the Community, which are restricted by an annual structural revenue deficit, combined with an inadequate Chapter 70 funding formula and minimal state aid funding increases. Unfortunately, due to financial constraints, this budget is not a level service budget, which would have required a 4.89% increase. As a result; the Superintendent's Recommended FY17 budget is a reduction of $658,193 from a level service budget. In order to reach the 3.25% budget, $658,193 in budget reductions to both personnel and non -personnel areas, combined with offset increases were made. This is the third consecutive year that the level services budget has had to have been reduced. In the FY16 budget (current year), $825,000 was reduced from the level service budget, resulting in a small number of personnel reductions and several non -personnel reductions. Unfortunately, the FY17 recommended budget will result in further personnel reductions. The base budget attempts to achieve the multi-year goals and priorities of our school system, while staying within the fiscal constraints of our available community resources. As part of this base budget, partial funding was restored from an FY16 budget reduction to add regular education paraeducator hours at each elementary school. In addition, per pupil funding was restored at the FY15 levels for the building based budgets which allow schools to have adequate supplies and materials for the classrooms. Both of these areas were significantly reduced in last year's budget. Finally, one new position, a social worker has been proposed for the district wide student support program at Killam to support the growing needs of those students. The Superintendent's Recommended FY17 budget includes funding to primarily address the following budget drivers: • All salary and benefit obligations to employees per the collective bargaining agreement • Non-union salary and benefit increases in line with COLA adjustments for collective bargaining units • Anticipated increases in regular day mandatory transportation (For students in Grades K-6 who live over 2 miles from their school) and special education transportation. We are currently in the final year of both bus transportation contracts. • Anticipated increases in known out of district special education tuition increases. Not included in this budget are funds for unanticipated enrollment increases or unanticipated special education costs related to out of district placement tuition, transportation, or other services as required by a student's individualized education plan. In addition, as agreed upon by Town Meeting in November, 2015, the Town and School facilities budgets have now been transferred to a new budget Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 6 134 line item called Town Core Facilities, which will be jointly voted on by the Reading School Committee and the Reading Board of Selectmen. This will be discussed more in the School Building Maintenance section of this budget book. In addition to the above budget drivers, funding remains within the Superintendent's Recommended budget and other sources to continue several critical strategic initiatives that have been and are continuing to be implemented in our schools including: Implementing the Literacy, Mathematics, and Science Massachusetts Curriculum Frameworks, which includes research based practices in curriculum, instruction, and assessment. Continuing to build the capacity of our professional staff through research based job embedded professional development and professional learning communities. Addressing the academic, social, and emotional needs of all students through the implementation of the Multi- Tiered System of Support. In addition, our base budget also allows us to continue maintaining recommended class sizes (18-22) in Kindergarten through Grade 2, the middle school interdisciplinary model, our behavioral health initiatives, our technology infrastructure and the adequate cleaning of our school facilities. Unfortunately, because of budget reductions, this recommended budget does not fully support all of the regular day programs from the previous school year and, as a result, a few programs will be eliminated or reduced. Budget Reductions/Offset Increases Unfortunately, in order to reach the Finance Committee budget guidance, several reductions in personnel will need to be made. These reductions will have an impact at all three levels in a variety of ways, including higher class sizes, reduction or elimination of a few programs, and reduced services to students. Although we do not support any reductions in personnel, we identified reductions that have less of an impact on student learning than other reductions. To reach a balanced budget that is below level service, the following program reductions, offset increases, and/or personnel reductions were included in the Superintendent's FY17 Recommended Budget: Figure A: FY17 Budget Reductions/Offset Increases Cost Center Area Amount Regular Day 2.0 Elementary Teachers $110,000 Reduction Regular Day 3.4 High School Teachers $199,000 Reduction Regular Day High School Stipends $9,693 Reduction Regular Day .5 Middle School Teacher $42,000 Reduction Regular Day 1.0 High School Regular Education Paraeducator $23,000 Reduction Special Education .4 Speech and Language Pathologist $20,000 Reduction Special Education 1 Out of District Placement with Transportation $55,800 Reduction Various Cost Centers Miscellaneous Reductions $32,000 Reduction Revolving Account Extended Day $90,000 Increase in Offset Revolving Account Full Day Kindergarten J $30,000 Increase in Offset Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 7 135 Revolving Account Special Education Tuition $15,000 Increase in Offset Revolving Account Athletics $16,700 Increase in Offset Revolving Account Extracurricular $5,000 Increase in Offset The reduction of 2.0 FTE Elementary teachers will result in some class sizes in grades 3-5 to reach 25 students per classroom. The 3.4 FTE High School Teachers will result in the elimination of the Freshmen Advisory Program, as well as reductions in the High School Latin Program. The reduction in High School stipends will result in the elimination of a High School Department Head, the consolidation of two departments, and the elimination of another leadership position. The elimination of a Department Head will result in a savings of a .4 FTE teacher (included in the 3.4 FTE High School Reduction) because of the reduced teaching load that a Department Head has. The .5 Middle School Teacher will result in a reduction of available reading services at the middle school level. The 1.0 FTE Regular Education Paraeducator will eliminate the Library Paraeducator at the High School, resulting in reduced staffing in the High School Library and possible times where the library will not be accessible to students. The .4 Speech and Language Pathologist reduction will result in reduced speech and language services at the elementary level. The reduction in one Special Education Out of District Placement with transportation is for an anticipated special education out of district placement. If funding is necessary for an additional out of district placement during the 2016-17 school year, we may need to request additional funding for this line item either with the Reading Finance Committee or at Town Meeting. In addition, there are several recommended increases to some revolving account offsets which are based upon an analysis over the last year in revolving fund accounts. The increase in the Extended Day offset is to support one hour of custodial cleaning each school day for the Extended Day and After School programs. The increase in the Full Day Kindergarten offset is consistent with the increase of students who are participating in the tuition -based Full Day Kindergarten. The increase in the Special Education Tuition Revolving account is based on last year's analysis and an anticipated increase in an additional student being enrolled to one of our special education programs from another school district. The increase in the Athletics and Extra -curricular offsets is due to the increase in user fees from last year which has not resulted in a decrease in participation. Effective and Efficient Use of Funds Our school district is one of the most efficient districts in the Commonwealth when it comes to spending. In July, 2014, the Center for American Progress updated a report that they first released in 2011 on a district by district analysis of educational productivity. This project develops a set of relatively simple productivity metrics in order to measure the achievement that a school district produces relative to its.spending, while controlling for factors outside a district's control, such the cost of living and students living in poverty. In that report, the Reading Public Schools has the fourth highest educational productivity rating in our Commonwealth. This strong measure is due to prioritizing our resources on the classroom and practicing strong fiscal management practices. One such example of making efficient use of our resources is the number of positions and programs that were restructured last year. In FY16, over $350,000 of existing positions and programs were restructured to fund new positions to support teaching and learning and behavioral health initiatives. However, while our academic achievement ranks above the state average, our per pupil spending ranks 305th out of 327 operating districts in the Commonwealth, based on state data from the 2013-14 school year. In fact, over the last several years, this gap between the state average per pupil and Reading's per pupil has been growing, as Figure Land 2 below shows. Our current per pupil places us among the lowest 10% of all districts in the state. This steady decline in per pupil ranking is attributed to two major Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 8 136 drivers: the revenue available to the town and school budgets each year and the inadequacy of the Chapter 70 funding formula. It is well documented that our community has a structural revenue problem as we become more and more reliant on cash reserves each year to fund our budgets. This year alone, $2,000,000 in cash reserves is being recommended to help fund Town and School budgets and this number has increased each year. However, there is another piece to the funding puzzle that is now getting more attention. That piece is the Chapter 70 funding formula which has had only a few adjustments since 1993. -The Chapter 70 foundation formula is based on an outdated model that did not take into account educational changes that have been made over the last 22 years in technology needs, increased learning time and different staffing needs. In addition, special education costs are grossly underfunded in the foundation formula. Health insurance costs are double the amount that are allocated, salary allowances in the foundation budget are well below actual salaries of staff, and increased resources to address the needs of high poverty, English Language Learners, and homeless students are not captured in the formula. In October, 2015, the legislature appointed Chapter 70 Foundation Budget Review Commission released their final report. In that report, the Commission recommended changes to the Chapter 70 funding formula that reflect the growing costs of special education and employee health insurance since 1993, when the formula was first introduced. The Foundation Budget Review Commission has made recommendations to increase the amounts allocated as minimum required appropriations per pupil. Health Insurance and Special Education allowances were the major elements in the foundation budget identified for increase. In July, the Massachusetts Association of School Superintendents released a simulation of how much funding each community would receive if all of the recommendations of the Commission were funded in one year. Using FY14 numbers, Reading would have received an additional $3,200,000 if the formula was changed in FY14. At this point, there has been little indication from the legislature or the Governor on beginning to make these corrections. The state FY17 budget cycle ahead provides the platform for that discussion. Although these changes may not affect the FY17 budget, there is promise that some positive change could be made in future budget cycles if both the formula is adjusted and additional Chapter 70 funding is added to the state formula. Without both occurring simultaneously, Reading may see a decrease in Chapter 70 funding in future years. Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 9 137 Figure 1: Historical Per Pupil Expenditures - Reading compared to the State Average Per Pupil ............ $15,000 $14,518- $14,021 13636 L- $13,006 $14,000 �$131-354' $110 $13,055 $13,000. $12;448 $11,858 $._1._.1, 8_0_7 $12,000 ,976 1 $ 1121210 $10�$1�0,749$10$11,,742 $11,000 $10,407 - __ _... $9,726 $10,149 I $10,000 I $9,000 1 $8,000 i $7,000 $6,000 _ .. _ __ _.__ _...._...__ _.. __ _ FY06 FY07 FY08 FY09 FY10 FY11 FY12 FY13 FYl4 —0 READING --*—STATE AVERAGE Figure 2 -Reading's Per Pupil Expenditure Ranking (2005-2014) 304 305 305 The figure below gives an approximate analysis of how much additional funding Reading would have received if our ranking remained consistent or at the levels of previous years. For example, if Reading remained ranked at 232 in FY13 as it was in FY06, there would have been an additional $5,739,510 in the FY13 budget. Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 10 138 State Rank for Per Pupil Expenditure FY05 FY06 FY07 FY08 FY09 FY10 FY11 FY12 FY13 FY14 206 S 232 t 226 241 a 248 246 t 272 e 266 292 R 286 a 306 n k 326 READING 304 305 305 The figure below gives an approximate analysis of how much additional funding Reading would have received if our ranking remained consistent or at the levels of previous years. For example, if Reading remained ranked at 232 in FY13 as it was in FY06, there would have been an additional $5,739,510 in the FY13 budget. Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 10 138 Figure 3 -Amount of Additional Funding Reading Public Schools Would Have Received Based on Previous Per Pupil Rankings and FY15 Enrollment Amount of Additional Funding RPS Would Have Received Per Year If Remained At Per Pupil State Ranking $7,000,000 $6,000,000 5,739,S1051399,760 $5,082,550 $5,000,000 4,711,200.__ $4,000,000 3,202 710 2,862,960 a $3,000,000 __._ __ _. __ __ $2,000,000 $1,000000 __ . _ _ $285,39 _._.. $0 __ _ ___ _ _-.. _ ... _....__ __._..__®-. -----_ 248 232 241 255 272 278 292 304 305 Reading's State Rank (FY05-FY13) mAmount of Additional Funding We Would Have Received Additional Resources Needed In May and June, 2015, the Superintendent of Schools held a series of community and school interactive forums to identify answers to the following four questions: • What areas are strengths of the Reading Public Schools and you would like to see continued? • What areas in our school district need to be strengthened? • What new programs or initiatives would you like to see started? • What current program or initiatives would you like to see changed or stopped? Over 300 staff and community members attended the forums. During those forums there were substantive discussions on the strengths of the Reading Public Schools, the areas to strengthen, the new programs or initiatives that we need to begin, as well as, the current programs or initiatives that need to be changed or stopped. Through those discussions hundreds of comments were collected we analyzed the data looking for themes and patterns. In addition, we reviewed additional data from a variety of credible sources including state assessment results, the Walker Institute Report, which is a review of our special education services that was completed last year, staff exit data, the Youth Risk Behavior Survey and student and staff survey data. Based on the feedback gathered at the forums and using other key data, the Superintendent presented a series of recommendations to the Reading School Committee and the Reading Community in a series of presentations during the Fall of 2015. It is evident from the information gathered that in order for Reading to maintain and improve its quality of excellence, additional resources will be needed to improve programs and practices, retain and attract staff, and remain competitive with other area school districts. Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 11 139 Although these additional resources cannot be funded in FY17, additional revenue is going to be needed in future budgets to not only fund an adequate level of services, but to continue to improve our school district. In addition to the areas that were reduced in this year's Superintendent's Recommended budget, a list of additional needs are identified below. Each need, which is linked to one or more of our five district improvement plan goals, would normally be funded in an operating budget and does not include critical capital or facility improvement items that also need to be addressed in the future such as additional classroom space and improved school safety and security. In addition, the amount below does not include the implementation of full day kindergarten for all students, which would have an annual cost of approximately $1,000,000. Figure 4: Resources Identified to Improve School District But Are Not Funded in FY17 Budget Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 12 140 Budgetary District Goal Identified Need Impact Addressed 1.0 FTE Instructional Coach to support science curriculum implementation $80,000 1 -Student in Grades K-8 Learning Complete Science Curriculum Implementation $300,000 1 -Student Leamin Upgrade and improve student information management system that will 1 -Student include additional modules to improve communication with parents and Learning, 4 - improved data analysis. $25,000 Resources and Space, and 5 - Communication 5.0 FTE RMHS Teachers to change program offerings, restructure schedule, $250,000 1 -Student and change graduation requirements. Learning 5.0 FTE Elementary Teachers to provide additional art, music, wellness, and $250,000 1 -Student other elective classes Learning 1.0 FTE Elementary Health Educator to provide Health Education Classes in 3 -Student Grades 4 and 5. $55,000 Support, Wellness and Safety 2.0 FTE Middle School Health Educators to provide Health Education Classes 3 -Student in Grades 6-8. $110,000 Support, Wellness and Safety 2.0 FTE School adjustment counselors at the elementary and middle levels 3 -Student to provide more counseling to struggling students who need targeted $130,000 Support, Wellness social, emotional, and behavioral supports to succeed and Safety 8.0 FTE Tier 2 academic, social and emotional supports at all levels (e.g. $160,000 3 -Student general education tutors, staff trained in applied behavior analysis) Support, Wellness and Safety 3.0 FTE Additional special education staff to address the growing teaching 1 -Student and administrative demands on teachers, the increasing complexity of the Learning and 3 - needs with which students are presenting, the pervasive and growing Student Support, proficiency gap between special education and general education students, Wellness and and the need to provide for more inclusive settings throughout the district. $195,000 Safety Some of this staffing could be obtained as a result of restructuring of existing resources. Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 12 140 3.0 FTE Additional clerical staff to support special education staff so that 1 -Student they can spend more instructional time with students. $115,000 Learning and 4 - Resources and Space 1.0 FTE Instructional technology specialist at the elementary level (currently $65,000 1 -Student five schools share one full-time specialist) Learning 1.0 Districtwide technology leadership position to lead and manage the day 1 -Student to day operations of our technology and data rich 211t century learning and $100,000 Learning teaching environment Increased funding for technology maintenance and replenishment 1 -Student $150,000 Learning and 4 - Resources and Space TOTAL BUDGETARY IMPACT $1,985,000 If all of the above had been added to the reductions made in the FY17 Superintendent's Recommended Budget, the increase would have been an additional $2.64 million. Final Thoughts and Challenges The Community Forums that were held last spring and fall provided an opportunity to gather feedback on what was working in our school district and what needs to be improved. The data shows that, overall, the community and staff gave positive remarks about the Reading Public Schools. In the focus group sessions, the consistent strengths that emerged include the quality and dedication of our teaching staff and administrators, our students who come to school every day ready to learn, and the commitment that our parents make to our schools. Our data also showed that we have strong special education programs, significant opportunities for our students to participate in extra -curricular activities, athletic programs, and extended field trips, and the access that students have to technology in our district. In addition, we are also beginning to see some positive downward trends in some of our key Youth Risk Behavior Data, which is based upon a survey that is administered to all Grade 6-12 students every two years. Since 2005, we have seen significant decreases in the use of cigarettes, alcohol, and marijuana. This is a testament to the collaboration and partnership with the Town of Reading, Reading Public Schools, the RCASA, and the Reading Police Department, both from a policy perspective and an implementation and enforcement perspective. In 2005, the use of alcohol by our high school students was at a much higher rate than today. Due to the work of the Board of Selectmen who passed a revised Town Liquor Policy in 2009, the Reading School Committee who passed a revised chemical health policy for students who participate in extra -curricular activities and athletics in 2011, and our Police Department, who began implementing compliance checks and a zero tolerance policy for our youth, we have seen a significant decrease in the use of alcohol by our high school students,. This is a concrete example how a collaborative effort of policy changes and implementation can result in a positive benefit for our youth. Although we would like these percentages to be at 0%, the results are showing that our efforts are having an impact. Although the data and the forums show we have a lot to be proud of in our schools, the information gathered also shows that there are areas we need to address so that we can maintain the level of excellence that we have taken pride in over the last several years. Addressing these areas will be critical to the long term success of our school district. Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 13 141 Our continuing challenge has been to address the achievement gap that exists with our High Needs group consisting of students with disabilities, economically disadvantaged students, and English Language Learner students. Although our recent MCAS and PARCC state assessment scores showed significant progress, Reading is still a level 3 district as designated by the Department of Elementary and Secondary Education. This designation is based upon state assessment scores and has been due to the fact that we have not been able to meet the needs of this group of students as compared with the general population. We are encouraged that the school improvement process that we have been embarking upon for the last two years will provide us with an opportunity to review every aspect of what we are doing at our schools and in our district to effectively address the needs of all our students. Several of the unfunded areas mentioned in Figure 3 above, particularly the ones directly related to our district goal 1 of addressing student learning needs, will help close this achievement gap. Another area of concern is the overall behavioral and emotional health of our students. As mentioned above, although we have seen some very positive results in the latest administration of the Youth Risk Behavior Survey, we are seeing some troubling trends as well. We have seen slight increases since 2005 in the use of some of the more dangerous drugs, such as prescription medication, heroin, hallucinogens, and inhalants. Synthetic marijuana is emerging as a potent and risky alternative for students. In addition, 24% of our community's 14-18 year olds stated that they have used electronic cigarettes with nicotine_ products, also called vaping, which is a dangerous upward trend. In addition, over the last 10 years, we have seen increases in the percent of teens who have felt sad or hopeless for more than 2 weeks in a row, are involved in non -suicidal self -injury, or have engaged in suicidality. During the 2014-15 school year, 55 RMHS students were hospitalized for anxiety, suicidal tendencies, and/or depression. We have seen increases in this area at our elementary and middle schools as well. Our high school students have indicated on the 2015 YRBS that the major stressors in their life are increased workload, expectations about school and lack of sleep. Although these increases are not isolated just to Reading, we are concerned that the numbers of incidents in Reading is higher than the state average. As a community, we have taken significant steps to address these increased concerns through our partnerships with the Reading Coalition Against Substance Abuse and the Community's support in previous budgets with programs and staffing that supports behavioral health. In addition, as reported last year, the Town and the School Department received three Federal grants, totaling 1.95 million dollars, to continue to help address the overall behavioral health of our youth. The first grant continues the great work that RCASA has done over the last several years. The second grant will allow the Reading Public Schools to train a minimum of 584 school educators, school support staff, first responders, youth workers, and faith leaders in Youth Mental Health First Aid to identify, understand, and respond to signs of mental illnesses and substance use disorders in our youth. So far, over 300 people have been trained in this area. The third grant will implement a highly sustainable, multi -tiered system of supports to improve school climate and behavioral outcomes for all students. We have made tremendous progress in this area in just one year. These three grants ensure that we will be able to move forward in creating structures, systems, and processes throughout our community to reach and engage all of our youth, particularly those youth who may be vulnerable to risky behaviors such as substance abuse or creating harm to themselves or others. These initiatives, combined with the work that we have done over the last several years in school safety with the Reading Police and Fire Departments, places our community as a leader in proactively addressing the overall safety of our children. As we all know, if students do not feel physically and psychologically safe in school, they will not learn, no matter what curriculum, technology, or teacher you put in front of them. I would like to thank the Reading Police and Fire Departments and the Reading Coalition Against Substance Abuse, Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 14 142 under the leadership of Chief James Cormier, Chief Greg Burns, and RCASA Executive Director Erica McNamara, for the partnership that they have forged with the Reading Public Schools over the last several years and their leadership and efforts in creating safe and supportive environments for our children. The final area of concern and challenge for our school district is related to school funding. We are very appreciative and value the financial support that our community has given to public education over the last several years. Unfortunately, as mentioned above, our latest state financial data shows that Reading ranks 305th out of 326 Massachusetts communities in per pupil spending, 118th out of the 125 communities in the Boston Metro Area and this ranking has been in steady decline since 2006. It is well documented that our community has a revenue challenge as we become more and more reliant on cash reserves each year to fund our budgets. It is to our town's credit that through mutual respect and collaboration, town boards have stretched our dollars to provide the quality education and services, of which Reading is so proud. While of course a particular "per pupil expenditure" is not the point, nor a guarantee of educational excellence (for instance, there are many school districts where higher spending does not necessarily translate to greater student achievement), it's important to make clear that the objective is not the specific dollar amount—but rather a sustainability from year to year that is comparable to other communities in the state. For many years; Reading's per pupil expenditure was in the average to low average range for the state, and we were proud that we were still able to attain above average results. The significance in the state "per pupil" ranking is not any specific dollar amount but rather the yearly comparison to all the other communities in the state. As the drastic decline in the state ranking indicates however—dropping in the last decade from 232 to 305 (out of 326 communities), Reading has unfortunately not kept pace in sustainability with other communities in the commonwealth. In order to continue providing our students with the most effective programs and also to continue attracting/retaining excellent educators, this is clearly an issue that needs further attention as we move forward. Our continuing decline in per pupil expenditure is beginning to have an impact on our school system, especially during the times of transition that our schools are currently facing. Over the last five years, the average budget increase has been 2.64%, however, expenses in health care costs, utilities, supplies, special education costs and compensation have come in at much higher increases. This leads to overall decreased funding for school services and programs. We are in the midst of tremendous educational change in our state and in our country with more rigorous curriculum frameworks, a next generation assessment system, and the expectation to make sure all students are college and career ready. We. also need to address the areas mentioned earlier in behavioral health. During these times of transition, it is more important than ever to sustain our previous levels of support and to add resources to address additional needs. In the upcoming school years we will need to begin to update our science and engineering curriculum, provide time and resources for teachers to implement these new curricula, continue to improve our special education services and programs, add more tutorial and social emotional support for struggling students, offer dedicated health education classes at our elementary and middle schools, increase our Advanced Placement course offerings at the high school and elective offerings at all levels, and update the High School Graduation requirements to help prepare our students for college and future opportunities. The resources necessary to move forward in these areas are listed in Figure 3 above and are not in the FY17 Recommended budget. Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 15 143 Equally important, we need to continue to attract and retain the best educators. This past school year alone five educators left our district and took employment in another school district in the Metro Boston area for higher compensation, better benefits and improved working conditions related to caseload and paperwork. In addition, four candidates who were offered positions in our school district declined to accept our offer and accepted a position in another school district for higher compensation and benefits. While the FY17 Superintendent's Recommended budget allows us to address many of the priorities which reflect the community's desire to continue a long-standing tradition of excellence in our schools, financial constraints limit our ability to pursue many of the innovative programs, structures, and systems that we believe will make our students even more successful. The Reading Public Schools is at a crossroads when it comes to the amount of funding available and what were are able to do to continue to improve education in our district. While each district's per pupil spending might be impacted by varying needs, what is evident has been our inability to sustain what had been effective levels of services from year to year. What we are finding is that, in the last several years, we are losing ground, and finding it harder to compete with comparable communities. In FY15, the School Department needed to reduce a level service budget by $285,000. Last year, the FY16 Superintendent's Recommended base budget was reduced by $849,620 from a level service budget, and this year, the FY17 Recommended budget has been reduced from the level service budget by $658,193. Although we do not support making any reductions, the Superintendent's Recommended FY17 base budget is designed so that the reductions proposed minimize the overall impact on student learning, while helping us move forward in key areas to begin implementation of the science curriculum frameworks, continue to provide support for our teachers in math and literacy, and provide funding in our special education program for some of our most fragile students. In addition, what this budget is notable to provide is funding for longterm improvements that are needed in our school district at every level. Several of these areas (see figure 3), are important initiatives that we need to provide for our students, and include funding full day kindergarten for all students, restructuring our elementary schools to eliminate the early release Wednesday and to provide more opportunities in computer science, science, the arts and engineering, restructuring our high school schedule and programming, improving our special education programs and services, and increasing health education across the district. However, these initiatives are not sustainable with the current revenue available. Without additional revenue, our ability to improve and provide the best educational opportunities for our students will decline. As we have seen in this budget, there are fewer and fewer non -personnel reductions that can be made to offset the budget constraints. Moreover, this budget continues to be very dependent on increases on offsets which are not sustainable longterm. If the FY18 budget has similar limitations in available revenue, we will need to make even more reductions in staffing, which will result in eliminations of programs, courses and services and further increases in class size. In conclusion, our district will continue to stay focused on the academic, social, emotional, and behavioral well-being of our students. While we are proud of the fact that we are a district that is on the forefront in many areas, we have many challenges that lie ahead, including educational space needs, funding for full day kindergarten, making the transition to a more rigorous curriculum and improving the social and emotional well-being of our students. The increasing accountability demands on public education and the needs of our students have increased significantly over the last five years and we need to identify additional resources and restructure some existing resources so that our teachers and administrators can continue to do the hard work necessary to improve student learning. We need Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 16 144 resources to create more opportunities for teachers to collaboratively work together to share their work, and improve their practices, and to provide instructional coaching support so that teachers can see firsthand what it looks like in the classroom. The Superintendent's Recommended FY17 budget reflects those priorities. Although this is an uncertain budgetary time in our schools, we have an opportunity to make positive substantive changes. It is difficult work, but we are up to the challenge of providing the best learning experiences for our students. We are proud of the work that our teachers and administrators do every day to improve teaching and learning in our district. In addition, we have enthusiastic and respectful students who arrive to school every day eager to learn. This is a testament to our parents and our community who value the importance of education and the role that it needs to play in a community. There is no question that a major indicator of the quality of life for everyone in a community can be measured by the quality of its schools and by a community's commitment to its children. In this way, the quality of a school district affects every single person in a community, and the Town of Reading is no exception. We appreciate the support that we have received from the community in the past and we look forward to working with town officials during this budget process and in providing sustainable funding solutions for FY18 and beyond. Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 17 145 Budget Drivers The FY2017 Superintendent's Recommended Budget is $40,847,666, an increase of $1,374,313 or 3.5%. The discussion below provides details on the major budget drivers based on expenditure category. The major drivers of the increase to the FY'17 budget include: • An increase in salary expenditures to fund step and cost of living increases for collective bargaining association members and non-union employees • An increase in special education costs, including anticipated increases in special education transportation as the contract is up for bid for FY17 and known out of district special education tuition increases • An increase in regular day mandatory transportation as the contract is up for bid for FY17 • An increase in the use of revolving fund offsets to achieve the Finance Committee budget guidance of 3.25%. Salary and Other Compensation FY'17 Superintendent's Recommended Budget: $36,051.087 FY'16 Adopted Budget: $ 35,296,420 $ Increase: $754,666 The budget assumes step increases, column changes (where applicable), and cost of living adjustments for all five collective bargaining units and cost of living adjustments for all non-union employees. The FY'17 contracted increase was 2.5% for all other bargaining units. A 2.5% average cost of living increase for non-union employees was also factored into the budget. It is important to note that our non-union employees do not have salary schedules or classification systems and, therefore, do not receive step increases or any compensation adjustments beyond the cost of living increase. 77.6% of the increase is to fund increases for collective bargaining unit members. There is reduction of 5.9 FTE Teacher positions, 1.0 FTE Regular Education Paraeducator and .4 FTE Speech and Language Pathologist. This is offset by an additional 1.0 FTE in the FY'17 budget for a Social Worker to support the SSP program at the Killam Elementary School. The FY'17 budget also reinstates some office support at the elementary school level. It is important to note that significant reductions to Substitute Teacher funding from FY16 was not reinstated in FY17. These reductions in FTE's were necessary to achieve the Finance Committee budget guidance of 3.25%. Contract Services FY'17 Superintendent's Recommended Budget: $1,150,406 FY'16 Adopted Budget: $1,144,861 $ Increase: $5,546 In this category of expenditures, there are several decreases in particular line items for FY'17. The most significant decreases include: special education curriculum services at the high school level which will be provided by district staff and professional development which is a category change (other expenses). These reductions are offset by budgeted increases for regular day transportation, labor counsel and contracted cleaning services for the Coolidge Middle School and the High School. Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 18 146 Materials, Supplies, and Equipment FY'17 Superintendent's Recommended Budget: $1,028,057 FY'16 Adopted Budget: $779,900 $ Increase: $248,067 The increase in this category is due to primarily the restoration of the prior year reduction in the per pupil amounts allocated to each building Principal for the purchase of materials, supplies and other classroom equipment or needs and the $150,000 to fund the first year of a three year K-12 science curriculum implementation. Other Expenses FY'17 Superintendent's Recommended Budget: $797,469 FY'16 Adopted Budget: $790,798 $ Increase: $6,671 The minor increase in this category stem from an increase in professional development (from contracted services) and an increase to network hardware. The increases were offset by reductions to software licensing and parent transportation reimbursement. Special Education Tuition & Transportation FY'17 Superintendent's Recommended Budget: $4,127,314 FY'16 Adopted Budget: $3,961,769 $ Increase: $165,545 Special education tuition and transportation are one of two expenditure categories that are treated as "accommodated cost" in our municipal budget due to the unpredictable but unavoidable nature of these expenses. We are anticipating a reduction in tuition expenses for private residential tuitions but an increase in expenses for public collaborative and private day tuitions. The net increase in tuition due to these known or anticipated placement changes is $208,813. Our anticipated transportation expense is budgeted to increase by 5% as the current contract is up for bid. In addition, the offset from the state's special education reimbursement grant, known as circuit breaker, will be higher FY'17 than in FY'16. The FY'17 amount used in the budget is the amount granted to us in FY'16. That amount will be carried forward into FY'17. The amount is higher because the district's FY'15 claim amount was higher due to more students qualifying for the threshold. The net result is $90,740 more in offset than the current year. Grant and Revenue Offsets FY'17 Superintendent's Recommended Budget: $2,306,666 FY'16 Adopted Budget: $2,500,485 $ Decrease: $193,819 The district utilizes revenue from a variety of sources to offset its expenses. These revenue sources include the METCO grant, kindergarten tuition, preschool tuition, tuition for special education students Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 19 147 from other school districts attending our schools, athletic and extracurricular user fees, building rental income, and extended day program revenue. (Circuit breaker is another offset to the budget but is discussed in the special education tuition and transportation section as it is included as part of that accommodated cost). Revenue offsets from kindergarten tuition was increased by $30,000 due to the increased costs associated with the full day program. Revenue offsets from athletic and'extra-curricular user fees were increased by $16,666 and $5,000 respectively to offset the increased cost of living adjustments in coaches and advisor stipends. The revenue offset for in -district special education tuition was decreased by $335,485. The offset is now $215,000 annually and is used to support the students from other districts that will be attending our programs next year. The revenue offset for building rental income will now be split between the Town and School for facility operations. The offset remains $200,000 in total but will be split $150,000/$50,000 School and Town. The rental revenue offset for extended day programs implemented in FY16 for $50,000 will be allocated to the Town for utilities. The FY'17 budget has an additional offset from the extended day program of $90,000 for custodial services. The METCO grant offset remains $100,000. Reading Public Schools District Strategy for Improvement of Student Outcomes The chart below lists the mission, vision, theory of action, key questions, goals, and strategic initiatives for the Reading Public Schools. When the FY17 budget is developed, the information below is used as a guide to drive the current and future school improvement efforts. Figure 5 -Reading Public Schools District Strategy for Improvement of Student Outcomes sf ^n'",y ps'"*k'3xg'�.z''n. i...,�';�� a: <,:p. 'l,'e i y}Ae'Y'4� `5 +.- E�a "••ss:S. .. instilling a joy of learning and inspiring the innovative leaders of tomorrow a ;tea emm m63 �,z, S "r4 x "n �"' s.z�'`- x s "i. w `vim. ` It is the vision of the Reading Public Schools to.instill a joy of learning by inspiring, engaging and supporting our youth to become the innovative leaders of tomorrow. We will accomplish our vision by focusing on a few key strategic initiatives that lead to a meaningful and relevant curriculum, innovative instructional practices, strong analysis and thoughtful dialogue about evidence, a collaborative and team approach to learning and teaching, and a safe and nurturing learning environment. The overall physical and behavioral well-being of our children will be our top priority as students will not learn if they are not physically and psychologically safe. Education will truly be the shared responsibility of both the schools and the community, with families playing active roles in the schools and being full partners in ensuring the success of their children. In the interest of the entire Reading community, the school district and town government shall work cooperatively and collaboratively. As educators and members of our community, -we believe that implementing this vision is our ethical responsibility to the children of the Town of Reading. °�s agg ua.r UN If the Reading Public School District strategically allocates its human and financial resources to support high quality teaching, prioritizes a commitment to the academic, social, and emotional needs of our students, emphasizes the hiring and support of effective staff who have the capacity to collaboratively learn, thoughtfully analyzes measurements of school performance and provides differentiated support, then students will make effective progress and be appropriately challenged, graduating from high school ready for college, career, and life as contributing citizens in a global society. €m INNER 1. , 1. What is it we want our students to learn? What knowledge, skills, and dispositions do we expect them to acquire as a result of this course, this grade level, and this unit of instruction? 2. How will we know if each student is learning each of the skills, concepts, and dispositions we have deemed most essential? 3. How will we respond when some of our students do not learn? What process will we put in place to ensure students receive additional time and support for learning in a way that is timely, precise, diagnostic, directive, and systematic? 4. How will we enrich and extend the learning for students who are already proficient? Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 20 Budget Process and Timeline The process used to develop the FY2017 Superintendent's Recommended Budget is designed to maximize participation by key stakeholders. This year's budget process included collecting input from district administrators, staff, and community members on budget priorities. This process began with our community forums in May and continues throughout the budget process including budget presentations to the School Committee and deliberations by the Committee during the month of January. The budget process begins with the analysis of enrollment and performance data; the development and refinement of district, school, and educator goals based on the needs of students and performance gaps; and the identification of resources needed to achieve effective progress towards those goals and objectives. This process begins at the start of the school year and is completed by the end of October. In early October, as part of the budget process, the town convenes its annual Financial Forum, a joint meeting of the elected and appointed Boards and Committees. At this time, the town establishes its revenue projection as well as its estimate of its "accommodated costs," which are the fixed costs to which available revenues are first allocated. These costs include employee and retiree health insurance, debt service, energy and utility expense, and special education tuition and transportation expenses. These expenses are subtracted from available revenues and the remaining revenues are allocated to municipal and school budgets based on a historical ratio. Last year, sixty-five percent of the net revenue Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 21 149 was allocated for the school department budget. At the October 28, 2014 Financial Forum, the proposed increase in general fund revenue allocated to the school department for non -accommodated costs was 2.5% or an increase of $1,032,070. During the next step of the budget process which occurs in early to mid-November, the Director of Finance and Operations distributes budget development guidelines, instructions, and forms to district and school administrators. Department and school budget requests are then submitted to the Finance Office by the end of November. Throughout November and December, the Superintendent reviews the budget requests as well as the programmatic and financial implications of these requests taken as a whole. By late December, the Superintendent determines the size and scope of the budget. In early January, the Superintendent's Recommended Budget is submitted to the School Committee for consideration. During the month of January, the Superintendent and Director of Finance and Operation present the program budgets to the School Committee for review and deliberation. The School Committee either requests changes to the budget or adopts the budget as proposed. Once adopted by the School Committee, the budget is then delivered to the Town Manager who, in accordance with Town Charter, must submit a balanced budget to the Finance Committee in February. During the month of March, the Finance Committee reviews the budgets of each, municipal department, including the School Department. The School Committee, Superintendent, and Director of Finance and Operations present and defend their budget request to the Finance Committee in late March. The Finance Committee takes a vote on each departmental budget. It is the responsibility of the Finance Committee to make recommendations to Town Meeting on each departmental request. At Reading's Annual Town Meeting, which commences in late April, the Town Manager's Budget is presented to Town Meeting for its review and approval. Once approved, the School Department's FY'16 General Fund Appropriation is set and is implemented for the fiscal year beginning on July 1, 2015. Figure 6: FY'17 Budget Calendar FY16 — 26 Capital Plan to Finance Committee September 8 Town Meeting Warrant Closes September 15 Budget Preparation information sent to all administrators and MUNIS budget training Mid -October Budget input meetings with staff On Going Budget Parents Identified October Financial Forum I October 28 Principals present goals and budgetary needs October 26 —November 3 Building/department budget requests submitted to Central Office November 6 Town Meeting November 9,12,16, 19 Superintendent Reviews building/department requests and performance goals November 9— November 15 Superintendent holds community forums to discuss budget priorities On Going Budget Parent meetings Late November through January Finalize FY17 Salary Projections December 1 Budget development deliberations undertaken by Administration December Superintendent's Budget Finalized December 30 Budget document distributed December 31 School Committee questions submitted three days prior to Cost Center presentation. All questions will be answered prior to deliberations/vote. Budget overview presented to School Committee January 7 Budget (cost center) presentations and deliberations by School Committee January 11, 14 Financial Forum li January 20 Open Public Hearing on Budget January 21 School Committee vote on Superintendent's Budget January 25 School Committee Budget forwarded to Finance Committee and Town Manager February 1 School Committee meets with Finance Committee March 16 Financial Forum III March 23 School Budget voted at Annual Town Meeting April 28, May 2, or 1\/ 5 Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 22 150 Information Overview District Enrollment and Student Demographics School districts in Massachusetts are required to report student enrollment and demographic data to the Massachusetts Department of Elementary and Secondary Education (MA DESE) three times per year: October 1, March 1, and Year End. The October 1 figures are used to evaluate staffing needs and patterns for the School Committee Budget each year. Figure 7: Historical Enrollment by Grade level Enrollment History 5,000 06-07 07-08 08-09 09-10 10-11 11-12 12-13 13-14 14-15 15-16 It has been more than five years since the District convened an enrollment study. K-12 Enrollment has been fairly consistent the past fourteen years, peaking in FY12-13 at 4,477. Current K-12 enrollment is 4,394. While enrollment at the elementary school increased this year by 18 students the middle school enrollment decreased by 54 students and the high school gained an additional 18 students. Historically, anywhere from 4% to 13% of eighth grade students do not move on to Reading Memorial High School. The Reading Public Schools provides special education services to eligible students ages three to twenty- two years deemed eligible through the special education team evaluation process. Eligibility is based, on a determination that the child has a qualified disability that will limit the child's ability to achieve effective progress in the regular education program without special accommodations. Instructional or other accommodations are outlined in the child's Individual Education Program (IEP). Figure 6 shows historical data regarding the number of students with IEPs based on October 1 enrollment data. As this table indicates, the number of students receiving special education services has decreased by 2.2% between last school year and this school year. The number of students on IEP's has contributed to the additional demands on our special education staff. Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 23 151 Figure 8: Special Education Enrollment Trends Figure 7 shows the enrollment for our high needs population, as defined by the Massachusetts DESE. What is apparent from the table below is that our ELL and low income populations have been steadily rising over the last several years. In FY15 we saw an increase of 42% or 101 students that meet the federal income guidelines for Free Lunch and in FY16 we saw in increase in our Limited English Proficient population. Out of the 46 students, 32.6% or 15 of the students are enrolled in kindergarten. Figure 9: Enrollment History for Other High Needs Populations �rsCliguage40 �� X14lo iA'ir�det�ic � � �� -� ��' �` ` �w In �n w�� AM T .0 2006-07 72 1.7 11 0.3 129 3.0 82 1.9 47 1.1 2007-08 85 1.9 17 0.4 158 3.6 114 2.6 44 1.0 2008-09 78 1.8 14 0.3 172 3.9 125 2.8 47 1.1 2009-10 83 1.9 16 0.4 204 4.6 152 3.5 52 1.2 2010-11 75 1.7 14 0.3 231 1 5.2 176 3.9 55 1.2 2011-12 72 1.6 15 0.3 254 5.7 204 4.6 50 1.1 2012-13 81 1.8 20 0.5 261 5.8 213 4.8 48 1.1 2013-14 79 1.8 26 0.6 294 6.6 239 5.4 55 1.2 2014-15 75 1.7 26 0.6 398 9.2 340 7.9 1 58 1.3 2015-16 89 2.0 46 1.0 390 8.9 342 7.8 48 1.1 Class Size The Reading School Committee and Reading Public Schools do not have a policy that mandates class size. However, at the elementary level, the district conforms to a recommended class size of 18 to 22 in grades K-2, and up to 26 students in grades 3-5. As Figure 8 shows, the vast majority of the elementary schools are within these ranges. In FY17, one of the proposed reductions is for 2.0 Elementary Teachers in grades 3-5. This reduction will result in some classes in those grades to reach up to 25 students per classroom. Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 24 152 Figure 10: Average Class Size by Grade and School (2015-16 School Year) School ,`= .GradcK, e .. Grade3 >;.Grailea> +rade 5, ,aGrdde6 Grade7- 4Grade8.i Grade,9 Gcade=l0 .GCadeSY mile' 2'`: Barrows 20.5 21.0 19.3 18.0 22.0 21.0 Birch Meadow 18.8 21.7 22.0 19.0 24.3 22.7 Joshua Eaton 20.0 20.5 20.3 19.8 22.8 22.3 Killam 19.2 22.0 18.8 19.8 18.8 22.0 Wood End 21.5 20.3 22.5 19.5 23.3 19.3 Coolidge 22.5 23.0 24.0 23.8 19.7 25.5 27.3 25.7 Parker Science 14.5 16.0 15.4 15.4 19.8 21.6 24.1 22.9 High School 15.6 23.8 23.0 20.7 18.0 21.4 20.7 21.6 21.4 Average 20.0 21.1 20.6 19.2 22.2 21.5 23.6 25.7 24.3 21.4 20.7 21.6 21.4 Middle school class size ideally should be between 20 and 26 students. As Figure 8 shows, middle school class sizes are all essentially within the ideal range at Parker Middle School, but slightly higher at Coolidge Middle School. At the High School level, "average" class size is more difficult to determine and assess given the various types of programs and levels of each program offered (college prep, strong college prep, honors, and advanced placement) and the number of courses taught, both required and elective. The average class sizes shown in Figure 8 above are for required classes at each grade level. The 3.4 FTE High School Teachers will result in the elimination of the Freshmen Advisory Program, as well as reductions in the High School Latin Program. With respect to class sizes at the different levels, the High School aims to keep its college prep courses below 20 students given that these classes are usually more homogeneously grouped, co -taught classes with a higher percentage of special education students. As Figure 9 below shows, the investment of . additional teacher resources at the High School in the FY'14 budget resulted in a significant decrease in the class size for the college prep course level. In the current school year, the average class sizes for most college prep courses is below 20 students. Figure 11: SY'2015-16 High School Class Size zx V Grade 9 10 • 11 12 a#roC 1 9 10 11 12 9 c a 10 11 12 Subject English 11.5 13.5 16.5 21.0 24.3 22.9 22.3 23.6 21.0 20.3 21.8 20.5 12.0 Math 17.0 21.7. 18.0 22.6 '21.1 21.3 22.5 23.0 24.0 23.8 19.7 26.0 25.4 Science 14.5 16.0 15.4 15.4 19.8 19.3 20.6 15.6 23.8 23.0 20.7 18.0 19.3 Social Studies 13.0 15.5 14.5 26.4 19.3 21.2 23.9 23.7 27.6 14.3 Average 18.7 16.7 16.1 19.7 22.9 20.7 21.7 20.7 23.2 22.7 22.5 21.5 17.8 Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 25 153 Personnel Resources Education is, by its very nature, a very staff dependent operation. The total number of staff as well as the allocation of staff resources is determined annually based on enrollment projections and shifts as well as student needs and services required to meet those needs. As a result, 80% of our district operating budget is used for employee compensation which is not atypical of school districts in the state or across the country. Staffing is measured in Full Time Equivalents, or FTEs, which is arrived at by dividing the number of hours that an individual works by the base number of hours for the particular position. For example, paraprofessionals and teachers base hours are 35 per week, while custodians work 40 hours per week. In SY'2015-16, we have 570.3 FTE employees working for Reading Public Schools. This figure is permanent employees only and does not include substitutes or other temporary employees or stipend positions. Of this amount, 553.7 are funded from the general fund budget while 16.6 are funded from grants. The FY'17 Superintendents Recommended Budget includes funding for an additional 1.5 FTE's from current FY'16 staffing levels for a .5 Grade 1 Teacher for the expanded Grade 1 population at Barrows and a 1.0 Social Worker for the SSP Program located at the Killam Elementary School. The reduction of 2.0 FTE Elementary teachers will result in some class sizes in grades 3-5 to reach up to 25 students per classroom. The 3.4 FTE High School Teachers will result in the elimination of the Freshmen Advisory Program, as well as reductions in the High School Latin Program. The reduction in High School stipends will result in the elimination of a High School Department Head, the consolidation of two departments, and the elimination of another leadership position. The elimination of a Department Head will result in a savings of a .4 FTE teacher (included in the 3.4 FTE High School Reduction) because of the reduced teaching load that a Department Head has. The .5 Middle School Teacher will result in a reduction in the amount of reading services available at the middle school level. The 1.0 FTE Regular Education Paraeducator will eliminate the Library Paraeducator at the High School, resulting in reduced staffing in the High School Library and possible times where the library will not be accessible to students, particularly after school. The .4 Speech and Language Pathologist reduction will result in reduced speech and language services at -the elementary level. The 1.85 FTE reduction in grant funded positions are the Title I tutors and a data analyst. The School Climate Transformation Grant was revised in FY16 to include a 1.0 FTE data analyst. The .25 FTE from the grant will be absorbed back into the operating budget in FY17. A determination on tutor positions will be made based on FY17 Title I grant award and district needs. Figure 12 -FTE Changes in FY17 Budget Regular Education Elementary Teachers Kindergarten section 0.50 Addition Classroom Teachers Gr 3 - 5 (2.00) Reduction High School Department Chair (0.40) Reduction High School Teachers (3.00) Reduction Paraeducator (1.00) Reduction Reading Specialist (0.50) Reduction Special Education Speech/Language Pathologist (0.40) Reduction Social Worker/Elementary SSP Program 1.00 Addition Districtwide Computer Technician 0.25 Restore Grant Funded Data Analyst (0.25) Return to Operating Budget Tutor (1.60) Needs to be determined Net Adjustments (7.40) Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 26 154 Student Achievement Reading Public Schools has a strong record of performance, not just in academics, but in athletics and extracurricular activities as well. There are a number of indicators or benchmarks that are traditionally used to measure the performance of district. These include performance on the Massachusetts Comprehensive Assessment System (MCAS), the Scholastic Aptitude Tests (SAT), American College Testing (ACT), and Advanced Placement exams. One way to measure student success is to compare the MCAS performance over a time of a given cohort of students. The figures below show MCAS performance by the current graduating class (Class of 2016) in English Language Arts, Mathematics, and Science & Technology in Grades 4, 6, 7, 8, and 10. Fivura 1 Q- Fnolich I anvuaee Arts MCAS Performance Historv. Class of 2016 w wawa l a• mnrnPmarlrC Ml nN wpr nrmanrB m%ro"- l.lass of culn Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 27 155 As you can see from the figures above, student performance improves quite dramatically between Grade 4 and Grade 10 for these current students. The percent of students scoring advanced or proficient increased from 63% to 97% in ELA and from 63% to 88% in Mathematics. Performance in Science & Technology, which was only administered three times to this class, increased from 63% to 86%. Reading students have had a strong record of performance on college entrance exams. The chart below compares the scores of Reading students to the state average for the four most recent years that data is available through the MA DESE. Figure 16: Scholastic Aptitude Test Results, Reading versus State 5$0 State Reading State Reading State Totals Totals Totals 2012-13 ' 2013-14 2013-14 2014-15 2014-15 ®Reading ■ Writing E Math Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 28 156 An overwhelming majority of Reading High School graduates continue their formal education at two or four-year colleges. Historically, between 87% and 96% of all graduates continue on to higher education. The figure below shows the historical data on placement choices for graduating seniors. Figure 17: High School Graduate College Attendance Rates Financial Overview FY2017 Revenue Sources There are two main categories of funding available to the District, the general fund and special revenue funds. The general fund consists primarily of Chapter 70 State Aid and the Town's local contribution to education. Special revenue funds consist of grants (including entitlement, competitive, and private grants) and revolving funds where revenues such as kindergarten tuition, preschool tuition, or building rental fees are deposited. As the figure below shows, the Town's local contribution (including funding necessary to cover school department accommodated costs) is projected to increase 2.8% in FY'17. Figure 18: Municipal Revenue Sources xg w z By ` Year Percent to Percent to Tota Aeademtc Number of f Gradt#atiorlt, Year 2 Yeah Percent Yearf Gradraates Rata. colleges College`s; : Canfiinuing,w; .... Prnxe R?7, 8;. MUS 2006 312 95.5 79 11 90 2007 289 89.6 85 7 92 2008 326 94.2 80 9 89 2009 317 93.7 83 8 91 2010 352 86.1 83 7 90 2011 295 95.9 82 5 87 2012 294 96.6 85 7 92 2013 328 96.0 86 7 93 2014 305 96.0 88 6 94 2015 289 88 6 96 Financial Overview FY2017 Revenue Sources There are two main categories of funding available to the District, the general fund and special revenue funds. The general fund consists primarily of Chapter 70 State Aid and the Town's local contribution to education. Special revenue funds consist of grants (including entitlement, competitive, and private grants) and revolving funds where revenues such as kindergarten tuition, preschool tuition, or building rental fees are deposited. As the figure below shows, the Town's local contribution (including funding necessary to cover school department accommodated costs) is projected to increase 2.8% in FY'17. Figure 18: Municipal Revenue Sources xg w z By r� . Revenue Sources `�„%.-"H *S`� 'c ':'{'"�.`` �S'�a, �"v,+r"'rc✓ �,S53.Y'l"M^k Prnxe R?7, 8;. MUS Other Local Revenues 6,119,266 6,362,500 4.0.0 6,580,000 3.49/. r a er eiieti 2 en aj e_ s M zMM _ n Chapter 70 10,126,574 10,232,699 1.0% 10,342,549 1.1% ransRE"feE& u �9. `.• ?�.a a' Aailabte, #. . .,� .� . Free Cash 1,700,000 2,199,765 29.4% 2,000,000 -9.1% School Revenue Sources OF GeSiitle'eue5,. i9,858,`45�?! E 4 i.sa ,`5'9 *NN Grants 1,866,730 1,909,368 2.3% 1,947,555 2.0•� �r �,3z C17'0 2, z ReYei et3ffset5,`,`, .'r u, 05' 4o� a: t U Total School Revenues 44,431,284 43,635,421 -1.8% 44,936,886 3.03'0 Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 29 157 The largest share of revenue comes from local property taxes which, by statute, cannot increase by more than 2.5% per year. The anticipated increase of 3.3% is due to new growth in the community. The second largest source of revenue comes from the State Aid receipts, most notably Chapter 70. Chapter 70 funding is determined by first calculating a Foundation Budget amount for each community based on its enrollment and then comparing that Foundation amount to the community's ability to pay as determined by its per capita income and property values. For FY'17, the Town is predicting a modest 2.5% increase in State Aid. It is also important to note that the Town is utilizing $2,000,000 of its free cash reserves and the Superintendent's Recommended Budget includes a continued reliance on Grant and Revenue Offsets to help support the Operating Budgets. FY2017 Expenses by Category The Superintendent's Recommended Budget is organized into five Cost Centers, representing the high level program categories that comprise the District Budget. These include Administration, Regular Day, Special Education, School Facilities, and Other District Programs which includes Health Services, Athletics, Extracurricular Activities, and District -wide Technology. These cost centers were established as such by a vote of the School Committee. In accordance with that vote, the Administration is authorized to transfer funds within any cost center. The Administration must, however, obtain approval of the Committee to transfer funds between Cost Centers. As shown in Figure 19 below, the FY2017 Superintendent's Recommended Budget reflects an increase of 3.5%. The largest dollar increase to the budget is in the Special Education Cost Center ($870,972) followed by Regular Education ($463,301). These increases account for 97.1% of the total increase of $1,374,314. The reasons for these increases are highlighted in Budget Drivers section of this Executive Summary and described in more detail in the Financial Section of this budget document. Figure 19: Expenditures by Cost Center z :w fS MO. ,�:' � vtiRaali '$ �s e t...a M's £'S"'�k1. x-�,� *�.x'- s' 2 ��- ",t e`' Wiz. `�.^,;,� i"f.. &''�� $`'i4 16 +33 iit�EXiit@t�?�5 "�Ld Administration 915,855 932,578 891,123 925,790 963,694 4.1% Regular Day 22,356,036 22,509,776 23,185,387 24,397,646 24,860,947 1.9% Special Education 9,338,940 9,547,257 10,254,181 11,352,501 12,223,473 7.7% School Facilities 1,119,809 1,187,224 1,162,815 1,215,161 1,191,510 -1.9% Districtwide Programs 1,310,955 1,374,192 1,614,893 1,582,254 1,608,042 1.6% Gra 3ota1..35;i?441 93�,'al$ti2708,�3��?%:5;$ Mme," As Figure 20 shows, the vast majority of the school department budget funds instructional services comprising 80.1% of the total. This is followed by operations and maintenance (including technology infrastructure and maintenance) at 4:2%, payments to other districts (essentially out -of -district special education tuitions) at 7.7%, other school services (including therapeutic,and health services, transportation, athletics, and extracurricular activities) at 5.5%, and district administration at 2.4%. Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 30 158 Figure 20: Allocation of FY'17 School Committee Budget by Major Function District Instructional Other School A,4minicrr.ti—') 4 ------- 1110/ r,—iroc r S% 0 & M, Payments to Other 4.2% Districts, 7.7% FY2017 Revenue and Expense Budget Projection The Town of Reading's budgeting methodology begins with a projection of available revenues from all sources in the subsequent year. That revenue projection is typically based on historical trends in the various revenue sources. Once the revenue budget is established, which generally happens in late October, the next step is to determine the "accommodated" or shared costs. These are costs that town officials believe must be funded ahead of any other expense of any municipal department. These accommodated costs include items such as health insurance costs, debt service expense, energy and utility costs, and special education tuition and transportation for out of district placements. The accommodated costs are then subtracted from the available revenues, and the remaining revenues are divided between municipal government and school department based on historical ratios. Available revenue to the school department is, then, the combination of the funds allocated for the school department's accommodated costs and the historical share of net available revenues after accounting for accommodated costs. Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 31 159 Figure 21: Revenue and Expense Projections and Allocation fz 3z i "c �- 4g ' y v ,° Revenue Sources 'M �"Si 4`%tl,»�.b`'� `' S 2T-' P �N £'`� Other Local Revenues 5,652,474 6,119,266 6,362,500 4.0% 6,580,000 3.4% � � � Mao U:.:s.�^f"a:.4� � xE � n*yyie+i3x�,lRM�r`/IfR.*`Wt��etl'�.��tzi-H Chapter 70 10,019849 10,126,574 10,232,699 10% 10,342,549 1.1% wi. +s`i C � s3asu..,m a{§, Free Cash 1,050,000 11700,000 2,199,765 29.496 2,000,000 -9.1% Accommodated Costs iii} "i,` . �+ ca'F:X NOR k b .. -� r:'�z ar'n .. s'`,'s a.�s -e. k. P _ _.• �s.. Xfe. �_ f,2..c,ssss�.c .m� t=.::,V4-- capital 2,355500 2,308,000 2,889,250 25.296 2,070000 28496 ,m�` '" -'v"' ^' I"' ie..w#o.' " „°c .. £ - _7,� �{# n _oxo $...rc: . �... ae«f S,_.x..,,.s�'„ IX Energy 1,938,945 1,898,465 1,860 044 2 0% 1,948 725 4.8% �iNIMBi�kr4r �sj arena , Special Education 3,598,098 3,858,194 4,004,269 3.8% 4,127,314 3.1% �.��'S Miscellaneous 2,957,750 2,933,913 2,951,184 0.6% 2,944,000 -0.2% '09 M015A Revenue to Operating Budgets Sdeoa1 Dq artment ("1") 331,947,9.93 35,421,173 35,305.184 -0-2% 36,5"1 3.496 0 a � ONS. _ _ v School Expenses (Non -Accommodated) Contract Services 1,292,768 1,298,485 1,144,861 -1L8% 1,155,406 0.9% Other Expenses 1,344,079 1,365,796 790,798 -42.1% 809,831 2.4% Evil E School Expenses (Non -Accommodated) 33,947,993 35,421,173 35,365.184 -M 36,720,351 3.9% M. FAN Special Education 4,780,978 5,044,442 4,957,106 -1.7% 5,170,891 4.3% IN .r< ' Energy & Utilities!,1 1, 6,081 5 F ..T' ., �+ N % 1044- w R.. School Committee's Budget 38,70!,365 40,917,973 39,473,353 -21% 40,847,660 3.5% School Revenue Sources ? WIN- -. £ as 44hA 3sR.ia sW"+v" ¢ `.u:t'3' ;z�4 - 'A.w s`$.- vAkwa '3ka°»�^}rw�&.wb§sv>�,C*:v'�,". Total Expense 38,698,687 40,435,449 39,369,453 -2.6% 40,847,665 3.8% 071 W - Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 32 160 As Figure 21 shows, the FY'17 Superintendent's Recommended Budget exceeds the guidance provided by the Finance Committee by $150,000. This $150,000 is needed to fund the first year of a three year K- 12 science curriculum implementation. Next Steps and Contact Information The FY'17 Superintendent's Recommended Budget will be presented on the following dates: • Monday, January 11 (Overview, Administration, and Regular Day Cost Centers) • Thursday, January 14 (Special Education and District Wide Services Cost Centers) • Thursday, January 21 (Public Hearing, Town and School Facilities, Questions) • Monday, January 25 (School Committee Vote) When the School Committee votes in late January on the budget, it will become the School Committee budget, which is then presented to the Town Manager. The Town Manager then presents a full Town budget to the Finance Committee which is within the available revenues for the Town. The School Committee budget will be presented in March to the Finance Committee of the Town who votes whether to refer the budget as is to Town Meeting or refer with changes. Town Meeting then has final approval authority. By statute, Town Meeting can only vote the bottom line of the School Committee budget. It may vote to increase or reduce the total dollar value, but it cannot specify the line item to which the increase or decrease is to be made. Once the School Committee votes on the budget, the timeline for the next steps in the budget development process is summarized below. Financial Forum January 20, 2016 FY'17 School Committee Budget Presentation to Finance Committee March 16, 2016 Annual Town Meeting April 28, May 2, May 5, 2016 Copies of the budget document are available at the Office of the Superintendent, the Reading Town Library, the main office of each school, and on the Reading Public School's website at www.reading.k12.ma.us. For additional information or clarification, please feel free to contact the Central Office Administration for assistance. Dr. John F. Doherty Superintendent of Schools 781-944-5800 John.dohertv reading. k12.ma.us Martha J. Sybert Director of Finance & Operations 781-670-2880 Martha.Sybert@reading.k12.ma.us Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 33 161 Organizational Section member Board of Selectmen and a Town Manager. The Town of Reading is in Middlesex County, Massachusetts, United States, some 10 miles (16 km) north of central Boston. Reading was incorporated on June 10, 1644 taking its name from the town of Reading in England. Reading encompasses 9.9 square miles and is located approximately 12 miles North of Boston with easy access to major routes including 125/1-95, 193 and routes 28 and 129. In addition, commuter rail and bus service is available in Reading. The Town of Reading has a Representative Town Meeting form of government. Town Meeting is comprised of 24 members from each of Reading's eight precincts for a total of 192 members. Reading also has a 5 There are eight schools in the Reading Public Schools: Reading Memorial High School (grades 9-12), A.W. Coolidge Middle School (grades 6-8), W.S. Parker Middle School (grades 6-8), and five elementary schools (grades K-5): Alice Barrows, Birch Meadow, Joshua Eaton, J.W. Killam and Wood End. Reading also has the RISE Preschool program, an integrated preschool, with classrooms located at Reading Memorial High School as well as the Wood End Elementary School. As of October 1, 2015, the enrollment at our schools is: RISE Pre -School (grades Pre -K) 94 Alice Barrows Elementary School (grades K - 5) 385 Birch Meadow Elementary School (grades K - 5) 387 Joshua Eaton Elementary School (grades K- 5) 462 J. Warren Killam Elementary School (grades K - 5) 460 Wood End Elementary School (grades K - 5) 316 A.W. Coolidge Middle School (grades 6 - 8) 471 Walter S. Parker Middle School (grades 6 - 8) 549 Reading Memorial High School (grades 9 - 12) 1,270 Total Enrollment 4,394 Reading participates in the Metropolitan Council for educational Opportunity (METCO), a voluntary desegregation program which brings approximately 75 students, grades K-12, from Boston to Reading. Reading is also one of ten member districts of the SEEM Collaborative and one of eighteen member districts of the North Shore Education Consortium. Through these collaboratives, Reading Public Schools is able to partner with other districts in the area to provide special education as well as professional Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 34 162 development and other services to our students and staff at a lower cost than a single district alone could secure the same services. Reading Public Schools is also a member of The Education Collaborative (TEC). To reduce costs, Reading Public Schools utilizes the TEC collaborative bid process for school and custodial supplies. Through this collaborative purchasing arrangement, Reading Public Schools is able to purchase items at a reduced cost. Organization Structure School Committee The Reading School Committee consists of six members elected by the voters of Reading for three-year terms. Each year, two members'term of office expires and become open for re-election. The current membership and terms of the Reading School Committee are as follows: Charles Robinson, Chairperson, Term Expires 2016 Jeanne Borawski, Vice Chairperson, Term Expires 2017 Julie Joyce, Term Expires 2016 Linda Snow Dockser, Term Expires 2017 Gary Nihan, Term Expires 2018 Elaine Webb, Term Expires 2018 Under Massachusetts General Laws, Chapter 70, the School Committee has the power to select and to terminate the Superintendent, review and approve the budget, and establish the educational goals and policies for the schools in the district consistent with the requirements of law and statewide goals and standards established by the Board of Education. District Administration The District is led by the Superintendent of Schools, the Central Office Leadership Team, District Leadership Team, and Administrative Council. The Central Office Leadership Team includes the Superintendent of Schools, Assistant Superintendent for Learning and Teaching, Director of Finance and Operations and the Director of Student Services. The District Leadership Team includes the Central Office Leadership Team as well as the eight building principals. The Administrative Council includes the District Leadership Team as well as all Assistant Principals, Special Education Team Chairs, RISE Preschool Director, Human Resources Administrator, District Administrator of Support Services and Department Directors (Facilities, Food Services, and Health Services). The Superintendent is the supervisor and evaluator of all District Level Administrators and Building Principals. Each District Level Administrator is responsible for a number of different departments and functional areas of district operations. Principals, under the 1993 Education Reform Act, are the supervisors and evaluators of all building based staff including professional and support staff (paraprofessionals, clerical, custodial, food services). The district also employs one Network Manager who supervises and evaluates technology support staff that is district, not building -based. Figure 22 provides an overview of the organizational structure of the district. instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 35 163 Figure 22: District Organizational Chart District Partnerships Reading Public Schools are part of a larger community that believes in collaboration for the purpose of benefiting the children of Reading Public Schools. We are fortunate to have many important partners who enrich the lives of our students through their contributions of resources — both financial and volunteer time. Town of Reading The municipal government of the Town of Reading is the district's most important partner. Of course we share in the tax revenues that represent the voters' commitment to a quality of life that values education, public service, and community engagement. We also share Instilling a joy of learning and inspiring the innovative leaders of tomorrow 164 Page 36 Reading Education Foundation Parent-Teacher Organizations Parent Booster Organizations many resources and collaborate to efficiently manage the operations of the community. The Reading Education Foundation is a volunteer organization of Reading residents working in partnership with the Superintendent of Schools and Reading Public Schools. Its mission is to support innovation and excellence within the Reading Public Schools by raising and providing private money to fund initiatives that are beyond the reach of public funds. . Each of our schools is fortunate to have a PTO comprised of parent volunteers who. support teachers in each building. This support includes parent education, teacher appreciation events, mobilization of classroom and school level volunteers, and funding for technology, enrichment, and other special programs. Reading Public Schools are supported by a significant number of parent booster organizations comprised of parent volunteers who raise, contribute, and dispense funds for the benefit of specific extracurricular activities including athletic teams, academic teams, and fine and performing arts. District Strategy for Improvement of Student Outcomes Reading Public Schools Strategy for Improvement of Student Outcomes was developed based on information gathered by the Superintendent from extensive staff, parent, school community, and general community input, as well as input from the Administrative Council and the School Committee. The Strategic Initiatives are all aligned to the District's Strategic Objectives and are evaluated and refined each year based on progress, input, and reflection. Below are the District Improvement Plan Goals for SY'2014-16. District Improvement Plan Goal 1: Over the next two years, the Reading Public Schools will support Central Office administrators and building principals so that they are able to work with teachers to improve curriculum alignment, instructional strategies, student support and assessment methods in Literacy, Mathematics, Science and College and Career Readiness Skills. The overall outcome will be that all students will demonstrate an increased growth and level of performance in their understanding of math and literacy Massachusetts Curriculum Framework standards, as measured by locally determined measures and state assessment scores. Strategic Objectives Addressed: Learning and Teaching, Performance Management, Investment and Development Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 37 165 District Improvement Plan Goal 2: During the 2014-16 school years, the Superintendent will lead the District Leadership Team in increasing the learning capacity of all staff, the quality and diversity of professional development offerings and the effectiveness of the use of non -student time with staff and Professional Learning Communities as measured by staff survey feedback, an increase in the opportunities for teachers to act as leaders, and the quality of artifacts and minutes of PLC meetings. In addition, we will increase the learning capacity of our District Leadership Team by the effective feedback received by the DLT and the quality of the artifacts generated from each DLT meeting/retreat. Strategic Objectives Addressed: Learning and Teaching and Investment and Development District Improvement Plan Goal 3: During the 2014-16 school years, the District Leadership Team will successfully implement the Multi - Tiered System of Support Structure at each school as measured by a decrease in the following data points: tardiness, office discipline referrals, number of students who have 10 or more absences in a school year, and the achievement gap between the high needs subgroup and the aggregate subgroup on standardized assessments and District Determined Measures. In addition, if successfully implemented, there will be an increase in our accuracy in identifying students with special needs, as measured by the referral data from SST and the utilization of regular education initiatives to support students prior to a need for special education testing (MTSS interventions, SST, intervention support, etc.). Moreover, we will see an improvement in the behavioral health of all students as measured by the Youth Risk Behavior Survey, Early Warning Indicator System, and other locally determined measures. Finally, we will measure the effectiveness of our implementation by using the Tiered Fidelity Instrument (TFI). Strategic Objective Addressed: Learning and Teaching and Performance Management District Improvement Plan Goal 4: During the next two years, the district will develop plans to address the resource needs facing our district, including additional time for staff, additional programmatic space needs at the elementary schools, RISE preschool, and Reading Memorial High School; the implementation of full day kindergarten for all students, and additional instructional and administrative support needed to continue to move the district forward. This will be measured by developing timelines for the implementation of Full Day Kindergarten, the identification of additional permanent educational space, the renovation of Killam Elementary School, additional professional time added to the existing school year, and a restructuring plan for instruction and administrative support. District Strategic Objectives Addressed: Learning and Teaching and Resource Allocation District Improvement Plan Goal 5: During the 2014-15 and 2015-16 School Years, the Reading Public Schools will develop and implement a comprehensive communication plan for the school district. The effectiveness of this plan will be measured by stakeholder surveys, the quality of the communication plan, and noticeable improvements in district and school communication. District Strategic Objective Addressed: Performance Management Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 38 166 Figure 23 -Administrator District Determined Measures The following is a list of district determined measures that administrators will be using to.gauge progress and improvement in the above goals. The District Leadership will continue to review this list to revise, when necessary. Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 39 167 Principals/AP District Team Central Leader of Chairs Office Social Emotional Learning 1. District MCAS/PARCC SGP Data for Math X X and Literacy 2. % Students who are Advanced and X X Proficient on the state assessment 3. DESE Accountability Rating X X X 4. Tardiness X X S. Office Discipline Referrals X X 6. Number of Students with 10 or more X X absences in a school year. 7. Achievement gap between high needs X X X subgroup and the aggregate subgroup on standardized assessments and Common Measures. 8. Number of students in high needs X X X subgroup and METCO students who are in honors level, advanced, or AP level - classes (Baseline?) 9. Gender breakdown of students in X honors level, advanced, or AP level classes 10. Accuracy of Student Support Team X X referrals for Special Education 11. Tiered Fidelity Instrument to gauge X X progress in MTSS implementation 12. Number of Teachers in the building who X X have the District MISS related goal in educator plan and have accomplished that goal 13. District Capacity Assessment to gauge X X X District level implementation of MTSS Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 39 167 Information Section The Information Section of the budget is designed to provide the reader with information necessary to set the context for the funds requested in the FY'17 Superintendent's Recommended Budget. This section includes key metrics and performance indicators for the district as a whole, for individual schools within the district, as well as benchmark comparisons with peer districts in Massachusetts. The information provided will assist the reader in understanding the financial realities confronting our district, areas where the district or schools are performing well, and, more importantly, areas where there may be need for improvement. It is also intended to give readers a better understanding of the investments necessary for the district to achieve its strategic performance goals and objectives. Education Funding State Education Aid In 1993, Massachusetts passed the Education Reform Act. One of the major themes of this legislation included greater and more equitable funding for schools across Massachusetts. The means for providing this increased funding was through the establishment of a "Foundation Budget." The foundation budget is defined as the minimal level of funding necessary to provide an adequate education to the children in Massachusetts districts. Each district's foundation budget is updated each year to reflect inflation and changes in enrollment. Enrollment plays an important role not just because of the total number of pupils, but also because of the differences in the costs associated with various educational programs, grade levels, and student needs. Districts differ greatly in the percentages of their student population that fall into these enrollment categories. Most school districts spend in excess of their net school spending requirement. The Foundation Budget establishes required net school spending for a community which is the minimum funding that, by law, a community must allocate to education. A community's actual "local contribution" is based on its "ability to pay" which is calculated using a formula that takes into consideration a community's per capita income and equalized property value. Once required net school spending and local contribution are calculated, Chapter 70 funding (also known as state educational aid) is determined as the difference between required net school spending and local contribution. It is instructive to note that many districts' actual net school spending, particularly high performing districts, actually exceed required spending levels. The total statewide foundation budget increased from $9.866 billion in FY15 to $10.090 billion in FY16, a 2.3 percent rise. Figure 24 shows Reading's history of required net school spending versus actual net school spending. As you can see, Reading is one of those districts that historically have exceeded its required net school spending amount. However, it is important to remember that the required net school spending is based on the foundation budget which is the minimum amount necessary to fund an adequate education. A recent study by the Massachusetts Budget and Policy Center entitled, "Cutting Class: Underfunding the Foundation Budget's Core Education Program,"' examined the adequacy of the Foundation Budget and identified "major gaps" between what the foundation budget says districts need for certain cost 1 http://www.massbudget.org/report_window.php?loc=Cutting_Class.html Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 40 •: categories and what districts actually require. Some of the more significant conclusions of the study included: • Foundation understates core SPED costs by about $1.0 billion • Foundation understates health insurance costs by $1.1 billion • Most districts hire fewer regular education teachers than the foundation budget sets as an adequate baseline • Inflation adjustments have not been fully implemented, causing foundation to lag behind true cost growth Figure 24: Reading Net School Spending, Required versus Actual READING $60,000,000 $50,000,000 $40,000,000 $30,000,000 $20,000,000 $10,000,000 $0 Chapter 70 Trends, FY93 to FY15 lig Chapter 70 Aid 93 94 95 96 97 98 99 00 01 02 03 04 05 06 07 08 09 10 11 12 13 14 15 Fiscal Year On average, districts in Massachusetts spend 19% above Foundation (based on FY'12 data). However, there is great variation across the state with the least wealthy districts spending at Foundation and the wealthiest 20% of districts spending 39% above Foundation. The areas of greatest excess spending include health insurance and other benefit costs, special education teachers, and special education out - of -district. In essence, these three categories of the Foundation Budget appear significantly underfunded. As Figure 24 above indicates, Reading spends above Foundation and Required Net School Spending. In FY'15, Reading's actual net school spending exceeded required net school spending by 17.3%. Figure 25 below shows that the trend over the last three fiscal years has been an increase in the percentage above Required Net School Spending while the Foundation Budget has been declining. This figure also shows Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 41 W • historically the amount of Chapter 70 aid that the town has received to support education. In FY'14, Chapter 70 aid represented 21.9% of actual net school spending in Reading2. Figure 25: Historical Chapter 70 Funding Formula Elements bniJars 10 �htYi�� Feu,�asac� �Qd FQirnda#Igp �Ptt t �rtprat � Cl�apter7o �� Ptt s,r Netsc�oo`t �� s�� NetSshao� +Pct Over%llgder Overt �x i a� L � W {y :. Y �<K -' �Y „i £ ,.� � •V`9 .. ar.� Y r,M .Y 01e.MEnr4Ilment Ch :?Bud et.M_ `Ch .ConRibuflon.r'r Aid....; ....Ch ,,S endin NS3._ Ch 'K.r °eriilfn ,.z.Ch _,, Re` ntcement. xt7ndei FY93 3,426 18,009,296 14,934,763 1,474,055 16 408 818 16,408,818 0 0 0 s sem, r > et tiF ro _ ,�.f..FY94..� k3,470.. ,` ,i 3, _?83§85195._. D9,,.�58EQ9p1, x'17$0426 ',t 208„ �17f43,,3?lt.,..,�$ UXT.� FY95 3,537 19 18,912,941 4.1 16,323,493 1,944,641 9 2 18,268,134 3.6 18,835,792 7.0 567,658 3.1 %$0$5'4"I FY97 3,764 3.1 21055 390 5.5 17,089,518 2,855,026 25 8 19,944,544 ¢ 4.5 21,796,634 6.6 _ 1,852,090 ¢ 9.3 gp .SmM'23,370 FY99 3,939 2.6 23,267,882 5.7 18,145,204 4,299,206 25 0 22,444,410 8.7 25,357,087 8.5 2,912,677 13 0 u i YOfY f 4101 ti,.._, r q 1 .4 3A+4 $56 $6 $3'L4i3 FY01 4,142 1.0 25,408,207 4.4 20,114,966 5,717,902 14 5 25,832,768 4.7 28,906,695 5.9 3,073,917 119 _ ..x ' . �;`� FY03 4,179 1.3 27,435,858 3.5 21,314,786 6,121,072 3 5 27,435,858 2.9 30,624,431 2.6 3,198,573 116 238;:343571:c FY05 4,136 -03 28,212,906 17 22 211375 6,082,107 0 0 28,293,482 2.0 33,976,446 6.4 5,682,964 20.1 e'S"�'..,: ? a;gi''_d90i51 a 59,:` 474fliC.. Y858„t 7„? i,. 953 2s s ?3:5 FY07 4,175 0.3 31,463,026 6.8 24,343,136 7,119,890 13 2 31463 022.6 6.7 38,423,801 5.2 6,960,775 22.1 6`39n°iwq€57.>'+$7z..3..9�r7s""=:`."E�'n'1,s3, 3t.'1�i4§3y,�'S`S FY06% FY09 4,272 1.5 35,385,849 6.6 26,121,634 8,289,951 3 1 34,411,585 3.7 39,979,867 0.7 5,568,282 16.2 C�� 9 $93i A FY11 4,265 -0.3 35,612,661 -2.4 26,779 324 9,437,516 3 9 36,216,840 1.9 42,284,871 41 6,068,031 16.8 ....• a s�`` 2 `" 436d �s7rtLB 73 ��QS$ ,„��ss FY13 4,312 0.7 38,136,802 4.7 28,233,100 9,903,702 4 4 38,136,802 3.8 43,722,350 2.7 5,585,548, 14.6 H84i5x<r?9i(�i�$?3$�r?54�s4?99>..i„ FY15 4,269 -0.9 38,963,365 0.4' 30,125,539 10,126,574 1.Z'' 40,252,113 3.2 48,287,659 6.3 8,035,546 20.6 Local Funding for Education Reading relies heavily on local revenue sources to fund public education, most notably, local property taxes. In 1980, a ballot initiative in Massachusetts to limit the growth of local property taxes passed. This law, referred to Proposition 2 %2, went into effect in 1982. Essentially, the personal property tax may not increase more than 2.5% of the prior year's levy limit, plus new growth and any overrides or exclusions. A community may vote to allow for a Proposition 2 % override vote to permanently increase the tax burden. The last successful Proposition 2 % override in Reading was in April 2003 to fund the 2004 Operating Budget. Below is a table showing the historical property valuations and tax rates. Figure 26: Historical property valuations and tax rates Population 24,528 25,011 25,624 25,799 25,644 Number of Voters 16,858 17,611 17,821 17,765 17,233 Valuation of Real Estate $3,702,250,747 $3,719,855,326 $3,640,514,408 $3,785,230,715 $3,962,502,523 Valuation of Personal Property $45,295,130 $44,158,280 $46,123,120 $44,082,060 $37,135,230 Total Assessment Value $3,747,545,877 $3,764,013,606 $3,686,637,528 $3,829,312,775 $3,999,637,753 Tax Rate per $1,000 Valuation $13.80 $14.15 $14.94 $14.74 $14.70 2 In Reading, Chapter 70 aid is treated as a general fund receipt rather than a school grant or revenue receipt as is the case in other districts. Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 42 170 The school department budget is the largest budget of any municipal department in the town of Reading. The figure below shows the breakdown of how the average tax bill in Reading is spent. As you can see, the funding for the education of children in our district represents 49% of the average tax bill. Figure 27: What the Average Tax Bill in Reading Funds tib I'1S Do tars' ` ` alt' SPercent x` Schools $3,344 49% Public Safety $790 12% Public Works $538 8% General Government $354 5% Library & Recreation $203 3% Finance $343 5% Insurance and Other Unclassified $1,113 16% Health & Human Services $52 1% Intergovernmental $88 1% �� Tot !an£Ea#�Y11M $6329 , 9 Dedham ., Prior to 1991, Massachusetts had a separate tax rate for education at the municipal level. The current tax rate of the Town supports educational and municipal expenditures and is set by the Town Assessor's Office, with approval by the Massachusetts Department of Revenue, on an annual basis. In the figure below, we compare the average tax bill in Reading to 12 other communities that are often used as peers for benchmarking and comparison purposes. As you can see from Figure 24 below, over the past five years, the size of Reading's tax bill has maintained a rank of 7 out of 13. With regard to the statewide ranking, that figure too has remained relatively consistent ranging from 50 to 54 over the past five years, placing Reading's average tax bill among the highest 15% in the Commonwealth. Figure 28: Comparison of Average Tax Bills Reading versus Comparable Communities The School Committee and Administration are appreciative of the support that the taxpayers of Reading provide to the schools and are mindful of the budgetary implications on the taxpayers when developing our budget proposal. We feel a strong obligation to be transparent and accountable as to how we use the resources we are provided. The sections that follow are intended to provide readers with a better sense of how resources are utilized in the district to improve student outcomes as well as to report on those outcomes and other measures of performance. Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 43 171 �� w Belmont $9,676 12 1 $10,359 13 1 6G rg, $10,938 13 1 Chelmsford $5,427 70 10 $-.'� - $5,799 70 10 $6329 69 9 Dedham $5,483 66 8$5,937 '_ ', � 0" $5,937 66 67 8 9 , 5,..r 9 4 $6,375 $6,256 67 71 8 10 Easton $5,448 68 9 �^ c` $5,848 6 _ Hingham $7,224 37 3-- $7,973 31 3$= 3., a $8,679 31 3 Mansfield ,$5,176 83 11Yi - -� _. $5,370 89 it 5 5 .• $5,816 85 11 Marshfield $4,332 128 12$4,608 r Y 127 12 $� 2=, $5,139 118 12 Milton $7,134 38 4 ,k $7,471 40 4 $7,880 40 4 North Andover $6,161 49 6., 6. ,., - $6,559 51 6 6 4ry _ $6,851 52 6 Reading $6,109 So 7b, �� $6,458 54 7 9 $6,824 54 7 Shrewsbury $3,955 157 $6,719 42 13 5 6 ? $4,322 $7,097 151 45 13 5 $5,030 $7,543 123 44 13 5 Westford , _sS' Winchester $9,167 15 2 5'.,`, ., $9,839 14 23i:"h'd5. ;' $10,588 14 2 il :. % YeCa$8 < ,I.337 S ZIi . SB:s p $5 ISIS.x The School Committee and Administration are appreciative of the support that the taxpayers of Reading provide to the schools and are mindful of the budgetary implications on the taxpayers when developing our budget proposal. We feel a strong obligation to be transparent and accountable as to how we use the resources we are provided. The sections that follow are intended to provide readers with a better sense of how resources are utilized in the district to improve student outcomes as well as to report on those outcomes and other measures of performance. Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 43 171 Allocation of District Resources Resource allocation is one of our four district strategic objectives. The objective is to improve the alignment of human and financial resources to achieve all of our strategic objectives and initiatives to support teaching and learning and, ultimately, ensure students are college and career ready. The intent of this section is to provide the reader with an understanding of how district resources are spent, both at the district level as well as at the school level. Per Pupil Spending As we know, educating children is a labor intensive enterprise. Our school district spends 82.6% of the funding it receives on the staff salaries. The remainder is spent on such items as instructional supplies, materials, and equipment; technology; out -of -district tuition and transportation; energy and utilities; and building repair and maintenance. All districts in Massachusetts file an End of Year Pupil and Financial Report with the MA DESE. This report allows a district to examine per pupil spending across a number of broad spending categories. Using a per pupil amount allows. for better comparability both within the district and between school districts as it normalizes for enrollment. Examining per pupil spending by category helps us better understand where investments are made and where they may be lacking. Comparison between schools helps us determine if our resources are allocated equitably and if resources can be reallocated to target higher need schools or populations. Comparison between districts allows us to target districts with comparable financial means that may be achieving better results in areas that we are looking to improve, seek out the best practices and/or strategic investments being made in those districts, and potentially transfer those best practices or investment decisions to our district to improve our outcomes. Per Pupil Spending by Category The MA DESE reporting system categorizes expenditures into eleven general functional areas that are listed in Figure 25 below. The expectation would be, of course, that the highest level of per pupil spending would be in the "Classroom and Specialist Teacher" category. As one can see, however, the "Payments to Out -of -District Schools" category is actually the highest per pupil amount. This category captures the expense for any student who is attending school outside the district. This includes not only special education out of district placements, but charter school or school choice placements as well. Since we have very few children in charter schools or school choice programs, our reported figure is essentially made up entirely of special education placements which are much higher in cost than the average charter school placement ($10,000 - $30,000) or the average school choice placement ($5,000). As this is also a per pupil calculation, the amount reflected is the.total out -of - district tuition divided by the number of students attending out of district schools. For us, for FY'14, the basis was 61 students. This is the reason that our figure is so much higher than the state average. In calculating the overall state average, however, it is important to note that this category does not receive a lot of weight in our per pupil calculation due to the number of students in this category. Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 44 172 Figure 29: FY'14 Per Pupil Spending By Category The Classroom and Specialist Teachers category is the next highest per pupil amount. A comparison to the state average shows that this is the category with the second largest difference between district and state per pupil spending. Average teacher salaries in Reading are lower than the state average teacher salary with Reading at $65,291 compared to the state average of $73,847, a difference of $8,556. This is due in part to our salary schedule being lower than other comparable districts but also due to the fact that we have a more junior staff than many of our comparable districts. In Reading, forty-one percent of our staff has fewer than ten years of experience teaching; on average in Massachusetts, that figure is around thirty percent. Another category in which we are significantly below the state average per pupil is in insurance, retirement and other benefits. This is likely due to the GIC -type tiered health insurance plan that we have for our employees which is very cost competitive. Furthermore, the employer-employee cost share in Reading is 71% employer paid and 29% employee. The average in the state is closer to 80% employer and 20% employee. Pupil Services is another category that appears underfunded when compared to the state average per pupil. This category includes transportation and other student activities such as athletics or extracurricular: The reason why Reading is significantly below the state average is due to the fact that we have such little bussing in the district. Because we have neighborhood schools, we require only two buses for each school day for transporting children. This is significantly below most other districts in the area as well as the state. The one area where we have historically spent more per pupil than the state average is the professional development category. FY'11 is the first year in many years that the district's per pupil amount was lower, although not significantly lower. Between FY'10 and FY'12 we reduced our professional development as well as our curriculum expenses significantly in order to minimize personnel cuts during these lean budget years. In FY'12 this trend reversed as a result of the increase to the professional development budget due to common core and educator evaluation implementation as well as other Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 45 173 15 - Administration Administration $1,433,482 $87,005 $1,520,487 2.9% $346 $500 ($154) Instructional leadership 2,846,247 140,319 2,986,566 5.7% 680 935 ($255) Classroom and Specialist Teachers 18,670,470 1,946,380 20,616,850 39.2% 4,696 5,441 ($746) Other Teaching Services 4,181,256 37,834 4,219,090 8.0% 961 1,137 ($176) Professional Development 978,371 142,957 1,121,328 2.1% 255 217 $38 Instructional Materials, Equipment and Technology 1,649,719 228,584 1,878,303 3.6% 428 432 ($4) Guidance, Counseling and Testing 1,444,338 45,313 1,489,651 2.8% 339 421 ($82) Pupil Services 1,546,583 1,869,470 3,416,053 6.5% 778 1,376 ($598) Operations and Maintenance 3,889,406 266,129 4,155,535 7.9% 946 1,103 ($157) Insurance, Retirement Programs and Other 7,530,314 78,049 7,608,363 14.5% 1,733 2,434 ($701) eiditur s �thlnTheplstrict ; , 0l$ .A.,,!1!Q a,4 !19, ,6r 1131 .$11;63 x$13,997{`, 3g} $1,275,210 $3,629,499 6.9% $53,532 $21,839 $31,693 Expenditures Outside the District $2,354,289 The Classroom and Specialist Teachers category is the next highest per pupil amount. A comparison to the state average shows that this is the category with the second largest difference between district and state per pupil spending. Average teacher salaries in Reading are lower than the state average teacher salary with Reading at $65,291 compared to the state average of $73,847, a difference of $8,556. This is due in part to our salary schedule being lower than other comparable districts but also due to the fact that we have a more junior staff than many of our comparable districts. In Reading, forty-one percent of our staff has fewer than ten years of experience teaching; on average in Massachusetts, that figure is around thirty percent. Another category in which we are significantly below the state average per pupil is in insurance, retirement and other benefits. This is likely due to the GIC -type tiered health insurance plan that we have for our employees which is very cost competitive. Furthermore, the employer-employee cost share in Reading is 71% employer paid and 29% employee. The average in the state is closer to 80% employer and 20% employee. Pupil Services is another category that appears underfunded when compared to the state average per pupil. This category includes transportation and other student activities such as athletics or extracurricular: The reason why Reading is significantly below the state average is due to the fact that we have such little bussing in the district. Because we have neighborhood schools, we require only two buses for each school day for transporting children. This is significantly below most other districts in the area as well as the state. The one area where we have historically spent more per pupil than the state average is the professional development category. FY'11 is the first year in many years that the district's per pupil amount was lower, although not significantly lower. Between FY'10 and FY'12 we reduced our professional development as well as our curriculum expenses significantly in order to minimize personnel cuts during these lean budget years. In FY'12 this trend reversed as a result of the increase to the professional development budget due to common core and educator evaluation implementation as well as other Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 45 173 training needs. The FY16 Budget restructured the use of some professional development funds to support the addition of instructional coaches for math and literacy. The overall message to be gleaned from this comparison of categorical per pupil expenditures is that all of our expenditure categories appear underfunded when compared to the state average and that re- allocation of resources from one category to another would merely cause a particular category to be even further underfunded. The one area that we have looked to as a source of funds is out -of -district tuition. With the average out -of -district special education placement costing the district over $62,000, the ability to offer in -district programs for these students is not just best for students but also financially beneficial as well. Per Pupil Spending by.School Figure 30 shows the instructional per pupil comparison by building and by program for all funding sources (general fund, grants, and revolving funds). As this figure shows, there is a rather significant variation for special education with a high of $16,981 for Barrows Elementary School to a low of $3,696 for Reading Memorial High School. This data indicates that we are under -funding special education at the High School. While this was addressed through the addition of 1.5 FTE in the FY'14 Budget, the per pupil expenditure at the High School based on special education enrollment still lags significantly behind other schools and programs. The addition of one special education paraeducator and one social worker for the TSP Program will have a modest impact on the special education per pupil for the High School. Figure 30: Instructional Per Pupil Spending by Program, all funding sources Comparable District Spending As mentioned in the introduction to this section, comparing our district's per pupil spending with comparable peers helps us to determine how we might consider allocating resources differently to be able to achieve key performance goals, be they student or other goals. The first step in this process is to determine a reasonable set of comparable peers. For our comparisons, the peers that have been selected are those that have similar enrollment and similar financial profiles. An analysis was performed using nine different demographic and financial metrics including population, per capita income, Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 46 174 equalized property value, average single family tax bill and size of municipal budget. The chart below shows that Reading ranks 9" out of 13 in per pupil spending for in -district students at $11,163. The average per pupil spending for these thirteen comparable districts is $11,804 or $641 above our district per pupil. If our district were funded at the average per pupil for these comparable districts, it would translate to an additional $2,816,554 in funding to the district's budget. Figure 31: FY'14 In -District Per Pupil Spending $18,000 $16,000 $14,000 $10,000 $8,000 IN 4110", In comparing per pupil spending for the various functional categories that DESE tracks (see Figure 28), one can see that Reading ranks among the lowest of the comparable districts in all categories with the exception of professional development and supplies, materials & equipment. Included in our professional development spending is tuition reimbursement for staff. This is a benefit that many districts have eliminated over the past several years. The table below also shows that we are most significantly behind both the state average and our comparable average in the Classroom and Specialist Teachers category which represents salaries paid to these staff. Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 47 175 Figure 32: FY'14 Per Pupil Expenditures by Category for Comparable Districts �F '�.^ Clasaropm8 tnstructn7 Pte1� k � `Tata1 in ��mint $pepialisi k� � �Meterlals,� � z sio�a�peu � } � , Qistrkt,Name �� F Nf�isti�ct ��RanK shatiotl. Renk Teaci+ers� �RanK t uip.>xTech. itariic et0 meat Rank' BELMONT 9�127� �r $355 7 R Xt A8634 $351 3$�2�15 3 $525 1 8� $17x� CHELMSFORD$11467 $478 $15� $989 1 �'$48a 7 $6�$4 $300 7 °194 DEDHAM '3�'»+' S 649!5 3Yy t� K 41k f b �' $197 110 { � �,�a} jS e.. 9 EASTON ,$t,le$$ $381 $327 10482 �$ $148 13$62[1 11 HINGHAM$��i �i " E ME 3, IN MANSFIELD $123�7,� $292 13 jx5298 $231 10 ^$262 MARSHFIELD $i10B4 t1 $434 5'5725 5 $262 9 8�3 MILTON $72� $462 4 5366 $281 8�8 NORTH ANDOVER $IA�'i $336 9$432 $158 12 sy,$itl��i, ., Kt —W-0 Y� - { j '• § iW .P'dt ,} ;X.M'?w ...». F B i.NSt 'YY-�8 � 1, ;3 3i:..P y37� B,.r� s'i4 $307 61 �'4i 5V�,S'> s+. -, SHREWSBURY WESTFORD "7q�G 3 $310 11 X118$$ � $308 12 WN 9 N 7z $313 5 *w' 3: WINCHESTER $# 'l33G� $575 2 3 s $314 4 &1 AVERAGEitrs a $430 0 5034 $2931 READING VS. AVERAGE ($88 $134 STATE AVERAGE f:'J9 SSoo �d4i $432 ($154) ($4) READING VS. STATE AVERAGE �8 2 Special Education Spending Special education expenses present a unique challenge to school districts due to their variability and lack of predictability. Our goal is always to provide the highest quality services to students and to provide those within the district. Over the last ten years, our district has increased its in -district special education programs from one program to nine different programs across the district. The figure below shows the number of students in each of the programs in the current school year. Descriptions of each program can be found in the Special Education Cost Center discussion in the Financial Section of this document. The total number of children in special education programs is 191 with the greatest number of students currently in the Language and Learning Disabilities program. Figure 33: SY'1S In -District Special Education Program Enrollment .<Rr ap ra+i Gr C3rB Grp 1iG g Gcn x14x. . Xi . G ME a 4I } Compass 1 4 Dev. Learning Ctr II 3 1 2 2 2 1SEE M1 11 t'h' Integrated Learning Prog. IIVMS �i " E ME 3, IN I .,��e "3' *�. oy L d &� 1 2 �. � 3 g 5 5 POST Program Therapeutic Support Program 1 1 2 4 When we are unable to provide the necessary services for a child to be able to make effective progress, then it becomes necessary to place the child in an out of district program. In that case, the district is responsible for the tuition and transportation expense for that child. Depending upon the placement, out -of -district tuitions can range from a low of $40,000 to a high of over $300,000 for a private residential placement. Figure 30 shows the historical special education expenditure trends for Reading Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 48 176 Public School. This data shows the extreme variability in special education expenditures, particularly out -of -district tuition expense. Between SY'2004 and SY'2005, for example, out of district tuition increased 25.4%. In SY'2010, this expense decreased 13.1% from the prior school year. The data also show the significant in -district increases that occurred in the years between 2003 and 2009 as our in - district programs were growing with staffing added to support those programs. Figure 34: Historical Special Education Spending Fecal N ear g `In Dist�lct € �1(r�Yr�� nv3"y�FY ..v10`shtructi9n , Change'., Qut-of Districts ��sGrJ�'r%� .. Tpitions, Ch�nge � ��y`�Dpe?a�ing��' �Sv�ragea� `.., f.u�lget� T �rPercen�tage, 2003 3,498,538 2,726,148 20.3 17.7 2004 4,002,687 14.4% 2,929,036 7.4% 21.3 18.6 2005 4,468,696 11.6% 3,671,734 25.4% 23.2 18.9 2006 4,250,615 -4.9% 4,018,504 9.4% 21.8 19.1 2007 4,603,329 8.3% 4,241,134 5.5% 22.2 19.4 2008 5,011,644 8.9% 4,387,747 3.5% 22.8 19.8 2009 5,407,638 7.9% 4,503,089 2.6% 23.6 20.1 2010 5,316,345 -1.7% 3,913,861 -13.1% 22.2 19.8 2011 5,391,569 1.4% 3,552,879 -9.2% 20.9 19.9 2012 5,575,866 3.4% 3,702,507. 4.2% 21.5 20.5 2013 6,674,941 19.7% .3,085,288 -16.7% 21.7 20.9 2014 7,046,289 5.6% 3,054,986 -1.0% 21.6 20.9 The data shows that our in -district expenses have significantly increased from FY'12 to FY'13 this is due to a 12.7%or $650,279 increase to teaching and a 95.6% increase to other instructional expenditures which includes supervisory, textbooks, materials and instructional equipment. During this same time period we benefited from a 16.7% reduction in out -of -district tuitions due in part to our in district programs and students aging out of the school system. The FY'14 data indicates an increase in In - District Instruction of 5.6% and a 1.0% reduction in Out -of -District Tuitions. Reading's % of Schools Operating Budget has averaged 21.6% for the past three years and the gap between the percentage of budget for special education costs between our district and the statewide average has been consistent over the same three years. Figure 31 shows that we are spending less on special education as a percent of the total budget than our comparable peers. From FY'08 to FY'10, we ranked fourth in the percent of the total budget that special education expense comprises. As of FY'14, we are ranked 10th when compared to these other twelve districts. In essence, this indicates that our district has been working hard to stabilize special education expenses and has been successful relative to other comparable districts. Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 49 177 Figure 35: Special Education Spending as a Percent of Total Budget for Reading and Comparable Districts h��.`4�k'`""',L'� �.'. �?is ►°t �� < fl ti }§rv. ::, k ! 9S of Tata1 Table B�Id et Q, � ah X45: {'s""y �'x,.�} S«. C^"v 96 #Taal y [able �� e� � �_ fitank yn�al °✓ N f i a.S� �s45� t S of l ota , 4 fable `r#u t » 'ftaPt *�{'' � a"i:. `>t�... � �,`� 96 of T tta1 z 1 abje gtantc * ,� s%':t;' t,, ,.1 `�q 6 fi ata1 }cable 5 `.0 est �; ?eta_ ttik BELMONT 19.8 9 20.2 8 21.8 9 21.9 9 22.2 8 CHELMSFORD 22.0 5 21.3 6 23.3 4 23.3 4 23.9 5 DEDHAM 26.2 1 25.6 1 26.2 1 27.4 1 26.1 1 EASTON 18.5 11 18.3 11 18.7 12 21.7 11 22.1 9 HINGHAM 21.4 6 19.6 9 23.1 5 23.3 5 22.7 7 MANSFIELD 20.6 8 21.3 5 22.1 7 22.5 8 24.5 3 MARSHFIELD 21.1 7 22.4 4 23.6 3 24.0 3 19.6 12 MILTON 19.0 10 18.2 12 21.9 8 21.9 10 21.1 11 NORTH ANDOVER 23.3 3 22.9 3 22.1 6 23.3 6 24.8 2 '' i1 w xq iiFJtt�1G�Y ;. ' ,..+,,..r ,........ s<, 4 _ .,L�,:.,2..� fy .tea......, ,..,e.,.s ... .. a S _/� s, i-ne.,.b.2.w..�.,....,z,..-.,..�..wa�`Lt ..,,�r.0 t4. e., ...,..ter. �ut6.3<3L�i.�,. .l.F SHREWSBURY 23.7 2 24.6 2 24.3 2 25.2 2 24.1 4 WESTFORD 14.1 13 14.1 13 15.3 13 16.9 13 17.6 13 WINCHESTER 18.3 12 19.6 10 20.6 11 22.6 7 22.8 6 x0 5 ggphw �v..„c- � p� a'�r taiietai,±4il,iair�cts =LL._:. ,_ �-2n F rhS , S Historical Budget versus Actual Spending As a school district, we pride ourselves on responsible fiscal management, spending our resources as requested and returning funds that are not utilized during the course of a fiscal year. As part of our efforts to ensure accountability, we report on our budget to actual for prior fiscal years in Figure 32 below. As indicated, the school department has returned funds each of the prior five fiscal years and has not required or requested additional funds for school department operations. Figure 36: Historical Budget versus Actual Spending Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 50 178 Allocation of Personnel Resources Staffing is driven primarily by enrollment changes and program needs. The tables below show staffing resources for the prior year, current year, and requested for SY'15-16 by location, by position type, and by cost center. As Figure 33 below shows, staffing at the elementary schools is fairly consistent and is reflective of overall enrollment at each school. There were some unbudgeted staffing changes that occurred in FY'16, specifically the addition of a 1.0 ELL Teachers. This was necessary due to the increase in the District ELL population and the new requirements by the state. Parker is the larger of the two middle schools with 78 more students than Coolidge. While Parker does have more students, Coolidge's staffing is higher than enrollment might suggest because Coolidge is home to five special education programs while Parker has just one program. The High School has the largest number of staff for its 1,255 students. Teachers comprise the largest percentage of our district staff at 55.3%. This includes both regular education and special education classroom and program teachers. This does not include specialists (reading, technology integration, and library/media) which make up another 3.4%. When combined, teachers and specialists account for 58.7% of all staff. Paraprofessionals (regular education, special education, and tutors) comprise 19.2% of our staff. Thus, 77.8% of district staff is providing instructional services to students. Another 8% of our staff provides counseling, medical, and therapeutic support to students. District and building administrators, instructional leaders, and secretaries make up 10.1% of our staff. Custodial staff comprises 3.3% of our staff. Finally, the area where we are most understaffed — technology - comprises .9% of our total staff in the district. Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 51 179 Figure 37: Staffing by Position Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 52 1 S$ Administrative Assistant 4.8 4.8 4.8 4.8 248,155 4.8 248,155 4.8 254,992 Assistant Principal 5.0 5.0 5.0 5.0 531,918 5.0 518,949 5.0 532,748 Behavior Analyst (BCBA) 1.0 60,000 1.0 65,000 1.0 70,000 Computer Technician 5.0 4.5 4.5 5.3 283,038 5.3 276,835 5.5 299,390 Custodian 18.5 18.6 18.6 18.6 802,469 18.6 800,902 18.6 837,963 Data Analyst 0.3 15,193 1.3 85,193 1.0 70,000 District Administrator 7.2 7.2 7.2 7.2 791,361 7.2 797,016 7.2 824,907 District Administrator of Support Services 1.0 1.0 1.0 1.0 85,000 1.0 86,500 1.0 88,489 District Evaluator 1.0 1.0 1.0 1.0 78,442 1.0 85,959 1.0 88,108 District SSP/TSP Program Director 1.0 75,000 Elementary Teacher 131.5 131.6 133.5 134.5 9,398,990 134.1 9,165,280 132.6 9,558,395 ELLTeacher 1.0 1.0 1.5 1.5 91,634 2.5 147,389 2.5 179,918 Guidance Counselor 4.6 5.0 5.6 5.6 379,906 5.6 379,906 5.6 399,735 High School Dept Chair 4.2 4.8 4.8 3.8 366,518 3.8 355,169 3.4 328,090 High School Teacher 87.2 91.8 90.6 92.8 6,736,113 91.0 6,493,666 '88.0 6,582,105 Info Systems Specialist 0.2 0.2 0.2 0.2 15,688 0.2 15,688 0.2 16,081 Instructional Coach 2.0 150,000 2.0 156,000 2.0 159,900 Library/Media Specialist 7.0 7.0 7.0 7.0 486,075 7.0 483,499 7.0 508,539 Middle School Teacher 83.9 83.4 82.9 82.9 5,880,857 83.7 5,716,283 83.7 5,989,518 Occupational Therapist 3.1 2.9 2.9 2.9 278,515 2.9 217,916 2.9 225,608 Occupational Therapy Assistant 0.6 0.5 0.6 0.6 27,930 0.6 28,768 0.6 28,768 Paraprofessional 85.0 93.1 102.2 97.5 2,319,986 98.0 2,301,336 97.0 2,437,394 Physical Therapist 1.5 1.5 1.5 1.5 119,134 1.5 119,134 1.5 124,823 Pre -School Teacher 6.1 6.0 6.5 6.5 437,049 6.6 440,052 6.6 465,645 Principal 8.0 8.0 8.0 8.0 915,804 8.0 900,387 8.0 967,707 Reading Specialist 7.0 7.0 7.5 7.5 607,365 7.5 601,434 7.0 577,498 School Adjustment Counselor 2.0 2.0 2.0 2.0 119,664 2.0 119,664 2.0 127,391 School Nurse 9.8 8.8 8.8 8.8 566,101 8.8 534,839 8.8 567,556 School Psychologist 9.5 . 10.5 10.5 9.5 641,674 9.5 621,110 9.5 675,625 Secretary 14.2 14.3 14.7 14.7 580,029 14.7 579,850 14.7 599,152 Social Worker 1.5 2.0 3.0 3.0 207,638 2.6 184,890 3.6 260,041 Speech/Language Pathologist 10.2 10.7 10.8 10.8 801,878 10.4 769,634 10.0 814,856 Supervisor of Students 1.0 1.0 1.0 1.0 33,000 1.0 33,000 1.0 33,000 Team Chair 5.2 5.4 5.6 5.6 448,780 8.0 645,850 8.0 661,997 Technology Specialist 2.0 2.0 2.0 2.0 163,977 2.0 154,351 2.0 169,415 ,Tutor 1.y0.7 _ 11.3 1/1.33 2�3t�+1,5�4/9Fm{ y 3/1j(1�.5 ".S"S!<k 17,VU- $1.0.3 y�2331,j1�9Q9 M305,460 L+�9°.7 r� Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 52 1 S$ C;-.- 20. Ctaftina nir rnct rantar and Dncitinn 0 �� r � a x � ButTgeted $udgeTed Actua7 Rckual s8ud8eted 8u�$eteil 3� f 74' X1(15 '16 ' , F114 4 F1(1C�asEY16 �X7 FY�7 sPY13 -� -a Sab?Cy��t Administrative Assistant - 4.8 4.8 4.8 4.8 248,155 4.8 248,155 4.8 254,992 District Administrator 4.3 4.3 4.3 4.3 519,384 4.3 522,964 4.3 536,038 Regutar£du�'atC6n ��< ., ,347= , 3Sbs.,,3581 �,,:�,3S6.S .,,,24,253.06b' ,856.$., ,:'�23,680,447� xw;350.hr. „24,458;420 Assistant Principal 4.3 4.3 4.3 4.3 449,396 4.3 437,954 4.3 449,278 Elementary Teacher 109.4 110.1 110.0 111.0 7,753,946 110.1 7,574,966 108.6 7,868,703 ELL Teacher 1.0 1.0 1.5 1.5 91,634 2.5 147,389 2.5 179,918 Guidance Counselor 4.6 5.0 5.6 5.6 379,906 5.6 379,906 5.6 399,735 High School Dept Chair 3.8 3.8 3.8 3.8 366,518 3.8 355,169 3.4 328,090 High School Teacher 75.6 79.6 78.4 79.6 5,895,751 78.4 5,674,994 75.4 5,723,274 Instructional Coach 2.0 150,000 2.0 156,000 2.0 159,900 Library/Media Specialist 7.0 7.0 7.0 7.0 486,075 7.0 483,499 7.0 508,539 Middle School Teacher 72.9 72.4 71.9 71.9 5,149,663 71.7 4,973,514 71.7 5,202,663 Paraprofessional 19.4 21.8 24.4 19.6 453,903 21.8 475,600 20.8 475,098 Principal 8.0 8.0 8.0 8.0 915,804 8.0 900,387 8.0 967,707 Reading Specialist 7.0 7.0 7.5 7.5 607,365 7.5 601,434 7.0 577,498 School Adjustment Counselor 1.0 1.0 1.0 1.0 54,181 1.0 54,181 1.0 57,679 School Psychologist 9.5 10.5 10.5 9.5 641,674 9.5 621,110 9.5 675,625 Secretary 11.0 11.0 11.0 11.0 429,077 11.0 435,326 11.0 450,751 Supervisor of Students 1.0 1.0 1.0 1.0 33,000 1.0 33,000 1.0 33,000 Technology Specialist 2.0 2.0 2.0 2.0 163,977 2.0 154,351 2.0 169,415 Tutor 9.9 10.7 1 10.3 10.3 1 231,199 9.7 221,670 9.7 231,549 seca1:9-0 aw _ .+ . +.. , , Y515' ,Y380 .r%148,9. ?.;-3Y5O.b b:9$ 0#2 60,000 5p 7,, 1.0 a:x6;$7,$p131 65,000 .1513, 1.0 .t7i9Y7tf22t= 70,000 Behavior Analyst(BCBA) 1.0 District Administrator 1.0 1.0 1.0 1.0 122,055 1.0 122,055 1.0 - 125,106 District Administrator of Support Services 1.0 1.0 1.0 0.6 40,000 0.6 41,500 0.6 43,489 District Evaluator 1.0 1.0 1.0 1.0 78,442 1.0 85,959 1.0 88,108 District SSP/TSP Program Director 1.0 75,000 Elementary Teacher 18.7 17.7 19.7 19.7 1,370,950 20.2 1,334,898 20.2 1,417,521 High School Dept Chair 0.4 1.0 1.0 High School Teacher 6.6 8.2 8.2 9.2 555,081 9.6 606,404 9.6 635,980 Middle School Teacher 8.5 8.5 8.5 8.5 535,090 9.5 546,664 9.5 585,848 Occupational Therapist 3.1 2.9 2.9 2.9 278,515 2.9 217,916 2.9 225,608 Occupational Therapy Assistant 0.6 0.5 0.6 0.6 27,930 0.6 28,768 0.6 28,768 Paraprofessional 65.6 71.4 77.8 77.9 1,866,083 76.2 1,825,735 76.2 1,962,296 Physical Therapist 1.5 1.5 1.5 1.5 119,134 1.5 119,134 1.5 124,823 Pre -School Teacher 4.6 4.2 4.9 4.9 330,567 4.6 305,645 4.6 322,421 School Adjustment Counselor 1.0 1.0 1.0 1.0 65,483 1.0 65,483 1.0 69,712 School Nurse 1.0 - Secretary 2.0 2.0 2.0 2.0 81,708 2.0 75,278 2.0 77,199 Social Worker 1.5 2.0 3.0 3.0 207,638 2.6 184,890 3.6 260,041 Speech/Language Pathologist 10.2 10.7 10.8 10.8 801,878 10.4 769,634 10.0 814,856 Team Chair 3.2 1 3.4 1 4.0 4.01 316,490 6.01 483,168 6.0 495,247 0.50.5 Assistant Principal 0.5 0.5 55,015 0.5 53,997 0.5 56,097 Secretary 1.0 10 30 10 45,023 10 45,023 1.0 46,680 6t iw 27,508 0.3 26,999 0.3 27,374 Assistant Principal 0.3 0.3 J 0.3 0.3 ,.-.993 '!'iEd7i1: C,kX1F.PS',Ks:,:a�.v .`,a.+A 0 0.2 H 0.2 0.2 16,377 District Administrator 0.2 16,377 0.2 16,377 School Nurse 8.8 8.8 8.8 8.8 566,101 8.8 534,839 8.8 567,556 Secretary 0.2 0.3 0.3 0.3 12,276 0.3 12,276 0.3 12,276 b( YAC itittld ? kti 0"' 9; 5.0 mags'Y 4.5 vw' 4.5 IMMIi 3fi3 �4 w '4a a3$Z S��r Computer Technician 5.3 283,038 5.3 276,835 5.5 299,390 District Administrator 0.7 0.7 0.7 0.7 66,595 0.7 70,620 0.7 72,386 Info Systems Specialist 0.2 0.2 0.2 0.2 15,688 0.2 15.688 0.2 16,081 Custodian 18.5 18.6 18.6 18.6 802,469 18.6 800,902 18.6 837,963 District Administrator 1.0 1.0 1.0 1.0 66,950 1.0 65,000 1.0 75,000 Secretary 0.4 0.41 11,946 0.4 1 11,948 0.4 1 12,246 ��_��"�� s1;111t�� Data Analyst 0.3 15,193 1.3 85,193 1.0 70,000 District Administrator of Support Services 0.5 45,000 0.5 45,000 0.5 45,000 Elementary Teacher 3.4 3.8 3.8 3.8 274,094 3.8 255,416 3.8 272,172 High School Teacher 5.0 4.0 4.0 4.0 285,282 3.0 212,268 3.0 222,851 Middle School Teacher 2.5 2.5 2.5 2.5 196,105 2.5 196,105 2.5 201,008 Paraprofessional - - Pre -School Teacher 1.5 1.8 1.6 1.6 106,482 2.0 134,407 2.0 143,224 Team Chair 2.0 2.0 1.6 1.6 132,291 2.0 162,682 2.0 166,749 Tutor 1 1.71 1.0 1 1 1 1.6 1 83,790 _ 4 _ �', a,.,r,.„ Gran �[otal;-�``��,�,,. .. 540,3 x..553 2' n, a6b Jr , S67S.. 3?197 Y17$� . .370.3 ,,.94435,062 Sb2 3 ,35,75E SOifw Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 53 181 Average Teacher Salaries With teachers and specialists comprising 62.2% of our district staff, teacher salaries are a major driver of the district budget. Average teacher salaries in our district, historically, have been below the statewide average salary. Obviously, a large determinant of average teacher salary is the experience level of district staff. In general, Reading Public Schools, over the last five years, has had a smaller percentage of more veteran teachers and a larger percentage of less veteran teachers. While this makes the base salary level lower than other districts, it translates into larger year over year increases as teachers move up the steps of the salary schedule. In Reading, the average step increase for a teacher is 4.7%. A less veteran staff can also translate to higher professional development expenses since Massachusetts requires a master's degree for teachers to advance from initial to professional licensure. Teachers who are enrolled in a master's degree program in Reading are eligible for tuition reimbursement. Figure 39 compares average teacher salaries in Reading to statewide average teacher salaries over the last several years. As the data below indicates, average teacher salaries in Reading have averaged just over $5,000 below the statewide average over the past seven years. The gap is now the largest it has been since FY'10. Figure 39: Average Teacher Salaries Nam 001 FY2006 $55,678 $56,366 ($688) Oft r � Q s, FY2008 $61,212 $64,164 ($2,952) ^ 3, r, M FY2010 $60,300 $68,733 ($8,433) FY2012 $65,194 $70,474 ($5,280) FY2014 $65,291 $73,847 ($8,556) Figure 40 below shows Reading as compared to our financially comparable peers. As the chart indicates, when compared to these peer districts, Reading's current average salary is the lowest as of the 2012-13 school year. Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 54 182 Figure 40: Average Teacher Salaries, Comparison to Peer Districts $85,000 $80,000 $75,000 $70,000 $65,000 $60,00b $55,000 $50,000 Average Teacher Salaries Reading versus Comparables o+� Fo� �P� �o� +P� o y<`16o �R`0�o \��o� ooJ�� ■ 2009-10 ■ 2010-11 m 2011-12 ■ 2012-13 ® 2013-14 Student Demographics and Performance Measures This section provides student demographic information such as enrollment by school, by grade, and by population; class size information; and measures of student performance and student success, such as MCAS results, graduation rates, and other key indicators. This information is intended to provide readers with a picture of who our students are and how they are performing and to identify areas of need. Student Enrollment Enrollment in our district has remained relatively stable and while we have declined slightly (1.99%) since our highest enrollment level in SY12-13. Over the last ten years we have increased our enrollment by 112 students. The three largest increases in enrollment came during SY'2007-08, SY2010-11, and SY'2006-07. The District has not convened an enrollment study in over five years. Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 55 183 Figure 41: Historical Enrollment by School Alice Barrows 394 405 409 375 387 406 407 390 399 389 388 369 359 385 38T Joshua Eaton 519 490 525 496 482 465 450 442 425 446 453 455 471 462 Wood Endue 351 364 343 348 346 350 367 358 338 335 316 gg!92�� ,� �'�Mx7tti Walter S. Parker 531 534 532 527 566 597 586 562 593 584 593 564 593 549 RISE 58 65 67 72 68 65 76 67 90 100 105 103 95 94 Figure 42: Historical Enrollment by Grade Level Much of the financial support that the district receives from state and federal grants and reimbursement programs (e.g. Title I, school nutrition reimbursements, or circuit breaker) is driven by enrollments of certain populations of students. These groups often need additional services beyond the general education classroom. These populations include students receiving special education services, students whose first language is not English or who have limited proficiency in English, or low income students. The figures below show enrollment for these subgroups in our district. Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 56 .E Figure 43: Special Education Enrollment Z �j^ js:�K^.z\� �'�yY2 �� ``Fy t � j �, T /� y •�"! ��^a b r �'5:�"'� �£ ��'a'v�' k 101 ti NO 11 0.3 129 3.0 82 1.9 47 B..;�'�,_°l'- 2007-08 85 1.9 17 0.4 158 2005-06 ......_..._.._.._...-......_....__........-.....-.._._.._......_........_._...,...._....__..-....._...-._..........._ i 4282 694 16.2% 1 16.4 1 73 j .._.. ....... ._._...-....._. -._...__...__.._._......._....._...._..........._._.._......._.-.._..---- 2006-07 4332 i 707 16.3% { 16.7 ! 67 2007-08 ; 4416 753 17.1% 16.9 2008-09 4428 771 17.40% 17.1 i 63 i 2009-10- 4392 + 758 17.3% i 17.0 's. 59 s 3.5 52 1.2 2010-11 2010-11 4459 ! 734 165% 17.0 i 51 176 3.9 55 1.2 2011-12 4447 768 173% ; 17.0 j 64 1 5.7 204 4.6 50 I 2012-13 4483 737 16.4% 17.0 T 64 261 5.8 213 y._.-._.-.._._.__--- ---- t_. -._._.______._,__._.y 2013-14 4432 i 767 17.3% ; 17.0 1 50 2014-15 4407 809 18.4% 171 61 5.4 ___._._._._._.._._____.-.-.._.__.____ 1.2 _.._.._._._._____._t.-._.-..__._.--__-.- 2015-16 4394 I 791 4 18.Q/o 1 64 340 7.9 58 1.3 What is apparent from the table below is that our ELL and low income populations have been steadily rising over the last several years. In FY'15 we saw an increase of 42% or 101 students that meet the federal income guidelines for Free Lunch and in FY'16 we saw in increase in our Limited English Proficient population. 32.6% or 15 of the 46 students are enrolled in kindergarten. Figure 44: Enrollment by Other Subgroup Class Size The Reading School Committee and Reading Public Schools do not have a policy that mandates class size. However, at the elementary level, the district conforms to a recommended class size of 18 to 22 in grades K-2, and 20 to 25 in grades 3-5. As Figure 41 shows, most elementary schools are within these ranges however this will change for FY'17 as a result of budgeted staffing reductions. The 2.0 FTE Elementary teacher reduction will result in some class sizes in grades 3-5 to reach 25 students per classroom. Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 57 185 2006-07 72 1.7 11 0.3 129 3.0 82 1.9 47 1.1 2007-08 85 1.9 17 0.4 158 3.6 114 2.6 44 1.0 2008-09 78 1.8 14 0.3 172 3.9 125 2.8 47 1.1 2009-10 83 1.9 16 0.4 204 4.6 152 3.5 52 1.2 2010-11 75 1.7 14 0.3 231 5.2 176 3.9 55 1.2 2011-12 72 1.6 15 0.3 254 5.7 204 4.6 50 1.1 2012-13 81 1.8 20 0.5 261 5.8 213 4.8 48 1.1 2013-14 79 1.8 26 0.6 294 6.6 239 5.4 55 1.2 2014-15 75 1.7 26 0.6 398 9.2 340 7.9 58 1.3 2015-16 89 2.0 46 1.0 390 8.9 342 7.8 48 1.1 Class Size The Reading School Committee and Reading Public Schools do not have a policy that mandates class size. However, at the elementary level, the district conforms to a recommended class size of 18 to 22 in grades K-2, and 20 to 25 in grades 3-5. As Figure 41 shows, most elementary schools are within these ranges however this will change for FY'17 as a result of budgeted staffing reductions. The 2.0 FTE Elementary teacher reduction will result in some class sizes in grades 3-5 to reach 25 students per classroom. Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 57 185 Middle school class size ideally should be between 20 and 26 students. As Figure 44 shows, middle school class sizes are all essentially within the ideal range at Parker Middle School, but slightly higher at Coolidge Middle School. Figure 45: Average Class Size, Grades K-12 T_ ._SchaaT...7=,. riGradeK ,Graiie'� ,GKade 2. ,parade ..�arade4 , .rids 5;ra�e:G . Gr4des7.. Grade'8raile.9. Grade -aQ .Gradte- Grade,l2 Barrows 20.5 21.0 19.3 18.0 22.0 21.0 Birch Meadow 18.8 21.7 22.0 19.0 24.3 22.7 Joshua Eaton 20.0 20.5 20.3 19.8 22.8 22.3 Killam 19.2 22.0 18.8 19.8 18.8 22.0 Wood End 21.5 20.3 22.5 19.5 23.3 19.3 Coolidge 22.9 22.3 23.6 21.0 20.3 25.5 27.3 25.7 Parker 12.0 Math 17.0 21.7 18.0 21.6 24.1 22.9 High School 21.3 22.5 23.0 24.0 23.8 21.4 20.7 21.6 21.4 Average 20.0 21.1 20.6 19.2 22.2 21.5 23.6 25.7 24.3 21.4 20.7 21.6 21.4 At the High School level, "average" class size is more difficult to determine and assess given the various types of programs offered (college prep, strong college prep, honors, and advanced placement) and the number of courses taught, both required and elective. The average class sizes shown in Figure 8 above are for required classes at each grade level. The 3.4 FTE High School Teachers will result in the elimination of the Freshmen Advisory Program, as well as reductions in the High School Latin Program. With respect to class sizes at the.different levels, the High School aims to keep its college prep courses below 20 students given that these classes are usually more homogeneously grouped, co -taught classes with a higher percentage of special education students. As Figure 46 below shows, the investment of additional teacher resources at the High School in the FY'14 budget resulted in a significant decrease in the class size for the college prep course level. In the current school year, the average class sizes for most college prep courses is below 20 students. As Figure 46 shows, the average class sizes for all of the college preparatory level are below the desired cap of 20 students. These optimal class sizes were able to be achieved due to the increase in staffing included in the FY'14 budget which has led to an improved learning environment for students in these sections. Figure 46: High School Class Sizes by Grade and Academic Program �'��,� Grade 9 10 11 12 9 10 11 12 9 10 11 12 Subject English 11.5 13.5 16.5 21.0 24.3 22.9 22.3 23.6 21.0 20.3 21.8 20.5 12.0 Math 17.0 21.7 18.0 22.6 21.1 21.3 22.5 23.0 24.0 23.8 19.7 26.0 25.4 Science 14.5 16.0 15.4 15.4 19.8 19.3 20.6 15.6 23.8 23.0 20.7 18.0 19.3 Social Studies 13.0 15.5 14.5 26.4 19.3 21.2 23.9 23.7 27.6 14.3 Average 18.7 16.7 16.1 19.7422.9 20.7 21.7 1 20.7 1 23.2 22.7 22.5 21.5 17.8 Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 58 :: State Accountability System Beginning with the 2012-13 school year, accountability reports changed significantly as a result of Massachusetts' waiver of certain No Child Left Behind (NCLB) requirements: the NCLB goal of 100 percent proficiency was replaced with a new goal of reducing proficiency gaps by half by 2017; the NCLB accountability status labels of improvement, corrective action, and restructuring were eliminated; only state accountability and assistance levels are used for districts and schools, including charter schools; Adequate Yearly Progress (AYP) has been replaced with a new performance measure (the Progress and Performance Index, or PPI) that incorporates student growth and other indicators, including science and dropout rates; and reports show a new "high needs" subgroup, an unduplicated count of all students in a school or district belonging to at least one of the following individual subgroups: students with disabilities, English language learners (ELL) and former ELL students, or low income students. The Massachusetts' Framework for District Accountability and Assistance classifies schools and districts on a five -level scale, with the highest performing in Level 1 and lowest performing in Level 5. The system is also a measure of each school and district's progress toward reducing the proficiency gap in half between 2010/11 and 2016/17. Schools making sufficient progress toward narrowing proficiency gaps are classified into Level 1, while the state's lowest performing schools are classified into Levels 4 and 5. In general, districts are classified into a level based on the level of their lowest performing school. For individual schools, all schools with sufficient data are classified into Levels 1-5. Eighty percent of schools are classified into Level 1 or 2 based on the cumulative Progress and Performance Index (PPI) for the aggregate and high needs group. Schools are classified into Level 3 if they are among the lowest 20 percent relative to other schools in their grade span statewide, if they serve the lowest performing subgroups statewide, or if they have persistently low graduation rates. The lowest achieving, least improving Level 3 schools are candidates for classification into Levels 4 and 5, the most serious designations in Massachusetts' accountability system. Schools with one or more subgroups that are among the lowest performing subgroups statewide are classified into Level 3, and the names of those groups are displayed. These schools are referred to as Level 3 Focus schools. For a subgroup to be low performing, it must meet two criteria: (1) the subgroup must place in the lowest performing 20 percent of like subgroups within the school type category statewide, and (2) the subgroup must place in the lowest performing 20 percent of all subgroups statewide within the same school type. The U.S. Department of Education also requires Massachusetts to determine which districts have specific needs for technical assistance or intervention in the area of special education. A district's determination is based on six categories: Meets Requirements -Provisional (MRP); Meets Requirements (MR); Meets Requirements -At Risk (MBAR); Needs Technical Assistance (NTA); Needs Intervention (NI); and Needs Substantial Intervention (NSI). In most cases these categories correspond to the district's accountability and assistance level, except when the district has specific compliance needs. This designation helps signal whether outcomes for all students in the district indicate progress, including that of students with disabilities, or whether technical assistance and/or intervention is needed to improve outcomes for all children, especially students with disabilities. Information above is excerpted or adapted from the Massachusetts Department of Secondary and Elementary Education website. Additional information about the state's accountability system can be found at: http //www doe mass.edu/apa/accountabilityl2014/GlossarYTerms.pdf Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 59 PROVA Reading Public Schools Accountability In 2014, the Reading Public Schools district was classified Level 3, as the Joshua Eaton Elementary School was given a Level 3 classification by the DESE, indicating it to be among the lowest performing 20% of subgroups— with a focus on High Needs. Currently, the district has been working with the state and the Joshua Eaton team to address these issues. In addition, a Joshua Eaton task force (consisting of both educators and community members) has also been established. The charge of the task force is to develop and oversee a comprehensive plan to elevate Joshua Eaton from the DESE's Level 3 accountability rating and to continually move the school forward in a positive direction. This includes looking at all aspects of the school community, reviewing input from the DSAC survey, providing additional avenues for community input, recommending specific and sustainable action steps to the School Advisory Council and/or Reading Public Schools administration, and establishing an effective means of communication among all school stakeholders. The FY16 recommended budget also includes some key restructuring of funds to address this issue and to better assist the district in moving forward. Figure # -- below indicates each school's current accountability level. Figure 47: SY'15-16 DESE Accountability Rating by School Massachusetts Student Assessment The Massachusetts Comprehensive Assessment System (MCAS) was originally designed to meet the requirements of the Education Reform Law of 1993. This law specifies that the testing program must: test all public school students in Massachusetts, including students with disabilities and English Language Learner students; measure performance based on the Massachusetts Curriculum Framework learning standards; and, report on the performance of individual students, schools, and districts. During the last year, Massachusetts was transitioning to a next generation assessment and began testing the PARCC to be a new state test that could replace MCAS for English/language arts and math for grades 3-8. (PARCC stands for the Partnership for Assessment of Readiness for College and Careers.) The shift in assessments is part of an overall transition to the state's new curriculum standards that began a few years ago. Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 60 Im Non -Title I School (NT) Level 2 Alice M Barrows Elementary Birch Meadow Elementary Non -Title I School (NT) Level 2 Joshua Eaton Elementary Title I School A Level 3 J Warren Killam Elementary Title I School (TA) Level 2 Wood End Elementary Non -Title I School (NT) Level 2 Arthur W Coolidge Middle Non -Title I School (NT) Level 2 Walter S Parker Middle Non -Title I School (NT) Level 2 High Memorial High Non -Title I School (NT) Level 2 Massachusetts Student Assessment The Massachusetts Comprehensive Assessment System (MCAS) was originally designed to meet the requirements of the Education Reform Law of 1993. This law specifies that the testing program must: test all public school students in Massachusetts, including students with disabilities and English Language Learner students; measure performance based on the Massachusetts Curriculum Framework learning standards; and, report on the performance of individual students, schools, and districts. During the last year, Massachusetts was transitioning to a next generation assessment and began testing the PARCC to be a new state test that could replace MCAS for English/language arts and math for grades 3-8. (PARCC stands for the Partnership for Assessment of Readiness for College and Careers.) The shift in assessments is part of an overall transition to the state's new curriculum standards that began a few years ago. Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 60 Im In order to make sure students are learning what they need to know and be able to do at each grade level, the Department of Elementary and Secondary Education and local educators periodically upgrade. Massachusetts' curriculum standards. Also, although Massachusetts 4th and 8th graders had been ranked #1 in the U.S. for reading and math, more than 1 in 3 Massachusetts high school graduates (who passed MCAS) had also been determined to require remedial courses when they enrolled in public higher education. As the MCAS was over a decade old and not designed to be a predicator of college readiness,, the state began an effort to upgrade state standards and to explore a next generation assessment. The state and educators were already working on this upgrade when development of the Common Core State Standards (CCSS) began in 2009, and the two efforts merged. DESE staff and the Curriculum Framework Review Panels for Math and ELA compared the Common Core Standards with the state's 2000/2001 frameworks, and determined that they were not only consistent with the state's own emerging revisions, but were stronger in several regards. In July 2010, the Massachusetts Board of Elementary and Secondary.Education voted to adopt the Common Core Standards. In September 2010, the department staff, in collaboration with the members of the original Framework Revision Committees, then made unique state additions to the CCSS. Specifically, Massachusetts added more than 20 math standards, as well as pre -kindergarten and ELA standards. The final versions of the new frameworks for math and ELA standards were adopted by the board in December 2010 and published in March 2011. Since the publication of the new standards, the Reading Public Schools (along with all Massachusetts school districts) have been updating their ELA and math curricula and have been conducting professional development to align with new standards. Teachers have also been shifting instructional strategies to align with the upgraded standards. For instance, the new math standards focus on fewer topics each year so students have time to learn concepts deeply, and the nOw English language arts standards require students to speak and write in a variety of formats and support their ideas with evidence from authoritative sources. Reading Public Schools' educators, along with the majority of Massachusetts districts, chose to participate in PARCC in order to give students and teachers a head start on experiencing a next generation assessment system which is aligned to our new learning standards. In November, the Board of Elementary and Secondary Education voted to transition to a next - generation MCAS test that will be given for the first time in spring 2017 and use both PARCC and MCAS items, as well as items developed specifically for the Massachusetts test. In spring 2016, districts that used PARCC in 2015 (including the Reading Public Schools) will do so again. Also as a result of the vote, the DESE is reporting that the state will: • commit to computer-based state assessments with the goal of implementing this statewide by spring 2019; • remain a member of the PARCC consortium; and convene groups of K-12 teachers, higher education faculty and assessment experts to advise ESE on the content, length and scheduling of statewide tests; testing policies for students with disabilities and for English language learners; the requirements for the high school competency determination (currently the 10th grade MCAS); and the timeline for reinstating a history and social science test. Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 61 The DESE is reporting as well that districts administering PARCC in grades 3-8 in spring 2016 will be held harmless for any negative changes in their school and district accountability levels. The Department will also continue to publish percentile rankings for all schools on the "View Detailed Data" option on the Accountability tab of each school and district listing on Profiles. The Board also voted that schools and districts administering the new test in grades 3-8 in spring 2017 will be held harmless for any negative changes in their school and district accountability level based solely on test scores. All high schools will continue to administer the grade 10 WAS in English language arts and mathematics, as well as the high school science and technology/engineering tests, in 2016 and 2017. The "hold harmless" provisions do not apply to high schools. Like MCAS, PARCC was not meant to tell the whole story about what students know and can do. Rather, the state assessment is like an annual "check-up" that can provide valuable information. Unlike MCAS, there is no PARCC achievement level called "proficient," but Level represents the point at which students have "met expectations." Level indicates that students have "exceeded expectations." PARCC is scored on five achievement levels: Last spring's PARCC included two parts in English/language arts and two parts in math, and the assessment was designed to provide an important indication of a student's knowledge, skills, and ability to think critically.. Information above is excerpted and/or adapted from the Massachusetts Department of Secondary and Elementary Education website and updates from the Commissioner of Education. Commissioner updates: http://www.doe.mass.edu/commissioner/uodates.html MA DESE website: http://www.doe.mass.edu/ Additional information about PARCC can be found at: http://www. doe. mass.edu/parcc/ The below figures show Reading Public Schools' WAS and PARCC performance data for last year. Figure #: SY'2015 High School WAS Performance in Math and English Language Arts, Reading versus State Figure 48: Achievement in WAS 2014-2015 vs State Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 62 190 Figure 49: Grade 10 Mathematics Achievement in MCAS 2012-2015 100 90 80 70 60 50 40 30 20 10 0 N 2012 ■ 2013 ■ 2014 ■ 2015 Warning Needs Proficient Advanced Adv/Prof Improvement Figure 50: Grade 10 English Language Arts Achievement in MCAS 2012-2015 100 90 80 70 60 50 40 30 20 10 0 02012 w 201 •2014 x2015 Warning Needs Proficient Advanced Adv/Prof Improvement Figure 51: 2015 Science and Technology/Engineering Achievement in MCAS by school (compared to 2014 and state) Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 63 191 Figure 52: Grade 5 Science and Technology/Engineering Achievement in MCAS 2012-2015 M 2012 0 201 a 201 0 201 90 80 70 60 50 40 30 20 10 0 Warning Needs Proficient Advanced Adv/Prof Improvement Figure 53: Grade 8 Science and Technology/Engineering Achievement in MCAS 2012-2015 M 2012 a 201 a2014 x2015 90 80 70 60 50 40 30 20 10 0 Warning Needs Proficient Advanced Adv/Prof Improvement Figure 54: High School Science Achievement in MCAS 2012-2015 a 2012 0 201 8 201 N 201 100 90 80 70 60 50 40 30 20 10 0 Warning Needs Proficient Advanced Adv/Prof Improvement Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 64 192 Figure 55: 2015 English Language Arts: Achievement in PARCC (compared to state averages), by school and grade level Level Levet level Level Level 1 2 3 4 5 DOr4t padi*me Aop-ched hkt Emrded yetm et eWdatlom eVect hxu e)edOU— ftWdWMS 0s,., j�.�s.!fi.rrp#�ki',n5��tyy.,..+y+i�✓., .`'��,r�' rte°?+Y "-'a"c%" -� S`'" rz. a..65,"hX+y�-lll��t+u'.f; irr �Mf 77777' -'r <4T.�4F+.�Ytf`-2.,N�F%'L-4< 777777 > w .... Sy�'ie,'i-2�1s.'�rs-�r��-` 3`�'yf�`M'« y fiat+de'. h AFF 20 Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 65 193 Figure 56: Grade 5 English Language Arts: % of students Proficient or Advanced (MCAS) and Level 4 or 5 (PARCC) 2012-2015, compared to state % Proficient/Advanced (MCAS) Level A/c MARCC) ■I Reading PS a State 100 90 80 70 60 50 40 WAS 2012 MCAS 2013 WAS 2014 PARCC 2015 Figure 57: Grade 8 English Language Arts: % of students Proficient or Advanced (MCAS) and Level 4 or 5 (PARCC) 2012-2015, compared to state 96 Profrcient/Advanced (MCAS)/Level 4/5(PARCC) ■ Reading PS 8 State 100 90 80 70 .60 50 40 MCAS 2012 WAS 2013 WAS 2014 PARCC 2015 Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 66 •M Figure 58: 2015 Mathematics: Achievement in PARCC (compared to state averages), by school and grade level Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 67 195 Figure 59: Grade 5 Mathematics: % of students Proficient or Advanced (MCAS) and Level 4 or 5 (PARCC) 2012-2015, compared to state % Proficient/Advanced (MC4S)/Level4/5 (PARCC) 100 90 80 70 60 50 40 ■ Reading PS a State MCAS 2012 MCAS 2013 MCAS 2014 PARCC 2015 Figure 60: Grade 8 Mathematics: % of students Proficient or Advanced (MCAS) and Level 4 or 5 (PARCC) 2012-2015, compared to state of Profl'cient/Advanced (MCAS)/Leve14/5 (PARCC) ■ Reading PS 0 State 100 90 80 70 60 50 40 MCAS 2012 MCAS 2013 MCAS 2014 PARCC 2015 Student Growth Percentile (SGP) Measuring student performance relative to standards specific to each grade level is useful in determining whether a student has met the standards for that grade. There are, however, several obstacles to using this approach to measure students' academic growth. This is why DESE developed "student growth percentiles," a measure of student progress that compares changes in a student's assessment scores to changes in assessment scores of other students with similar scores in prior years. A student growth percentile measures student progress by comparing one student's progress to the progress of other students with similar performance histories. We refer to students with similar score histories as "academic peers." Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 68 196 Figure 61: Reading Public Schools median SGPs in English Language Arts and Math by grade level, 20124015\ Grade Subject 2Q12 S Si3Fs 20'1:3 2tf14 '' \ �Sf3Pu2015 „SC;P ,SGP, 4 ELA 59 56 45 55 4 Math 56.5 52 48 66 5 ELA 51 50.5 42 60 5 Math 56.5 55 48 75 6 ELA 61 58.5 56 63 6 Math 56 50 58 66 7 ELA 52 56 40 70 7 Math 53 42.5 44 60 8 ELA 56 58 50 53 8 Math 58 29.5 41 61 10 ELA 40 34 47.5 46 10 Math 37 45 310 54 Percentiles are commonly understood values that express the percentage of cases that fall below a certain score. For example: • A student with a growth percentile of 90 in 5th grade mathematics grew as much or more than 90 percent of her academic peers (students with similar score histories) from the 4th grade math MCAS to the 5th grade math MCAS. Only 10% of her academic peers grew more in math than she did. • A student with a growth percentile of 23 in 8th grade English language arts grew as well or better than 23 percent of her academic peers (students with similar score histories) from the 7th grade ELA MCAS to the 8th grade ELA MCAS. This student grew less in ELA than 77% of her academic peers. Because growth is measuring change in performance rather than absolute performance, it doesn't matter how a student performed on the state assessment last year. In any given testing year, each student has an equal opportunity to grow at the 99th percentile. In other words, even though a student may not achieve a score of 278 out of 280 this year, it is possible for a student to have grown at the 99th percentile from last year to this year. Although a student may perform well below the proficiency mark, that student could potentially have a high growth percentile. Such an occurrence could indicate that a program, a new approach, or something else is working for this student. It's important to note that the state identifies the moderate or "typical growth" range for a student as between 40 and 60, and indicates that differences in SGP of fewer than 10 points are likely not very educationally meaningful. It is helpful to think of growth as a statistic that puts assessment achievement into greater context. Achievement scores answer one thing: how did a student fare relative to grade level standards in a given year. Student growth percentiles add another layer of understanding, providing a measure of how a student changed from one year to the next relative to other students with similar test score histories. Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 69 197 The most appropriate measure for reporting growth for a group is the median student growth percentile (the middle score if one ranks the individual student growth percentiles from highest to lowest). The average or mean is not an appropriate measure when comparing percentiles. Figure 62: Percentage of RMHS Students in High/Moderate/low Growth Percentile, 2015 (compared to 2014) Equal in importance to analyzing overall performance on state standardized assessments is the analysis of performance by subgroup. State assessment results are tracked by a number of subgroups in addition to all students and those subgroups include low income students, high needs students, students of different race/ethnic backgrounds, and students with disabilities. Below are historical figures on achievement and growth for high needs students vs. the overall student group. , Figure 63: Achievement in Mathematics: Percentage of Students scoring Proficient/Advanced or Level 4/5 ("High Needs" vs. "All Students") 2013-2015 ■ High Needs N All Students 100 90 80 70 60 50 40 30 20 10 Gr 3-10 WAS Gr 3-10 MCAS Gr 10 MCAS 2015 Gr 3-8 PARCC 2013 2014 2015 Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 70 •m Figure 64: Growth in Mathematics: Median SGPs ("High Needs" vs. "All Students") 2013-2015 ■ High Needs 0 All Students 80 70 60 50 40 30 20 10 0 Gr 3-10 MCAS Gr 3-10 MCAS Gr 10 MCAS 2015 Gr 3-8 PARCC 2013 2014 2015 Figure 65: Achievement in English Language Arts: Percentage of Students scoring Proficient/Advanced or level 4/5 ("High Needs" vs. "All Students") 2013-2015 ■ High Needs 0 All Students 100 90 80 70 60 50 40 30 20 10 0 Gr 3-10 MCAS Gr 3-10 MCAS Gr 10 MCAS 2015 Gr 3-8 PARCC 2013 2014 2015 Figure 66: Growth in Mathematics: Median SGPs ("High Needs" vs. "All Students") 2013-2015 ■ High Needs 0 All Students 80 70 60 50 40 30 20 10 0 Gr 3-10 MCAS Gr 3-10 MCAS Gr 10 MCAS 2015 Gr 3-8 PARCC 2013 2014 2015 Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 71 199 The data above illustrate that there is an achievement gap between our higher needs populations and the general student population. These gaps are being addressed through a number of initiatives outlined in our district improvement plan goals, including the behavioral health of our students through the implementation of programs such as the Massachusetts Tiered System of Supports. Some of the above information is excerpted and/or adapted from the Massachusetts DESE website. Additional information on student growth can be found at: http://www.doe.mass.edu/mcas/arowth/ Other Measures of Performance Student Attendance Student attendance is one measure of how supported students feel which affects their willingness to come to school. The attendance rates in our district have exceeded the state average over the years. Figure 67 below shows Reading's attendance rates (percent of students absent fewer than 10 days) compared to our peers. Figure 67: Percent of Students absent fewer than 10 Days 90% 85% 80% 75% 70% 65% 60% raF o�� iota foo �� `eNa �p 0 201 02012 ®2013 0 201 0 201 Student Discipline Districts report to the MA DESE different metrics of student discipline. These include the percent of students suspended out of school at least once, the number of incidents per 100 students resulting in out-of-school suspension, and the number of criminal, drug- or tobacco -related, and violent incidents resulting in out-of-school suspensions. Our district has a relatively low rate of student discipline incidents, particularly as compared to the state. However, even among our comparable peers, we have, on average one of the lowest incident rates per 100 students that result in out-of-school suspension. Figure 58 below shows the comparison with the state and our comparable peers where we have the fourth lowest incident rate. Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 72 200 Figure 68: Number of Incidents per 100 Students Resulting in Out -of -School Suspension 12.0 10.0 8.0 6.0 4.0 2.0 OR hd, Em 10 OL Kh h 0.0 'Lo W6_ RI& ■ 2011 02012 M2013 ■ 2014 °c� IV �o 0 201 x2012 E 201 0 201 0 201 Graduation Rates The Massachusetts Department of Elementary and Secondary Education (ESE) calculates and reports graduation rates as required under Title I of the federal No Child Left Behind Act. The four-year cohort graduation rate is calculated as the number of students in a cohort who graduate in 4 years or less divided by the number of students entering grade 9 four years prior, less transfers out and adding transfers in. Figure 69: 4 -Year Cohort Graduation Rates 100% 95% 90% 85% 80% 10 �o ■ 2011 02012 M2013 ■ 2014 Reading has very high graduation rates averaging in the mid 90 percent range for the last several years. Reading's graduation rate has averaged 8 to 13 points higher than the state average over the last four years. We also rank favorably among our peers with our graduation rate. Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 73 41101 SAT Scores Reading students tend to do very well on the Scholastic Aptitude Test which is one of the primary college entrance examinations. As the chart below shows, Reading students score higher than the statewide average, but they also perform well as compared to our in comparable communities. As Figures 60-62 indicate, SAT scores of Reading students are typically in the top half of our peers. Figure 70: Reading SAT Scores for Comparable Communities 650 600 550 500 450 400 fi ca F oc c° Na M o° yyc 0�`cykoQCaO ■ 2011 0 2012 0 2013 ■ 2014 ■ 2015 Figure 71: Writing SAT Scores for Comparable Communities 650 600 550 500 450 400 �°c o ec a° 0 2011 M 2012 ®'2013 ■ 2014 ■ 2015 a`O0, ooh t`oa �`yc y�awe 07 Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 74 202 Figure 72: Math SAT Scores for Comparable Communities Advanced Placement Enrollment and Performance The College Board's Advanced Placement Program enables students to pursue college -level studies while still in high school. Advanced placement courses provide willing and academically prepared students with the opportunity to earn college credit, advanced placement, or both. Taking AP courses also demonstrates to college admission officers that students have sought the most rigorous curriculum available to them. Each AP course is modeled upon a comparable college course. College and university faculty members play a vital role in ensuring that AP courses align with college -level standards by defining the curricular expectations of each course and reviewing all AP teachers' syllabi. Each AP course culminates with a college -level assessment developed and scored by college and university faculty members, as well as experienced AP teachers. AP Exams are an essential part of the AP experience, enabling students to demonstrate their mastery of college -level course work. An.AP Exam score of 5 is equivalent to grades of A+ and A in the corresponding college course; a score of 4 is equivalent to grades of A-, B+, and B; and a score of 3 is equivalent to grades of B-, C+, and C. Most four- year colleges and universities in the United States grant students credit, advanced placement, or both on the basis of successful AP Exam scores. Universities in more than 60 countries recognize AP Exam scores in the admission process and/or award credit and placement for qualifying scores. Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 75 203 Figure 73: Number of Students Enrolled in at Least One AP Course 500 450 400 _ 350 300 i 250 200 15011111- _1 'h II� 'gilt loo Belmont _ :Chelmsford: Dedham Easton Hingham Mansfield Marshfield Milton North Andover Reading Shrewsbury Westford Winchester ® 2010.11 375 256 135 258 188 212 204 271 271 138 268 251 210 m2011-12 385 271 138 293 187 214 186 298 231 145 259 301 215 ■ 2012-13 403 213 175 310 231 212 172 269 264 162 292 322 228 m2 01 " 3-14 454 232 186 332 236 213 209 220 275 190 313 353 224 i .02014-15 456 236 184 370 228 219 206 269 267 192 349 397 231 The participation of Reading students in Advanced Placement programs has been increasing over the past few years. However, while the participation of Reading students is on par with the state average, Reading lags comparable peers with the second lowest participation of the group at 192 students in 2014-15. Students Attending Higher Education Institutions Reading Public School graduates have always had a high rate of matriculation into institutions of higher education, among the highest in the state. Over the past five years, an average of 91% of our students has gone onto public or private two-year or four-year colleges or universities as compared to the state average of 73%. Figure 64 below shows the percentage of High School graduates who are enrolled in postsecondary education within 16 months of high school graduation. While Reading's numbers are strong, we do rank in the lower quartile when compared to our peer districts. Another metric of the strength of high school programming is the percentage of students who, once matriculated at the postsecondary level, require additional developmental or remedial classes. Figure 65 shows the data on this metric for Reading and our comparable peers. This data indicates that Reading students have the second lowest rate of remediation when compared to our peer districts for students enrolled in our state colleges and universities. Instilling a joy of learning and inspiring the innovative leaders of tomorrow. Page 76 204 Figure 75: Percentage of students at Massachusetts public colleges enrolled in one or more remedial courses 40% 35% 30% 25% 20% 15% do M -Mm 10% 5% 0% ¢` �• � oo 0<1 ¢y�o`a cy�¢\a ■ 2009 ■ 2010 E 2011 Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 77 205 Financial Section The Financial Section of the budget is designed to provide the reader summary and detailed financial information regarding Reading Public Schools. Information is provided using a pyramid approach moving from summary information to more detailed information in each subsection. The subsections included in -this section include General Budget Summaries, Cost Center Budgets, and Building Information. General Budget Summaries The Reading school budget is divided into five cost centers. These cost centers align to the MA DESE Program Categories and include Administration, Regular Day, Special Education, Other District Programs (which includes Health Services, Athletics, Extracurricular Activities, and District -wide Technology), and School Facilities and Maintenance. As Figure 72 below shows, the overall increase to the FY'17 Superintendent's Recommended Budget is 3.5% or an increase of $1,374,313. The largest dollar increase is in the area of Special Education followed by Special Education budget. Combined these two cost centers account for 97.1% or $1,334,273 of the overall $1,374,313 increase. Figure 76: General Fund Expenditures by Cost Center j�3'. � .�,e".�5''ffic't ar.� � t iz' 4 i mea .*.V, �..�{l�.u.3t��✓y��y.fl�.�.,R .. ��,uG.�.... �y��,r.�� 54�� 2� Administration 915,855 932,578 891,123 925,790 963,694 4.1% Regular Day 22,356,036 22,509,776 23,185,387 24,397,646 24,860,947 1.9% Special Education 9,338,940 9,547,257 10,254,181 11,352,501 12,223,473 7.7% School Facilities 1,119,809 1,187,224 1,162,815 1,215,161 1,191,510 -1.9% Districtwide Programs 1,310,955 1,374,192 1,614,893 1,582,254 1,608,042 1.6% As Figure 73 below shows largest cost center for the district budget is regular day at 61% of total expenditures. The next largest is special education which comprises 30% of the budget. School facilities make up 3% of the budget down from 7.7% in FY'16. This is the result of the recent creation of a Town Core Facilities Department. District programs comprising 4%. The smallest cost center is district administration which makes up 2% of the total FY'17 Superintendent's Recommended Budget. Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 78 206 Figure 77: Cost Centers as Percentage of Total FY'17 Budget Requested FY17 Budget n Regular Day ■ Administration n Special Education is School Facilities ■ Districtwide Programs As Figure 78 below indicates, there have been relatively modest shifts between costs centers from the current budget year to next year. Regular day, school facilities, and districtwide programs have declined, while special education and administration have increased. Figure 79 shows the increase in each cost center budget year over year for FY'12 through FY'16. The average annual increase to the school department budget between FY'12 and the approved FY'16 budget is 2.64%. Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 79 207 Figure 78: Cost Center Budget Proportions 70.0% 60.0% 50.0°/ 40.0% 30.0% 20.0% 10.0% 0.0% ■ Administration a Regular Day M Special Education ■ School Facilities ■ Districtwide Programs ®. 2.0% 6.3% 1.9% FY13 FY14 FY15 FY16 FY17 2.6% 2.6% 2.4% 2.31/. 2.4% 63.8% 63.3% 62.5% 61.8% 60.9% 26.7% 26.99A 27.69/6 28.8% 29.9% 3.2% 3.3% 3.1% 3.1% 2.9% 3.7% 3.9% 4.4% 4.0% 3.9% Figure 79: Change in Cost Center Budgets Year over Year Administration 2.0% 6.3% 1.9% 1.6% -1.3% 2.1% Regular Day 0.3% 2.8% 2.7% 3.6% 3.4% 2.5% Special Education -0.6% 3.0% 10.2% 6.5% 2.3% 4.3% Districtwide Programs -1.7% 10.5% 5.5% 9.7% 1.7% 5.1% School Facilities -10.5% -0.1% -0.2% -0.6% 1.4% -2.0% Another view of the budget shows the breakdown by major category of expense: professional salaries, clerical salaries, other salaries, contract services, supplies and materials, and other expenses. Professional salaries are generally salaries of licensed administrators (e.g., central office administrators, building principals), department directors (e.g., facilities, school health), teachers and specialists. Clerical salaries include central office administrative assistants, as well as building,and department secretaries. Other salaries are those of our support staff such as paraprofessionals, custodians, and substitutes. Contract services are payments for services rendered by personnel who are not on the payroll and are not regular employees, including all related expenses covered by the contract. Examples include services of legal counsel, transportation services provided under an annual bus contract, or maintenance contracts. Figure 80 below shows the General Fund expenses and budget by category. Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 80 Figure 80: General Fund Expenses and Budget by Category r Actua( Actual Actdal Adopted Requested , Expended Expended Epended� budget" Budget % Professional Salaries 25,377,982 25,844,126 26,419,278 27,869,691 28,714,818 3.0% Clerical Salaries 740,371 761,347 804,344 801,384 828,867 3.4% Other Salaries 3,138,101 3,587,745 3,859,979 4,124,860 4,200,735 1.8% Contract Services 1,852,026 2,139,308 2,217,864 2,094,302 2,147,319 2.5% Supplies & Materials 1,091,675 815,535 801,756 779,990 1,028,057 31.8% Other Expenses 2,841,438 2,402,965 3,005,177 3,803,126 3,927,870 3.3% The largest dollar increase to the budget is in professional salaries. This is not surprising since, as stated earlier, education is a staffing intensive enterprise. Professional salaries make up 70.3% of our district budget while salaries as a whole comprise 82.6% of our district budget. The increase in salaries reflects step and cost of living increases and column changes for represented staff and an assumed 2.5% average increase for non -represented staff. The Clerical Salaries increase is a combination of contractual increases for step and cost of living adjustments, as well as, some turnover in some departments. The increase in Contract Services stems predominantly from a budgeted 5% increase for both our regular education and special education transportation contracts as well as an increase in our contracted cleaning services. The increase in the supplies and materials category is due to primarily the restoration of the prior year reduction in the per pupil amounts allocated to each building Principal for the purchase of materials, supplies and other classroom equipment or needs and the $150,000 to fund the first year of a three year K-12 science curriculum implementation. Figure 81 below shows the General Fund expenses and budget by cost center and category. Changes in cost centers budgets are discussed in greater detail in the Cost Center Budget section of this document. Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 81 209 Fieure 91: General Fund Exoenses and Budget by Cost Center and Obiect Actual Actual Actual Adopted Regpested s Expended `� Expended , Expended Budget Budget 9a FY2013;,. , „F1/2p14, Fl`Z01S, >rY2416 ,. itI2017 Change Administration Professional Salaries 509,608 538,561 507,333 519,384 536,038 3.2% Clerical Salaries 207,871 208,069 199,572 213,155 219,990 3.2% Contract Services 104,080 83,201 70,356 81,413 96,088 18.0% Supplies & Materials 8,292 5,939 5,693 8,688 8,596 -1.1% Other Expenses 86,004 96,806 108,168 103,150 102,983 -0.2% Aclmiriietration.T,atal, ,,,, ,915,855 r ,, ,.932;578, ,„ _891,323`-A;1,. 925;790.. ` .. , 9&§,699 W4.110. Regular Day Professional Salaries 19,396,119 19,939,312 20,588,071 21,807,900 21,952,803 0.7% Clerical Salaries 400,922 404,170 449,385 437,277 460,151 5.2% Other Salaries 824,819 901,653 1,029,127 1,046,167 1,076,225 2.9% Contract Services 75,097 83,980 78,754 62,800 66,600 6.1% Supplies & Materials 925,351 650,762 597,407 579,287 832,026 43.6% Other Expenses 733,728 529,899 442,643 464,217 473,142 1.9% Regi�lal;fifay'7cztal. ,.,. ... .22;65.6,036 .�wn22,SQ9,Z76. `,r'23x8$.�387�.,? 24,897r�B,,,s;�4,860,947, « .,,,19�' Special Education Professional Salaries 4,706,356 4,569,777 4,484,815 4,731,305 5,411,149 14.4% Clerical Salaries 71,218 79,729 71,991 81,708 77,199 -5.5% Other Salaries 1,447,232 1,699,604 1,838,792 1,966,500. 2,064,919 5.0% Contract Services 1,174,931 1,459,708 1,554,759 1,388,261 1,385,988 -0.2% Supplies & Materials 21,619 55,776 77,401 50,750 46,675 -8.0% Other Expenses 1,917,584 1,682,663 2,226,423 3,133,978 3,237,543 3.3% SpeC�a1, Eilu�oniiiotal . , ,9,'938,940,�..9,547',s2S7 „�.�50254,181"; .f 11,�52i,5A1, ., 12,223 473....., 7 xJ' Health Services _ Professional Salaries 488,090 500,238 547,857 582,478 583,933 0.2% Clerical Salaries 10,510 11,673 11,965 12,276 12,276 0.0% Other Salaries 8,625 15,754 27,701 15,625 15,625 0.0% Contract Services 5,895 8,180 8,935 9,000 9,000 0.0% Supplies & Materials 7,687 6,072 8,589 8,900 8,900 0.0% Other Expenses 2,214 1,780 1,780 1,825 1,825 0.0% Athletics Professional Salaries 49,500 52,350 53,645 55,015 56,097 2.0% Clerical Salaries 31,266 38,163 41,267 45,023 46,680 3.7% Other Salaries 61,670 45,235 38,295 21,651 7,000 -67.7% Contract Services 238,395 231,828 236,667 262,027 272,720 4.1% Supplies & Materials 19,625 22,599 31,476 34,975 29,870 -14.6% Other Expenses 26,889 26,563 27,448 42,420 35,542 -16.2% is ,atiO ;.gad% as ..ex s9 Extra Curricular Professional Salaries 26,578 33,436 38,155 24,377 11,333 -53.5% Contract Services 9,096 10,249 10,235 12,650 11,500 -9.1% Supplies & Materials 3,070 387 923 800 2,000 150.0% Other Expenses 6,774 8,873 6,022 10,550 10,500 -0.5% E44olrfc`a1`idr'i"i>ta1=5� a .,h4S,�x8 .��,�.''.+2,„i�44.0,111,11, Technology Professional Salaries 90,756 96,606 86,135 82,283 88,466 7.5% Other Salaries 157,831 194,375 224,485 283,038 299,390 5.8% Contract Services 12,993 30,941 27,025 42,312 50,610 19.6% Supplies & Materials 211 313 20 1,000 2,400 140.0% Other Expenses 53,280 38,579 186,268 34,031 52,375 53.9% 7 Eh 1oi0P1+iAtai , 15,1171.=', 11 w $6f? 814 X52 ,933;_ µ44Z.�6i_. .y 49 ,241'. 11.41 School Facilities Professional Salaries 110,974 113,846 113,267 66,950 75,000 12.0% Clerical Salaries 18,584 19,543 30,163 11,946 12,571 5.2% Other Salaries 637,924 731,124 701,580 791,880 737,576 -6.9% Contract Services 231,540 231,222 231,134 235,840 254,813 8.0% Supplies & Materials 105,821 73,687 80,246 95,590 97,590 2.1% Other Expenses 14,966 17,802 6,425 12,955 13,960 7.8% Gr`arCdTora�, Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 82 210 Figure 82: General Fund Expenses and Budget by Location Figure 82 shows General Fund expenses by location while Figure 83 shows the General Fund expenses and budget by location and cost center. These tables show the amount of total funding required to operate each of our eight buildings (instructional as well as operational expense) as well as the RISE Preschool and the relative size of each of the building budgets. The size of each building budget is, of course, largely driven by the number and seniority of staff in each building. The school with the highest budget is obviously the High School given the amount of staffing necessary for a building with an enrollment of 1,270 students. The Districtwide location includes any expense that is not directly attributed to a building. This would include, for example, district administration, special education district administration, special education tuition and transportation, facilities administration and staff, and health services. This location shows the largest increase of the ten locations identified at a total increase of $502,000. The largest share of this increase (54.6%) is in the regular education area. This is a function of the $150,000 budgeted for the first year of a phased in update to the science curriculum. The next largest increase is in the area of special education which is also the largest of the districtwide location accounts due to out of district tuition and transportation which, net of the circuit breaker offset, totals 52.8% of the districtwide location amount. The next largest increase in the districtwide location is in technology which grows by $50,578 (comprising 10.1% of the increase in the districtwide location). This increase is driven by the absorption of the .25 technician previously on the School Climate Transformation Grant as well additional funds necessary for networking and infrastructure equipment and software. Following close by is a $37,904 increase in administration which is the result of increased legal fees as we enter into negotiations for all five of our collective bargaining units. 'The remaining decreases in Athletics and Extracurricular are the result of increases to our revolving fund offsets. Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 83 211 Actual Actual Actual Adapted Requested ed -,-Expended Expended Budget Budget °lo' FY2Q17 ,Change; District 8,392,560 8,017,943 8,741,316 10,093,469 10,595,469 5.0% Alice Barrows 2,546,795 2,228,468 2,246,361 2,328,190 2,285,969 -1.8% Birch Meadow 2,017,375 2,367;175 2,604,827 2,808,438 2,965,148 5.6% Joshua Eaton 2,291,691 2,414,113 2,523,906 2,536,859 2,787,757 9.9% J.W. Killam 2,187,993 2,262,072 2,377,138 2,462,051 2,626,462 6.7% Wood End 2,087,790 2,107,376 2,153,118 2,203,301 2,332,628 5.9% A.W. Coolidge 3,467,280 3,555,655 3,402,541 3,499,308 3,697,823 5.7% W.S. Parker 3,937,334 4,064,106 4,167,307 4,368,018 4,378,960 0.3% Reading Memorial 7,381,859 7,932,238 8,289,151 8,551,280 8,593,635 0.5% RISE 730,916 601,880 602,7635 622,440 583,814 -6.2% Figure 82 shows General Fund expenses by location while Figure 83 shows the General Fund expenses and budget by location and cost center. These tables show the amount of total funding required to operate each of our eight buildings (instructional as well as operational expense) as well as the RISE Preschool and the relative size of each of the building budgets. The size of each building budget is, of course, largely driven by the number and seniority of staff in each building. The school with the highest budget is obviously the High School given the amount of staffing necessary for a building with an enrollment of 1,270 students. The Districtwide location includes any expense that is not directly attributed to a building. This would include, for example, district administration, special education district administration, special education tuition and transportation, facilities administration and staff, and health services. This location shows the largest increase of the ten locations identified at a total increase of $502,000. The largest share of this increase (54.6%) is in the regular education area. This is a function of the $150,000 budgeted for the first year of a phased in update to the science curriculum. The next largest increase is in the area of special education which is also the largest of the districtwide location accounts due to out of district tuition and transportation which, net of the circuit breaker offset, totals 52.8% of the districtwide location amount. The next largest increase in the districtwide location is in technology which grows by $50,578 (comprising 10.1% of the increase in the districtwide location). This increase is driven by the absorption of the .25 technician previously on the School Climate Transformation Grant as well additional funds necessary for networking and infrastructure equipment and software. Following close by is a $37,904 increase in administration which is the result of increased legal fees as we enter into negotiations for all five of our collective bargaining units. 'The remaining decreases in Athletics and Extracurricular are the result of increases to our revolving fund offsets. Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 83 211 Figure 83: General Fund Expenses and Budget by Location and Cost Center Actual �� Ae�uala Actual iAdppted , Requested , Expentl�c� Expended� Expended � , Budget Budget �� District 8,392,560 8,017,943 8,741,316 10,093,469 10,595,469 5.0% Administration 915,855 932,578 891,123 925,790 963,694 4.1% Athletics 427,345 416,737 428,798 461,110 447,909 -2.9% Extracurricular 45,518 52,944 55,335 48,377 35,333 -27.0% Health Services 523,020 543,697 606,827 630,104 631,559 0.2% Regular Education 1,184,261 719,381 657,586 960,727 1,234,859 28.5% School Facilities 1,119,809 1,187,224 1,162,815 1,215,161 1,191,510 -1.9% Special Education 3,861,681 3,804,569 4,414,900 5,409,537 5,597,364 3.5% Technology 315,071 360,814 523,933 442,663 493,241 11.4% Alice Barrows 2,546,795 2,228,468 2,246,361 2,328,190 2,285,969 -1.8% Regular Education 1,620,338 1,616,349 1,745,611 1,847,244 1,883,906 2.0% Special Education 926,457 612,119 500,750 480,946 402,063 -16.4% Birch Meadow 2,017,375 2,367,175 2,604,827 2,808,438 2,965,148 5.6% Regular Education 1,745,412 1,750,547 1,769,043 1,866,374 1,862,431 -0.2% Special Education 271,964 616,628 835,783 942,064 1,102,717 17.1% Joshua Eaton 2,291,691 2,414,113 2,523,906 2,536,859 2,787,757 9.9% Regular Education 1,919,093 2,015,444 2,148,036 2,201,411 2,365,916 7.5% Special Education 372,597 398,669 375,869 335,448 421,841 25.8% J.W. Killam 2,187,993 2,262,072 2,377,138 2,462,051 2,626,462 6.7% Regular Education 1,699,936 1,753,365 1,793,305 1,915,914 1,977,024 3.2% Special Education 488,057 508,707 583,833 546,138 649,438. 18.9% Wood End 2,087,790 2,107,376 2,153,118 2,203,301 2,332,628 5.9% Regular Education 1,612,821 1,589,059 1,623,913 1,664,406 1,713,967 3.0% Special Education 474,970 518,317 529,204 538,895 618,661 14.8% A.W. Coolidge 3,467,280 3,555,655 3,402,541 3,499,308 3,697,823 5.7% Regular Education 2,750,964 2,810,797 2,733,840 2,841,937 2,846,375 0.2% Special Education 716,316 744,858 668,700 657,370 851,448 29.5% W.S. Parker 3,937,334 4,064,106 4,167,307 4,368,018 4,378,960 0.3% Regular Education 3,193,107 3,254,516 3,383,933 3,495,473 3,534,789 1.1% Special Education 744,227 809,590 783,374 872,545 844,171 -3.3% Reading Memorial 7,381,859 7,932,238 8,289,151 8,551,280 8,593,635 0.5% Regular Education 6,630,103 7,000,317 7,330,119 7,604,161 7,441,680 -2.1% Special Education 751,756 931,920 959,032 947,119 1,151,956 21.6% RISE 730,916 601,880 602,735 622,440 583,814 -6.2% Special Education 730,916 601,880 602,735 622,440 583,814 -6.2% s45,7 For the remaining eight locations and the RISE Preschool program, most of the variability in the dollar and percent increases is attributable to changes in staffing patterns, levels, or seniority. An overview of the changes in each location is provided below. Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 84 212 Barrows Elementary School Regular Day: There is a salary increase assumed for all certified and non -certified employees. The per pupil funding was also restored in the FY'17 budget cycle. Special Education: Decrease is driven primarily by the migration of the DLC program to the Birch Meadow School. The budget includes step and cost of living increases and column changes for certified and non - certified staff. Birch Meadow Elementary School Regular Day: Overall there is a small decrease. There is a salary increase assumed for all certified and non -certified employees. The per pupil funding was also restored in the FY'17 budget cycle. Special Education: Increase is driven primarily by step and cost of living increases and column changes for certified and non -certified staff and the shifting of staff from Barrows to Birch Meadow as we continue the migration of the DLC program. Joshua Eaton Elementary School Regular Day. There is a salary increase assumed for all certified and non -certified employees. The per pupil funding was also restored in the FY'17 budget cycle. Special Education: In FY'16 and FY'17, this location receives revenue support from a special education student from another district that is paying tuition to our district. The amount of support was reduced by $100,000 in the FY'17 budget. Killam Elementary School Regular Day: There is a salary increase assumed for all certified and non -certified employees. The per pupil funding was also restored in the FY'17 budget cycle. Special Education: In FY'16 and FY'17, this location receives revenue supportfrom a special education student from another district that is paying tuition to our district. The amount of support was reduced by $50,000 in the FY17 budget. There is also an additional 1.0 FTE budgeted to support the SSP program. Wood End Elementary School Regular Day. There is a salary increase assumed for all certified and non -certified employees. The per pupil funding was also restored in the FY'17 budget cycle. Special Education: The increase is driven primarily by step and cost of living increases and column changes for certified and non -certified staff. There is also a reallocation of existing therapist staff to support the special education program housed at Wood End. Coolidge Middle School Regular Day. There is a salary increase assumed for all certified and non -certified employees. The per pupil funding was also restored in the FY'17 budget cycle. Special Education: In FY'16 and FY'17, this location receives revenue support from special education students from another district that is paying tuition to our district. The amount of support was reduced in the FY'17 budget by $141,500. All step and cost of living increases and column changes for certified and non -certified staff were budgeted for. Parker Middle School Regular Day: There is a salary increase assumed for all certified and non -certified employees. The per pupil funding was also restored in the FY'17 budget cycle. Special Education: The decrease is driven primarily staff turnover. All step and cost of living increases and column changes for certified and non -certified staff have been budgeted for. Reading Memorial High School Regular Day. The decrease is driven primarily by reduction to FTE at the high school as all step and cost of living increases and column changes for certified and non -certified staff. The per pupil funding was also restored in the FY'17 budget cycle. Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 85 213 Special Education: In FY'16 this location budgeted for revenue support from special education tuition from students from another district that is paying tuition to our district. The amount of support was reduced in the FY'17 budget by $85,000 as there is no outside student slatted to attend RMHS next year. All step and cost of living increases and column changes for certified and non -certified staff were budgeted for. RISE Preschool Special Education: The decrease is driven primarily by turnover savings as well as the reallocation therapist that are serving other schools. All step and cost of living increases and column changes for certified and non -certified staff were budgeted for. Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 86 PlIzAl Cost Center Budgets Administration The Administration cost center includes the salaries and expenses for Central Office administration which includes the following primary functions: School Committee, Superintendent, Assistant Superintendent, Business and Finance, Human Resources, and District -wide Data and Information Management. The Administration cost center currently accounts for 2.4% of the total district budget. The total increase for district administration is $37,904 or 4.1%. The largest expenditure in this cost center is for the salaries of the four district administrators (Superintendent, Assistant Superintendent for Learning & Teaching, Director of Finance & Operations, Human Resources Administrator), and a portion (1/3 rd) of the Network Administrator's salary representing his contribution to district data and information management, and the 4.8 FTE administrative assistants that support the district administration. Figure 84: Administration Cost Center by Object Category Administration Professional Salaries 509,608 538,561 507,333 519,384 536,038 3.2% Clerical Salaries 207,871 208,069 199,572 213,155 219,990 3.2% Contract Services 104,080 83,201 70,356 81,413 96,088 18.0% Supplies & Materials 8,292 5,939 5,693 8,688 8,596 -1.1% Other Expenses 86,004 96,806 108,168 103,150 102,983 0.2% District Administration by Object As Figure 84 shows, the Administration Cost Center budget is projected to increase 4.1% in the FY'17 Superintendent's Recommended Budget. The increase in professional and clerical salaries is a result of staffing turnover. The FY'17 budget includes a 2.5% cost of living increase for the non -represented employees. The increase in contract services is due to a budgeted increase for legal services as we will enter into contract negotiations with all five collective bargaining units. There are nominal decreases to supplies and materials and other expenses. District Administration by Function The District Administration cost center includes funds necessary to address the core functional areas of a school's central office. The specific MA DESE Function Codes and Descriptions are shown in Figure 85 below with each function and its budgeted amount described in more detail below. For more information on the MA DESE Accounting Structure, please see Appendix B. Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 87 PAW Figure 85: District Administration Budget by Function ��Actual Actual ,'� Actua( Adopted Requested � ' Expended Expended t'xpended` h £ Budget budget � `9� 111 School Committee 8,691 8,487 8,915 10,384 9,869 -5.0% 121 Superintendent 232,279 243,536 253,759 255,231 261,455 2.4% 122 Assistant Superintendent 132,503 145,127 150,858 153,889 157,646 2.4% 123 Other Administrative - - 2,817 - - 0.0% 141 Finance & Business 242,894 254,185 192,382 211,901 218,084 2.9% 142 Human Resources 130,908 145,277 154,909 150,983 153,711 1.8% 143 Legal Services 49,477 27,025 15,159 22,720 36,400 60.2% 145 Information Management 63,649 50,223 55,894 57,352 62,456 8.9% 360 School Security - 791 - - - 0.0% 413 Utility Services 46,603 48,176 44,380 50,205 50,948 1.5% 510 Employee Benefits 8,850 9,750 12,050 13,125 13,125 0.0% � Totat v {, F 932,518, 891,1 3 9 5,7 ±f Grand 77, ... m9,15;85aY ,. - , . ,g49_111 111 Figure 86: District Administration Staffing .x"Y+. .'j &'l �,� ;� �-!M \ `b rup, E's -•"Y, i Yw?i� 3: �. 'i �..�� k {Yl At4y�, 5t `psi aQ.; 34" ep, ON#� MEMO fffi Administrative Assistant 4.8 4.8 4.8 4.8 248,155 4.8 248,155 4.8 254,992 District Administrator 4.3 4.3 4.3 4.3 519,384 4.3 522,964 4.3 536,038 School Committee The role of the School Committee is to recruit, hire, evaluate, and make employment decisions on the superintendent; review and -approve budgets for public education in the district; and establish educational goals and policies for the schools in the district consistent with the requirements of law and. statewide goals and standards established by the Board of Education. This budget line includes any expenses incurred by the School Committee, most notably, the district's membership to the Massachusetts Association of School Committees. Also funded here are incidental expenses related to printing and copying of school committee packets, postage and awards. The increases to this budget line fund an anticipated increase in dues and memberships, conference expenses for new Committee members, and a portion of the increased expense for new copier leases. Superintendent The Superintendent of Schools serves as the chief educational leader for the school district. He works with the School Committee as well as with building administrators and central office administrators to develop the district's improvement plan strategic goals and objectives, to recommend a budget necessary to fund the district's and schools' strategic initiatives, and to ensure that funding is used to ensure the success of all students. The Superintendent supervises and evaluates all Central Office Administrators, Building Principals, and the Network Manager. In addition, the Superintendent co - supervises the Director of Facilities with the Town Manager. During FY'17, the Superintendent will lead the district and schools in achieving the five district goals and initiatives as outlined in the Reading Public Schools Strategy for Improvement of Student Outcomes discussed above in the Organizational Section of this document, particularly in the area of common core implementation, development of common assessments and district determined measures of success, the implementation of the Multi -tiered Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 88 216 system of supports (MTSS), the implementation of the PARCC assessment, the development of short term and long term space and programmatic needs for the district, as well as the continued implementation of the educator evaluation system. This budget line includes the salaries of the Superintendent and the Executive Assistant to the Superintendent. In addition, it includes expenses related to the operations of the Superintendent's office including the district's membership to the Massachusetts Association of School Superintendents, printing, copying and copier leases, postage, and professional development expenses including tuition reimbursement. The majority of the increase funds compensation increases. Assistant Superintendent The role of the Assistant Superintendent for Learning and Teaching is to provide leadership to district administrators, teacher leaders, teachers, and support staff in the area of curriculum, instruction and assessment. The Assistant Superintendent for Learning and Teaching also supervises the Director of Community Education and the METCO Director. He is also responsible for coordinating the district's professional development and curriculum planning activities, including the annual professional development institute held in Reading each spring. During FY'17, the primary focus of this position will be the continued implementation of the state's curriculum standards, overseeing the district's professional learning communities, as well as the development of common assessments and district determined measures to inform instructional practices and curriculum alignment. The budget associated with this function funds the salaries of"the Assistant Superintendent for Learning and Teaching as well as a 0.5 FTE Administrative Assistant. Also funded here are the incidental expenses such as printing, copying and copier leases, postage, and office supplies, as well as a membership to the Massachusetts Association of School Superintendents. The majority of the increase funds compensation increases. Business and Finance The role of the Director of Finance and Operations is to lead the school finance operations, including budget, financial reporting, payroll, accounts payable, accounts receivable, transportation, and purchasing. In addition, the Director of Finance and Operations supervises and evaluates the School Nutrition Director. In FY'17, some of the key areas of focus for this position will be continued development and implementation of a long range plan to transition to full day kindergarten for all students and expand preschool programming, and address classroom and program space constraints. Another area of focus will be to continue to analyze resource allocation to ensure that funds are invested and expended to maximize student success. As always, we continue to work to enhance transparency around how funds are allocated and expended and to develop a system that helps us to measure our performance and connects expenditures to those performance measures. The budget associated with this function funds the salaries of the Director of Finance and Operations as well as 2.5 FTE administrative support staff who are responsible for the day to day tasks. associated with payroll, accounts payable, accounts receivable, cash management, collections, reporting, and procurement. Also funded here are the expenses for this area including membership to the Massachusetts Association of School Business Officials, professional development, printing, copying and copier leases, postage, advertising, and office supplies. The majority of the decrease for this functional area are the result of savings from staff turnover. Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 89 217 Human Resources The Human Resources function is responsible for overseeing the recruitment and hiring of staff; monitoring compliance with personnel laws, regulations, policies, and procedures; ensuring compliance with collective bargaining terms and conditions; and complying with federal and state reporting requirements. In FY'17, some of the key areas of focus for this position will be to review and revise our personnel policies and procedures, strengthen our processes to better support staff, and assist with the continued implementation of the educator evaluation system. The budget associated with this function funds the salaries of the Human Resources Administrator as well as a 0.5 FTE administrative support staff. Also funded are expenses including membership to the Massachusetts Association for School Personnel Administrators, recruiting and advertising expenses (including the district license for our applicant tracking and on-line application system, School Spring), employee physical examinations, as well as printing, copying and copier leases, postage, and office supplies. The majority of the increase here funds compensation increases as well as an increase in employee recruiting expenses (advertising, employee physicals, and job search related activities). Legal Services This function is for labor counsel employed by the School Committee to offer counsel and guidance in the area of labor law compliance and collective bargaining. The Reading School Committee employs for legal services with the firm of Stoneman, Chandler and Miller. The increase in this line is based on current trending with regard to use of outside counsel for ongoing personnel matters and the upcoming contractual negotiations for the five collective bargaining units. Next year, all five bargaining units will be in the third year of a three year agreement. Information Management and Technology The primary responsibility for this function is to comply with the data management and reporting requirements of the MA DESE which includes SIMS and EPIMS reporting which is done three times per year. Additional tasks include maintaining the district's student information management system as well as other district databases and systems including Blackboard Connect communication system. This budget line includes a 0.25 FTE district data support staff person as well as 0.34 FTE district level technology and network management staff. The increase to this functional area funds salary increases. Utility Services This function is where expenses for all telecommunication services are charged, including telephone charges and wireless services for the district (not including equipment repairs which are charged to the district -wide technology budget). The decrease here in FY'17 is an adjustment based on prior three years of actual history. Retirement Contributions This budget line includes funding for the district's contractual obligation to match $175 of contributions for teachers' tax sheltered annuity plans for those teachers hired after the 1998-99 school year. Each year for the past several years, six additional staff have qualified and taken advantage of this benefit. The FY'17 budget is based on this historical trend and an increase in the current collective bargaining agreement from $150 to $175. Figure 87 below shows the District Administration Budget by detailed expense category. This information provides the reader with a line by line analysis of the changes in the district administration budget. Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 90 218 Figure 87: District Administration Budget by Detail � § �` x� Actual �Actuat Adapted: 3Requestec! � � �� Y Expended Expended Expended Sudget8ttdget g Professional Salaries 509,608 538,561 507,333 519,384 536,038 3.2% Administrator 409,776 426,346 396,055 410,570 420,834 2.5% Director 69,530 75,837 79,310 76,014 77,914 2.5% Employee Benefits - 9,500 - - - 0.0% Manager 30,301 26,878 31,968 32,800 37,290 13.7% Clerical Salaries 207,871 208,069 199,572 213,155 219,990 3.2% Administrative Assistant 227,871 235,569 234,572 248,155 254,990 2.8% Revolving Fund Support (20,000) (27,500) (35,000) (35,000) (35,000) 0.0% Contract Services 104,080 83,201 70,356 81,413 96,088 18.0% Consulting Services 8,000 8,000 10,817 8,487 8,740 3.0% Labor Counsel 49,477 27,025 15,159 22,720 36,400 60.2% Telecommunications 46,603 48,176 44,380 50,205 50,948 1.5% Supplies & Materials 8,292 5,939 5,693 8,688 8,596 -1.1% Equipment - 791 - - - 0.0% Office 8,292 5,148 5,693 8,688 8,596 -1.1% Other Expenses 86,004 96,806 108,168 103,150 102,983 -0.2% Advertising 4,367 6,944 4,065 3,840 3,550 -7.6% Awards 909 1,178 292 1,075 600 -44.2% Dues & Memberships 10,791 12,831 14,600 12,769 12,589 -1.4% Employee Benefits 8,850 9,750 12,050 13,125 13,125 0.0% Equipment 11,892 9,123 13,025 12,750 12,750 0.0% Hiring and Recruiting 18,998 23,442 25,880 27,925 25,700 -8.0% Postage 6,587 6,177 10,289 7,016 6,603 -5.9% Professional Development 10,041 13,587 11,478 9,758 11,900 22.0% Software Licensing & Support 13,413 13,689 14,313 14,892 16,166 8.5% Technology - - 1,936 - - 0.0% Travel 157 _ 85 241 - - 0.0% R : U-1 10 a Gairiiw aat _� _3,578 y7��6�6w�4 Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 91 219 Regular Day The regular day budget funds all of the salaries and expenses related to delivering core instructional programs to our general education students. This includes the salaries for building principals, professional staff, and support staff supporting the regular education program. Expenses included in the regular day budget include transportation for general education students; curriculum materials; professional development; instructional materials, supplies, and equipment; instructional technology; library materials and technology; and other instructional services. The Regular Day Cost Center budget accounts for 60.9% of the total budget in FY'17, up slightly from 58.8% in FY'16. As Figure 88 indicates, the FY'17 Superintendent's Recommended Budget includes a 1.9% "increase for the Regular Day Cost Center. The majority of the increase, $252,739 or 54.6%, in the regular day -cost center is in the supplies and materials category. The FY'17 budget restores the per pupil funding back to the FY15 levels for the building based budgets which allow schools to have adequate supplies and materials for the classrooms. There was also $150,000 added to the budget for the implementation of a new science curriculum. The overall increase 1.9%, or $493,301, comprises 33.7% of the overall increase to the FY'17 budget. Figure 88: Regular Day Budget by Object { y A�tN{Ac#ue{ Ac#ual Adopted Requested 3EXpended Experidedzperided l�ridgetC, Budget£6` Regular Day Professional Salaries 19,396,119 19,9.39,312 20,588,071 21,807,900 21,952,803 0.7% Clerical Salaries 400,922 404,170 449,385 437,277 460,151 5.2% Other Salaries 824,819 901,653 1,029,127 1,046,167 1,076,225 2.9% Contract Services 75,097 83,980 78,754 62,800 66,600 6.1% Supplies & Materials 925,351 650,762 597,407 579,287 832,026 43.6% Other Expenses 733,728 529,899 442,643 464,217 473,142 1.9% Regular Day by Object Professional salaries in the regular day budget increase by .07% or $144,903, in the FY'17 Superintendent's Recommended Budget. This equates to.31.3% of the total increase in the regular education cost center. The FY'17 budget funds all salary and benefit obligations to employees per the collective barging agreements and non-union COLA adjustments. The majority of this increase is offset by the reduction positions; 2.0 FTE Elementary Teacher, 3.4 FTE High School positions and a .5 Middle School teacher. ' Salaries in the regular day budget are also offset by revenues from full day kindergarten and the state's METCO grant. The full day kindergarten revenue offset increased by $30,000 from FY'17 to $900,000 which will result in a further decrease in the fund balance of that revolving fund. The METCO grant offset will remain level with FY'16 at $100,000. Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 92 220 The increase in clerical and other salaries are a result of salary and benefit obligations to employees per the collective barging agreements and non-union COLA adjustments and a restoration of office paraeductors at the elementary school level. The 6.1% increase in contract services is the result for budgeted increases for transportation Figure 89: Regular Day Staffing �� ,� S1� t�OWN Rggalarledeat�an„ i_S��s � �� a ...� �£,� 4 �� Budggted Budgeted Actual � Actual � �udget�d,� : �Budeted �1 `F�+.Si� �.-iT.. k ?iF'"'yyiaiR1 "`- +A3R:� 4a9.■E-gt`e"ke" ct4.i�"Utl`1:. 4^, .£ Assistant Principal 4.3 4.3 4.3 43 449,396 4.3 437,954 4.3 449,278 Elementary Teacher 109.4 110.1 110.0 111.0 7,753,946 110.1 7,574,966 108.6 7,868,703 ELLTeacher 1.0 1.0 1.5 1.5 91,634 2.5 147,389 2.5 179,918 Guidance Counselor 4.6 5.0 5.6 5.6 379,906 5.6 379,906 5.6 399,735 High School Dept Chair 3.8 3.8 3.8 3.8 366,518 3.8 355,169 3.4 328,090 High School Teacher 75.6 79.6 78.4 79.6 5,895,751 78.4 5,674,994 75.4 5,723,274 Instructional Coach 2.0 150,000 2.0 156,000 2.0 159,900 Library/Media Specialist 7.0 7.0 7.0 7.0 486,075 7.0 483,499 7.0 508,539 Middle School Teacher 72.9 72.4 71.9 71.9 5,149,663 71.7 4,973,514 71.7 5,202,663 Paraprofessional 19.4 21.8 24.4 19.6 453,903 21.8 475,600 20.8 475,098 Principal 8.0 8.0 8.0 8.0 915,804 8.0 900,387 8.0 967,707 Reading Specialist 7.0 7.0 7.5 7.5 607,365 7.5 601,434 7.0 577,498 School Adjustment Counselor 1.0 1.0 1.0 1.0 54,181 1.0 54,181 1.0 57,679 School Psychologist 9.5 10.5 10.5 9.5 641,674 9.5 621,110 9.5 675,625 Secretary 11.0 11.0 11.0 11.0 429,077 11.0 435,326 11.0 450,751 Supervisor of Students 1.0 1.0 1.0 1.0 33,000 1.0 33,000 1.0 33,000 Technology Specialist 2.0 2.0 2.0 2.0 163,977 2.0 154,351 2.0 169,415 Tutor 1 9.9 10.7 10.3 10.3 231,199 9.7 221,670 9.7 231,549 Regular Day by Function Figure 90 below shows the breakdown of the FY'17 Superintendent's Recommended Budget by DESE Functions. The majority of regular day expenses are categorized as "2000" expenditures, or instructional services (for more information on the DESE Chart of Account structure, please see Appendix B). These expenditures include instructional activities involving the teaching of students, supervising of staff, developing and utilizing curriculum materials and related services. Instructional services directly attributable to schools must be reported on a school basis, while district -wide services, such as supervisory may be reported on a district -wide basis. Seventy six percent of the expenditures in the regular day budget are for direct instructional services - the salaries of teachers and specialists providing direct services to students in the classroom or in small group settings; when you add to that the paraprofessionals who are supporting students or teachers in the classroom, as well as substitute teachers, the percentage increases to 80%. The next largest percentage is for school leadership (including school secretaries) and department heads who, together, account for another 9% of the regular day budget. School psychologists and guidance counselors comprise another 5% of the regular day budget. Thus, the professional and support staff providing leadership, direct instruction, instructional support, or counseling services to students makes up 96% of the regular day budget. Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 93 221 Approximately 4% of the regular day budget funds the materials, supplies, and equipment necessary for providing instruction to students. This includes everything from curriculum programs, such as the new elementary health curriculum discussed above, to textbooks, software, computers, school supplies, art supplies, photocopy leases, and library materials. One percent of the regular day budget funds professional development stipends, providers, or expenses. The remainder of the regular day budget funds student transportation and stipends for school-based extracurricular activities. The 240 Function, Professional Development, has been significantly reduced to fund the necessary instructional coach positions. What remains in that function are curriculum leader stipends, teacher mentor stipends, contractually required tuition reimbursement, and less than $50,000 for districtwide professional development. Figure 90: Regular Day Budget by Function bfx y x x 4Acta! ' Actual Act4a1 Adotd' <Reust�c1 Regular Day 123 Other Administrative 6,500 6,032 6,715 8,000 8,200 2.5% 221 School Leadership 1,706,310 1,703,710 1,785,887 1,808,089 1,881,785 4.17o 222 Department Heads 296,286 311,058 310,963 321,180 314,251 -2.2% 225 Building Technology 233,022 201,913 203,882 217,423 223,743 2.9% 230 Instruction -Teaching Services 15,282,479 15,761,847 16,230,987 17,239,692 17,255,827 0.1% 231 Specia list Teachers 729,590 743,293 782,454 805,722 783,385 -2.8% 233 Paraprofessionals 596,557 682,468 733,294 713,465 743,523 4.2% 234 Library Media Teachers 535,037 522,116 535,421 560,553 584,867 4.3% 235 Instructional Coordinators - - - 150,000 159,900 6.6% 236 Substitutes 228,262 219,186 295,833 332,702 332,702 0.0% 240 Professional Development 321,401 341,847 336,025 249,183 270,679 8.6% 241 Text & Materials 410,963 239,329 180,278 230,966 401,340 73.8% 242 Instructional Equipment 116,710 118,982 110,473 116,898 133,716 14.4% 243 General Supplies 191,550 208,937 182,551 159,391 211,047 32.4% 244 Other Instructional Services 4,603 2,164 2,456 11,048 2,425 -78.1% 246 Library Materials 15,447 23,360 22,165 20,638 18,788 -9.0% 247 Instructional Technology 431,530 152,847 129,869 160,600 170,219 6.0% 248 Library Technology 5,167 3,363 8,314 10,584 9,465 -10.6% 249 Instructional Software 49,259 24,466 33,808 38,765 42,145 8.7% 271 Guidance 334,826 339,122 407,775 421,130 444,830 5.6% 272 Testing & Assessment 30,726 20,112 9,114 5,770 4,183 -27.5% 280 Psychological Services 704,381 738,019 735,440 698,655 735,429 5.3% 330 Pupil Transportation 72,917 83,230 77,629 55,200 66,600 20.7% 352 Other Student Activities 52,510 62,377 64,054 61,995 61,901 -0.2% Figure 91 below shows the FY'17 Superintendent's Recommended Budget by detailed expenditure category. This information is intended to provide more specific information on regular day expenditures. Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 94 222 Figure 91: Regular Dav Budget by Detail -° �> AMual -'�. Attual 'pctuai Adpptet7 Requested'; _ Expertde(t Expended 6xpendecl Butlg t k Budget .' s; M013,Z F'rofes`stonatSalaries.';' 29,396,1Y9, . %Y9,939,312 ,_ . 2f);588,071 :2'1;807;900, . .21;952,803 Assistant Principal 417,695 431,180 437,180 449,396 449,278 0.0% Department Head Stipend 296,286 311,058 310,963 321,180 314,251 -2.2% Employee Benefits 78,631 101,985 147,192 135,598 110,106 -18.8% Guidance 282,167 298,686 361,037 379,906 399,735 5.2% Instructional Specialist - - - 150,000 159,900 6.69/ Library 535,037 522,116 535,421 560,553 584,867 4.3% Principal 891,702 876,783 899,715 918,304 967,707 5.4% Psychologist 701,231 734,582 733,280 695,855 733,305 5.49/ Reading 561,786 567,148 594,842 606,839 577,498 -4.8% Revolving Fund Support (506,000) (665,000) (820,000) (870,000) (900,000) 3.4% State Grant Support (100,000) (124,173) (93,490) (100,000) (100,000) 0.09/ Stipends 141,818 160,092 193,042 178,854 188,943 5.6% Teacher 15,808,045 16,431,534 16,977,910 18,052,760 18,125,035 0.4% Technology Integration 287,720 293,322 310,979 328,655 342,180 4.1% "CTecica`t3atartes, r � a�.'� +}tMr � 4013 922. 17.0, u, ,. °d349,385 „ ,. ,, 437,'277 Employee Benefits 1,100 4,808 1,200 1,200 1,200 0.0% Secretary 399,822 399,363 448,185 436,077 458,951 5.2% i7theraSeiafies.>w i.., 824,819 .941.655m..,, Employee Benefits 1,500 1,500 2,347 1,125 750 -33.3% Paraprofessional 595,057 680,968 730,948 712,340 742,773 4.3% Substitutes 228,262 219,186 295,833 332,702 332,702 0.0% Instructional Services 2,180 750 1,125 7,600 - -100.09/ Transportation 72,917 83,230 77,629 55,200 66,600 20.7% .:-s.. �< _ .. Alies, 5u 3iYllat4r�ats.-='...s ..,r � _ .: 92S.359.`> "��Si%762 �' Art 38,135 39,627 31,733 35,060 35,260 0.6% English Language Arts 43,374 42,534 23,145 32,225 35,575 10.4% Equipment 668 2,137 3,466 1,100 1,500 36.4% Foreign Language 37,180 15,639 11,743 15,378 14,578 -5.2% Furnishings 6,799 16,708 8,165 4,857 17,325 256.7% Guidance 1,525 1,323 2,040 2,975. 2,975 0.0% Kindergarten ' 2,012 1,793 1,937 (19,209) 3,700 -119.3% Library 17,081 23,680 23,416 21,488 19,638 -8.6% Library Technology 1,902 1,361 671 2,659 3,915 47.2% Math 10,154 48,432 45,278 62,657 59,457 -5.1% Office 20,307 20,027 19,704 18,823 22,848 21.4% Other - 116,585 53,615 80,232 47,845 56,897 18.9% Paper 36,097 41,647 38,015 41,188 48,987 18.9% Performing Arts 10,015 17,659 10,364 11,510 13,806 19.9% Physical Education 17,008 15,811 12,107 15,272 16,472 7.9% Printer . 31,285 21,933 30,735 17,466 36,824 110.8% Professional Development 4,369 5,314 6,943 8,533 10,533 23.4% Psychology - - 117 459 1,100 1,274 15.8% Reading 15,139 10,592 17,607 13,761 13,433 -2.4% Science 31,301 41,077 38,153 48,800 47,456 -2.8% Social Studies 13,615 10,589 7,632 11,610 11,960 3.0% Software - 49,259 24,466 33,808 38,765 42,145 8.7% Teacher Resources 5,597 5,155 2,078 4,500 4,900 8.9% Teacher Supplies 22,262 28,212 27,487 20,753 26,483 27.6% Technology 76,257 40,518 48,311 30,989 30,943 -0.2% Testing 9,429 6,812 7,191 5,770 4,183 -27.5% Workbooks & Consumables 1,528 21,078 11,754 2,500 7,495 199.8% Curriclum, Elementary 221,518 62,036 35,981 42,195 148,345 251.6% Curriclum, High School 39,611 13,530 4,740 16,600 27,100 63.3% Curriclum, Middle School 38,241 9,522 7,885 16,800 60,705 261.3% Periherais 2,525 800 1,053 1,200 1,200 0.0% Business 4,572 7,017 3,575 - 4,116 4,116 0.0% 1Y. Dues & Memberships 9,819 8,043 14,141 18,447 18,465 0.1% Equipment 64,055 67,527 75,498 72,871 72,631 -0.3% Field Trip Travel 468 225 620 550 600 9.1% Graduation 7,688 7,276 7,772 5,481 7,481 36.5% Instructional Services 865 590 141 2,198 1,075 -51.1% Library Technology - - 1,645 - - 0.0% Office - - - 200 - -100.0% Other 2,168 1,650 570 2,700 1,750 -35.2% Professional Development 246,305 260,070 224,420 151,970 159,640 5.0% Software Licensing & Support 132,023 93,428 77,164 85,800 85,800 0.0% Technology 267,727 90,530 40,671 124,000 125,700 1.4% Periherals 2,610 374 - - - 0.0% Tec hno Igy 186 0.0 Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 95 223 Special Education The special education cost center includes the salaries and expenses necessary to provide special education and related services to the children in our community. The goal of the Student Services department is to provide high quality programs and services within the district and to identify and place children in out -of -district programs only when the programs or services that are offered within the district are not adequate or appropriate to address a child's particular needs. As mandated by the Individuals with Disabilities Education Act (IDEA) and Section 504 of the Americans with Disabilities Act, we strive to provide programs and services to allow our students with disabilities to be educated in the least restrictive environment that enables them to make effective progress. In -district expenditures make up 60% of the special education budget while out -of -district expenditures comprise the other 40% of the budget. The majority of the in -district portion of the budget funds the salaries of the teaching, therapeutic and support staff in our different in -district special education programs. We currently have seven different types of in -district programs, described below, as well as a learning center at each school. Program enrollments for each of the program are shown in Figure 83 below. ■ Developmental Learning Center (DLC) — students identified with autism spectrum disorders. Located at Barrows (Grade 5 Only), Birch Meadow (Grades K-4), Coolidge, & RMHS. For the FY 17 Budget the program will be fully transitioned to Birch Meadow. ■ The DLC I program is a co -taught model where students are supported in the general education setting by a special education teacher and a paraprofessional, if necessary. ■ The DLC II program is a substantially separate program for students' diagnosed with autism spectrum disorder or students who require intensive instruction. Students are taught in this separate environment using the principles of applied behavior analysis. Given the needs of the students in this program there is a low adult to student ratio in this program. ■ Integrated Learning Program (ILP) — students identified with cognitive deficits. Located at Wood End, Coolidge, &RMHS. This program services students with multiple needs and requires a low adult to student ratio within the classroom setting. Students within this program are provided with opportunities for inclusion based on their individual needs. ■ Language Learning; Differences (LLD) — students identified with language -based learning disabilities and specific learning disabilities. Located at Eaton, Parker, & RMHS. This program is a partial inclusion program providing intensive remediation and instruction using language based methodologies. Depending on the needs of the individual student they may receive small group instruction for ELA and Math, as well as specialized reading instruction. At the high school level students have the option of participating in small group History if necessary. ■ Learning Centers (LC) — Students identified with any of the ten disability eligibility categories. Located at each of our schools. ■ Student Support Program (SSP) —students identified with emotional impairment. Located at Killam, Coolidge, & RMHS. Due to the nature of the disabilities in this program the staffing at each level needs to include both special education teachers, paraprofessionals and counseling staff. ■ Therapeutic Support Program (TSP) —students identified with emotional impairment, primarily school avoidance behaviors. Located at RMHS. For FY 17 the SSP and TSP programs will be combined into one program the Therapeutic Support Program at all levels. Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 96 224 ■ Compass- students identified with multiple disabilities who require substantially separate programming with a focus on academics, life skills and social skills. Located at Coolidge. This is a substantially separate program requiring a low adult to student ratio. This program also provides opportunities for community trips. ■ POST (Providing Opportunities for Successful Transition): A collaboration between the Wakefield Public Schools and the Reading Public Schools. This program services students who are ages 18-22. The goals of this program is to provide students with academics, life skills, social and vocational opportunities. The 15-16 School Year was the first year of our collaboration and we thus far have had a lot of success. Figure 88 shows the enrollment for our high needs population, as defined by the Massachusetts DESE. What is apparent from the table below is that our ELL and low income populations have been steadily rising over the last several years. In FY16 we saw an increase in our Limited English Proficient population. Thirty-two percent or 15 of the 46 students are enrolled in kindergarten. Figure 92: Special Education Enrollment Special education expenses present a unique challenge to school districts due to their variability and lack of predictability. Our goal is always to provide the highest quality services to students and to provide those within the district. Over the last ten years, our district has increased its in -district special education programs from one program to nine different programs across the district. The figure below shows the number of students in each of the programs in the current school year. Descriptions of each program can be found above. The total number of children in special education programs is 191 with the greatest number of students currently in the Language and Learning Disabilities program. Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 97 225 77"A5173 1 16.4 73 ry1 2005-06 , 4282 1 69416.2% 2006-07 , 4332 _._._._._.-_._. 707_.__ ._._._._.__._._..__.._ _ _1._.__ --2007-08 __..1 4416 ' 753 _.._._16.3°.6 _ _.x....__.16.7 17.1%16.9 ! 73 1 2008-09 1 4428 1 771 17.4% r 17.1 63 ' 200910 1 4392758 17.3% 1 17.0 5 '_. 2010-11 1 4459 __._. i 734 ------------ 16.5% 1 17.0 1 51 j 1 2011.-12__......__._4447 1..___ 768 v 17.3°.6__.._._._._17.064---.___� - 2012-13 1 4483 1 737 16.4% 1 17.0 i 64 j �T -2013-14 I 4432 1 767 17.3% 17.0 i 50 j 1_._._._._._._._____ __._.._.._..__,__-____-.____....____------_._._..._._._._ r._._----61 - - 1 2014-15 1-^^ 4407 1 809 18.4% 1 17.1 2015-16 _- 4394 _____791 _-'- --18.0% ..... _..... ._._._._-------.� _._._._._.._ Special education expenses present a unique challenge to school districts due to their variability and lack of predictability. Our goal is always to provide the highest quality services to students and to provide those within the district. Over the last ten years, our district has increased its in -district special education programs from one program to nine different programs across the district. The figure below shows the number of students in each of the programs in the current school year. Descriptions of each program can be found above. The total number of children in special education programs is 191 with the greatest number of students currently in the Language and Learning Disabilities program. Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 97 225 Figure 93: ST2014-15 Special Education Program Enrollment The special education budget comprises 29.9% of the total FY'17 Superintendent's Recommended Budget, which has increased 2.4% from last year's 27.5%. The Special Education Cost Center budget is projected to increase 7.7% over FY'16 budgeted levels or $870,972 which represents 63.4% of the total increase for FY'17. Figure 94: Special Education Budget by Object #ct�aj ArKtuat ,�Aclua� Ada t d Re uest�d �� Special Education Professional Salaries 4,706,356 4,569,777 4,484,815 4,731,305 5,411,149 14.4% Clerical Salaries 71,218 79,729 71,991 81,708 77,199 -5.5% Other Salaries 1,447,232 1,699,604 1,838,792 1,966,500 2,064,919 5.0% Contract Services 1,174,931 1,459,708 1,554,759 1,388,261 1,385,988 -0.2% Supplies & Materials 21,619 55,776 77,401 50,750 46,675 -8.0% Other Expenses 1,917,584 1,682,663 2,226,423 3,133,978 3,237,543 3.3% Special Education by Object Salaries make up the largest share of the special education budget at 61.8% of the total for this cost center. The next largest category is other expense which includes the tuition for students who are placed out -of -district in specialized programs. Contract services follows and this is where the transportation for both in -district and out -of -district students is budgeted. Supplies and materials are the smallest percentage of this cost center budget. The 14.4% increase in professional salaries is driven by several factors, including, step, column change and cost of living increases, the proposed 1.0 FTE Social Worker at Killam, and the significant reduction of $369,000 in the special education tuition offsets to professional salary. The FY'16 budget included a onetime increase to mitigate the reduction in the circuit breaker award. Contract services are projected to decrease by .02% in the FY'17 budget. This decrease is due to a shift in funds from professional development from contracted services to other services. The FY'17 budget Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 98 226 .• Compass 4 4 Dev. Learning Ctr II 3 1 2 2 2 1 11 Integrated Learning Prog II 1 2 3 Ts, POST Program 5 5 �' M Therapeutic Support Program 1 1 2 4 \LAS„ F ti� t,i,�� 15,� e � , �i�� The special education budget comprises 29.9% of the total FY'17 Superintendent's Recommended Budget, which has increased 2.4% from last year's 27.5%. The Special Education Cost Center budget is projected to increase 7.7% over FY'16 budgeted levels or $870,972 which represents 63.4% of the total increase for FY'17. Figure 94: Special Education Budget by Object #ct�aj ArKtuat ,�Aclua� Ada t d Re uest�d �� Special Education Professional Salaries 4,706,356 4,569,777 4,484,815 4,731,305 5,411,149 14.4% Clerical Salaries 71,218 79,729 71,991 81,708 77,199 -5.5% Other Salaries 1,447,232 1,699,604 1,838,792 1,966,500 2,064,919 5.0% Contract Services 1,174,931 1,459,708 1,554,759 1,388,261 1,385,988 -0.2% Supplies & Materials 21,619 55,776 77,401 50,750 46,675 -8.0% Other Expenses 1,917,584 1,682,663 2,226,423 3,133,978 3,237,543 3.3% Special Education by Object Salaries make up the largest share of the special education budget at 61.8% of the total for this cost center. The next largest category is other expense which includes the tuition for students who are placed out -of -district in specialized programs. Contract services follows and this is where the transportation for both in -district and out -of -district students is budgeted. Supplies and materials are the smallest percentage of this cost center budget. The 14.4% increase in professional salaries is driven by several factors, including, step, column change and cost of living increases, the proposed 1.0 FTE Social Worker at Killam, and the significant reduction of $369,000 in the special education tuition offsets to professional salary. The FY'16 budget included a onetime increase to mitigate the reduction in the circuit breaker award. Contract services are projected to decrease by .02% in the FY'17 budget. This decrease is due to a shift in funds from professional development from contracted services to other services. The FY'17 budget Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 98 226 also includes a 5% increase in special education transportation expenses as well as a nominal increase in legal services. Supplies and materials, while not a large dollar amount, is projected to decrease 8.0%. The decrease is a result in reducing our parent transportation reimbursement line. This funding level should be adequate based on the current volume of parent reimbursement. Other expenses are projected to increase 7.7% in the FY'17 budget. This is due to a net overall increase in special education out -of -district tuitions, and the reallocation of professional development funds from the contracted services category. There is some fluctuation between categories of tuitions, most notable tuition to in-state private, residential and collaborative tuitions are all budgeted to increase due to known and anticipated out of district placements. As noted in the Superintendent's message at the beginning of this book, one anticipated out of district placement has been eliminated from this budget as part of the budget reductions. During the 2014-2015 school year, Walker Associates conducted a comprehensive program review of the special education programs and supports for the Reading Public Schools. This report outlines some of the changes that need to be made for special education. The following changes with fiscal implications were implemented for the 2015-2016 school year and will be continued for the 2016-2017 school year: Last year we restructured contracted services funding to add a Board Certified Behavior Analyst (BCBA). This position has allowed us to have an expert on staff who can support our staff, parents and most importantly the success of our students. Since the start of the 2015-2016 school year the District's BCBA has completed 10 Functional Behavioral Assessments. If we contracted out for these assessments we would have paid $1545.00 per assessment through SEEM Collaborative for a total of $15,450 for just 4 months of the school year. The BCBA has also worked as a liaison between the families and the school helping parents with specific strategies for supporting their children at home. Within the school setting, the BCBA consults with the DLC, ILP, Compass and POST programs. She assists with the data collection and analysis, additionally she develops and monitors student behavior plans. She has also conducted professional development for our paraprofessionals and the RISE preschool staff. Last year in the budget we restructured funds to add a Director for TSP/SSP. Although this was a need, the Walker report identified a greater need which was stability in our team chair model. Asa result we took these funds to increase the number of team chairs. For the 2015-2016 School Year we have 7.0 FTE Team Chairs. This number allows us to have 2 Team Chairs at the High School, 1 at each middle school, and shared team chairs at the elementary schools. As part of the 7.0 FTE, we have a .5 Out of District Coordinator who works exclusively with our out of district students and families. We are also working to refine the job descriptions and job responsibilities to ensure that the job is manageable so we can have less turn over in this position. The Team Chairs are the face of the district to parents of students receiving special education services. The development of the POST program as a Collaboration with the Wakefield Public Schools. The Walker report found that we had limited in -district programming for students 18-22. By developing this collaboration we are able to increase the opportunities for our students. This year, our students have been able to participate in a variety of internships, they have developed new friendships and they are increasing their recreational opportunities. Additionally by having Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 99 227 a viable in -district program we are able to have some students remain in district who would have traditionally been placed out of district. There are many other changes that were made during the 15-16 school year that were recommendations of the Walker Report that have had little or no fiscal impact. The following items are being addressed this year: • Development of a more consistent and comprehensive transition process when students move from 1 level to the next (i.e. PK- K). • Development of a Special Education Parent Advisory Council that can advise the director and the school committee. • Continued work on program descriptions, entrance and exit criteria and vertical alignment of all in -district programs. • A more comprehensive approach to professional development for both teaching staff and paraprofessionals. • The TSP space at the high school is relocated to a more appropriate space for learning and therapeutic needs. Some areas that continue to need work and will have a fiscal impact are the following: • Appropriate space for all special education in -district programs. Some spaces are shared or smaller than is necessary to meet the needs of the students. In order to ensure that we have high quality programs we need to have appropriate spaces. Once there is more stability in the team chair role an evaluation of that role and the administrative structure of the student services office needs to be conducted to determine the most appropriate structure to support the needs of all constituents. The administrative team is continuing to work on defining the co -teaching model and how to utilize this appropriately to meet the needs of students identified with disabilities. In the FY 17 budget we are proposing only one additional position that is a result of the findings of the Walker report. That position is a 1.0 FTE dedicated Social Worker be added to the Student Support Program (SSP) at the elementary level. The Walker report found that this program does not have a social emotional curriculum nor sufficient staffing to support the social emotional needs of the students. Since there is not counseling support dedicated to the K-5 program it is challenging to implement consistent social/emotional curriculum at this level. The current model is staffed with 1.0 Special Education Teacher and paraprofessionals. The therapeutic component is supported by the building's school psychologist. The school psychologist is not only responsible for the 11 students in this program but also for special education evaluations, consultation to teachers and parents, and Tier I and II supports for all students in the building. It is clear that the current counseling staff is insufficient to balance the needs of the entire building and also those of the therapeutic program. It should be noted that last year and this year there are students being considered for out of district placement due to the inability of this program to provide consistent therapeutic supports. In this cost center, we are proposing the reduction of .4 FTE of Speech and Language Therapist at the elementary level. This reduction will still support 1.0 FTE of Speech at each elementary school. Review of staff schedules reveals that this reduction will still result in the ability to provide appropriate speech and language services to students in the Reading Public Schools. Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 100 Figure 95: Special Education Staffing r ��, �s �j � , � '8utlgeted Budgeted.. Actual Actuaf� budgeted ��t ga�e Q 4 z`` � �� 3 "''i � . N S� S�` 5'h •t �, ♦ ��y{ G � �'{/ c � ;; C. {�1 'Y�Y Z„ �1,4yy'� i.N� '�. ��i`{,�-. Behavior Analyst (BCBA) 1.0 60,000 1.0 65,000 1.0 70,000 District Administrator 1.0 1.0 1.0 1.0 122,055 1.0 122,055 1.0 125,106 District Administrator of Support Services 1.0 1.0 1.0 0.6 40,000 0.6 41,500 0.6 43,489 District Evaluator 1.0 1.0 1.0 1.0 78,442 1.0 85,959 1.0 88,108 District SSP/TSP Program Director 1.0 75,000 Elementary Teacher 18.7 17.7 19.7 19.7 1,370,950 20.2 1,334,898 20.2 1,417,521 High School Dept Chair 0.4 1.0 1.0 High School Teacher 6.6 8.2 8.2 9.2 555,081 9.6 606,404 9.6 635,980 Middle School Teacher 8.5 8.5 8.5 8.5 535,090 9.5 546,664 9.5 585,848 Occupational Therapist 3.1 2.9 2.9 2.9 278,515 2.9 217,916 2.9 225,608 Occupational Therapy Assistant 0.6 0.5 0.6 0.6 27,930 0.6 28,768 0.6 28,768 Paraprofessional 65.6 71.4 77.8 77.9 1,866,083 76.2 1,825,735 76.2 1,962,296 Physical Therapist 1.s 1.5 1.5 1.5 119,134 1.5 119,134 1.5 124,823 Pre -School Teacher 4.6 4.2 4.9 4.9 330,567 4.6 305,645 4.6 322,421 School Adjustment Counselor 1.0 1.0 1.0 1.0 65,483 1.0 65,483 1.0 69,712 School Nurse 1.0 Secretary 2.0 2.0 2.0 2.0 81,708 2.0 75,278 2.0 77,199 Social Worker 1.5 2.0 3.0 3.0 207,638 2.6 184,890 3.6 260,041 Speech/language Pathologist 10.2 10.7 10.8 10.8 801,878 10.4 769,634 10.0 814,856 Team Chair 3.2 1 3.4 1 4.0 1 4.0 1 316,490 6.0 1 483,168 1 6.0 1 495,247 Special Education by Function Figure 96 below shows the breakdown of the FY'17 Superintendent's Recommended Budget for special education by DESE function. As was the case with the regular day cost center, a significant share of the special education budget falls within the "2000" series of expenditures or instructional services. In total, 61.5% of the special education budget is used for funding the salary expenses of professional staff, medical staff, or support staff providing direct instruction, instructional support, or therapeutic services to students. The next largest percentage is for the "9000" series expenditures which is tuition. Tuition expense, net of the circuit breaker reimbursement, constitutes another 25.6 of the budget. Related to this expense is the cost to transport students to and from out -of -district schools; this expense makes up 8.3% of the budget. The remainder of the special education cost center budgets funds legal services; instructional materials, supplies, equipment, and adaptive technology; testing and assessment expense; professional development expense; collaborative dues; and Medicaid claiming services. Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 101 229 Figure 96: Special Education Budget by Function r Actgal AGtuaf Actual Ado ted r <Requested �s d p Expended Expended Expgnded But�getudget 9' 143 Legal Services 69,679 93,913 76,068 69,000 77,400 12.2% 211 Districtwide Leadership 257,943 268,628 290,012 257,230 250,236 -2.7% 221 School Leadership - 924 2,117 2,000 - -100.09/0 222 Department Heads 80,469 185,927 158,457 118,465 121,274 2.4% 231 Specialist Teachers 2,903,301 2,676,646 2,562,415 2,539,945 3,074,649 21.1% 232 Therapeutic Services 1,404,894 1,520,387 1,542,930 1,432,951 1,434,647 0.1% 233 Paraprofessionals 1,444,815 1,699,249 1,837,103 1,966,500 2,064,919 5.0% 235 Instructional Coordinators 161,647 203,481 223,289 424,028 475,047 12.0% 236 Substitutes 4,010 1,925 2,806 - - 0.0% 240 Professional Development 19,702 25,462 28,930 25,900 20,000 -22.8% 241 Text & Materials 5,251 10,983 10,652 9,206 7,620 -17.2% 242 Instructional Equipment 12,607 15,451 24,595 15,000 10,000 -33.3% 243 General Supplies 6,736 12,151 21,307 19,699 15,940 -19.1% 244 Other Instructional Services 1,458 1,148 2,674 24,000 1,925 -92.0% 247 Instructional Technology 22,269 17,874 21,164 10,500 11,500 9.5% 249 Instructional Software - 2,750 233 - 200 0.0% 272 Testing & Assessment 8,512 27,447 39,406 19,745 21,815 10.5% 280 Psychological Services 282,781 326,078 378,945 407,063 469,849 15.4% 320 Health Services - - 97 - - 0.0% 330 Pupil Transportation 853,404 876,333 917,464 979,441 1,016,550 3.8% 550 Other Fixed Charges 20,684 18,478 22,916 19,500 19,500 0.0% 910 Tuition to Other Districts 34,996 9,614 181,498 - - 0.0% 920 Tuition, Out -of -State 43,502 54,748 54,749 59,599 67,259 12.9% 930 Tuition, In - State 1,127,748 762,952 1,239,676 1,937,501 2,024,488 4.5% 940 Collaborative 572,531 734,706 614,678 1,015,228 1,038,654 2.3% yTuition �i3 8t} Q = a s 7,2s% ? }a a�4 � � QZ, Lg ? � 7 I1 Q 1 ., a i _ .� Figure 97 below shows the FY'17 Superintendent's Recommended Budget by detailed expenditure category. This information is intended to provide more specific information on special education expenditures. Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 102 230 Figure 97: Soecial Education Budget by Detailed Expense Category t Act�fa[ ` Actual Actual : Adoptesi Re4uested �;t '' � Efipendad�� Eipended �Expegded � ,� 8uti�et , �BudBet� :� E � . ,,;;,•_ � , � :a , . ,... z , ... � .., _;Fk201$ �; .. °;FY2414 , z , �rz013 _ ..:fY2016. , . � � ��Y2017 _~t�a�t�o � 5 eciat8ducation 9,338;940, .,9,547,257_...,'30,254;187r". 11,352;5Qi,,,,12,22,473 <,,:..TZ95 ,Professto�alSalarles .. � ....-..,.,¢,706,356 ,;A,559,777 ,. �4,484,815`?;;,4;731:305 x5;4,1,149 ,,, .;,4;495 Director 171,059 206,954 204,976 209,737 220,306 5.0% Employee Benefits 3,250 11,589 16,372 4,050 3,500 -13.6% Extended Year Services 85,649 73,698 58,688 88,500 87,610 -1.0% Manager 36,659 38,120 41,508 44,047 23,702 -46.2% Nurse 63,200 77 97 - - 0.0% Occupational Therapist 186,673 186,713 190,413 200,972 231,174 15.0% Other Therapies 13,915 - - - - 0.0% Physical Therapist 106,636 107,508 113,192 119,134 124,823 4.8% Psychologist 274,846 306,903 347,401 391,563 461,349 17.8% Reading - - 9,763 - - 0.0% Revolving Fund Support (25,650) (282,190) (636,270) (913,485) (578,000) -36.7% SpecialEducation Teacher 2,862,105 2,892,377 3,142,778 3,380,880 3,576,539 5.8% Speech Therapist 739,207 748,883 720,707 781,878 785,098 0.4% Stipends 27,161 75,664 51,901 - - 0.0% Team Chair 161,647 203,481 223,289 424,028 475,047 12.0% Employee Benefits 825 4,108 2,827 - - 0.0% Secretary 70,393 75,621 69,165 81,708 77,199 -5.5% Employee Benefits 1,709 1,792 1,114 1,125 750 -33.3% Extended Year Services 31,190 30,034 37,077 33,000 35,000 6.1% Paraprofessional 1,411,916 1,667,423 1,798,912 1,932,375 2,029,169 5.0% Professional Development 1,573 - 355 225 - - 0.0% Substitutes - - 1,464 - - 0.0% Tutoring Services 844 - - - 0.0% , i4l Field Trip Travel 1,263 598 1,760 1,500 1,425 -5.0% Professional Development - 2,032 2,900 17,500 - -100.0% Substitutes 9,768 64,473 45,773 - - 0.0% Transportation 824,951 862,130 896,097 949,441 996,913 5.0% Legal Services 69,679 93,913 76,068 69,000 77,400 12.2% Districtwide Leadership 30,347 48,605 75,893 45,000 45,000 0.0% School Leadership - 924 2,117 2,000 - -100.0% Therapeutic Services 230,793 365,450 416,335 266,920 254,850 -4.5% Other Instructional Services 196 550 914 22,500 500 -97.8% Testing & Assessment - 2,626 5,358 5,400 5,400 0.0% Psychological Services 7,936 18,408 31,544 9,000 4,500 -50.0% Furnishings - 38 923 - - 0.0% Office 2,206 3,406 10,008 1,500 1,600 6.7% Other - - 1,385 - 1,500 0.0% Postage - - 1,930 2,911 2,345 2,050 -12.6% Psychology - - 767 - 6,500 4,000 -38.5% Software - 2,750 233 - 200 0.0% Special Education 7,197 18,676 18,307 25,310 19,160 -24.3% Technology - 1,197 7,181 - - 0.0% Testing 8,512 24,822 34,048 14,345 16,415 14.4% General Supplies 3,704 2,189 2,227 750 1,750 133.3% Instructional Equipment - - 177 - - 0.0% QtfieP�is3 .,_t ry .1)911384 .,1582653 ., s'Xi226,4234%.,.3,133,97$„iG ,.,3)2371393>..:3e39 Advertising 167 173 - 200 200 0.0% Dues & Memberships 1,075 275 765 700 1,090 55.7% Equipment 3,043 - 3,043 3,187 4,000 3,190 -20.3% Postage 3,153 1,248 1,700 2,000 2,000 0.0% Professional Development 18,227 23,076 26,249 8,400 20,000 138.1% Software Licensing & Support 25,455 18,088 17,799 26,500 18,000 -32.1% Therapeutic & Adaptive Equipment 6,169 9,385 21,145 10,000 10,000 0.0% Travel 2,588 3,065 2,060 2,100 1,425 -32.1% Districtwide Leadership 1,086 6,905 3,686 2,750 2,100 -23.65/o Pupil Transportation 28,453 14,203 21,367 30,000 19,637 -34.5% Instructional Equipment 6,438 6,028 2,349 5,000 - -100.0% Instructional Technology 22,269 16,677 12,598 10,500 10,000 -4.8% Other Fixed Charges 20,684 18,478 22,916 19,500 19,500 0.0% Tuition - Out of District 1,778,777 1,562,020 2,090,602 3,012,328 3,130,401 3.9% Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 103 231 Districtwide Programs This cost center includes the budgets for Health Services, Athletic Programs, Extracurricular Programs, and Districtwide Networking and Technology Maintenance. These programs are grouped into the Districtwide Programs cost center since none of the expenses can be allocated to either regular day or special education. In other words, these expenses are for the benefit of both general education and special education students. A summary by object of the FY'17 Superintendent's Recommended Budget by Object is shown in Figure 94 below. Figure 98: Districtwide Programs by Object Districtwide Programs Professional Salaries 654,925 682,630 725,793 744,153 739,829 -0.6% Clerical Salaries 41,776 49,835 53,233 57,299 58,956 2.9% Other Salaries 228,126 255,364 290,480 320,314 322,015 0.5% Contract Services 266,378 281,197 282,861 325,988 343,830 5.5% Supplies & Materials 30,593 29,371 41,008 45,675 43,170 -5.5% Other Expenses 89,156 75,795 221,518 88,826 100,242 12.9% Overall, this cost center budget is projected to increase by 1.6%. This cost center accounts forjust 3.5% of the total budget and has remained near this proportion for the last several years. While the proportion overall has not changed significantly, there have been shifts between various programs within this cost center. The Districtwide budget by individual program is shown below in Figure 99. The largest program budget is for health services (39.3%), followed by athletics (27.9%), district technology (30.7%); extracurricular is the smallest program budget at 2.2% of the total district -wide programs budget. In total, the increase of $25,788 comprises just 1.9% of the total increase for FY'17. Figure 99: District -wide Budget by Program �ac'"s �'�, .`c <; a 'rte s � ��'s`*��'+k� `..-:€�•a"��:Y�°'� " n`£�-�' � ;`E� '"�' 7-� 5.F � `"ixz''x `'�y� s . � 3.. ,�� ; Athletics 427,345 416,737 428,798 461,110 447,909 -2.9% Extra Curricular 45,518 52,944 55,335 48,377 35,333 -27.0% Health Services 523,020 543,697 606,827 630,104 631,559 0.2% Technology . 315,071 360,814 523,933 442,663 493,241 11.4% ��=5';�I��i4a�aiu rz�ie<`;^�..�/�`i.Vj.7.7.7�.s ��YE�r7, �i"�4 '•G..; ��Yf0.7r1 ;2 .�t`'�)7A4)Y.��?.._ .�5' /��7�'T� ��.�a<,.�,,.�:F: Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 104 232 Figure 100: District -wide Program Staffing Health Services The Health Services program budget funds the salaries and expenses for servicing the medical needs of the district's student population. Currently, each building has at least one full-time nurse. The Director of Nursing is housed at the high school and provides additional support to its larger student population. The Director receives clerical support from one of the central office Administrative Assistants who spends 25% of her time supporting Health Services. Ninety-four percent of the health services budget funds salaries. The Health Services program budget is effectively level funded in the FY'17 Superintendent's Recommended Budget. The increase is driven primarily by the step and COLA increases for nurses as well as additional competency stipends they have earned. We increased the amount paid to substitute nurse in FY'15 from $75. per day to $125 per day. This was a necessary increase given market rates and the need to ensure that we are able to attract highly qualified nurse substitutes and maintain high fill rates. Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 105 233 4Budgeted Budgeted c r?►c#uai Actuaf�ge>sec�Bdgeted FfiE >`lBFIE P[fz gala �tE� a1arY�� zSafiarq <01 99,Q20,�a_ Q r Assistant Principal Principal 0.5 0.5 0.5 0.5 55,015 0.5 53,997 0.5 56,097 Secretary 1.0 1.0 1.0 1 1.0 45,023 1.0 1 45,023 1.0 46,680 WIN}4 V .. �ny(p� �� ,�� ytv' a'p ye Assistant Principal 0.3 0.3 0.3 0.3 27,508 0.3 26,999 0.3 27,374 7-7�7`5 3x �' 777=7='�M(� a.. z6�Lo9 District Administrator 0.2 0.2 0.2 0.2 16,377 0.2 16,377 0.2 16,377 School Nurse 8.8 8.8 8.8 8.8 566,101 8.8 534,839 8.8 567,556 Secretary 0.2 0.3 0.3 0.3 12,276 0.3 12,276 0.3 12,276 DisMctech aliagy,_ . a9�4 . ?NMI f ....w965,32 b..363;4.,w:. �6V Computer Technician 5.0 4.5 4.5 5.3 283,038 5.3 276,835 5.5 299,390 District Administrator 0.7 0.7 0.7 0.7 66,595 0.7 70,620 0.7 72,386 Info Systems Specialist 0.2 0.2 0.2 0.2 15,688 0.2 15,688 0.2 16,081 Health Services The Health Services program budget funds the salaries and expenses for servicing the medical needs of the district's student population. Currently, each building has at least one full-time nurse. The Director of Nursing is housed at the high school and provides additional support to its larger student population. The Director receives clerical support from one of the central office Administrative Assistants who spends 25% of her time supporting Health Services. Ninety-four percent of the health services budget funds salaries. The Health Services program budget is effectively level funded in the FY'17 Superintendent's Recommended Budget. The increase is driven primarily by the step and COLA increases for nurses as well as additional competency stipends they have earned. We increased the amount paid to substitute nurse in FY'15 from $75. per day to $125 per day. This was a necessary increase given market rates and the need to ensure that we are able to attract highly qualified nurse substitutes and maintain high fill rates. Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 105 233 Figure 101: Health Services Program Budget by Detail Professional Salaries 488,090 500,238 547,857 582,478 583,933 0.2% Director 69,048 71,110 79,877 81,885 81,885 0.0% Nurse 419,042 429,128 467,981 500,593 502,048 0.3% Clerical Salaries 10,510 11,673 11,965 12,276 12,276 0.0% Secretary 10,510 11,673 11,965 12,276 12,276 0.0% Other Salaries 8,625 15,754 27,701 15,625 15,625 0.0% Substitutes 8,625 15,754 27,701 15,625 15,625 0.0% Contract Services 5,895 8,180 8,935 9,000 9,000 0.0% Professional Development - 180 935 1,000 1,000 0.0% School Physician 5,895 8,000 8,000 8,000 8,000 0.0% Supplies & Materials 7,687 6,072 8,589 8,900 8,900 0.0% Medical 7,487 5,834 8,285 8,400 8,400 0.0% Office 199 238 303 500 500 0.0% Other Expenses 2,214 1,780 1,780 1,825 1,825 0.0% Equipment - 440 548 - - 0.0% Medical 2,031 1,292 570 1,525 1,525 0.0% Postage 183 11 392 300 300 0.0% Professional Development - 37 270 - - 0.0% The district contracts with a physician as required under MGL, c. 71, §53-55 who provides medical examinations to students as needed. We do not anticipate an increase to this contracted amount in FY'17. The funds allocated for medical supplies will be used to support the safety -centered activities such as replacing expired items in each emergency medical bags and adding equipment, most notably audiology testing equipment, as needed. Athletics The Athletics program budgets funds the salaries and expenses necessary to operate the High School athletics program. The largest single line of the budget is for the salaries of the athletic coaches that comprise 44.3% of the athletics budget. The next largest expense is transportation, followed by athletic officials, and facility rental. The athletics budget is offset by user fee and gate receipt revenue that is used as a direct offset to coaches' salaries. An increase in athletic user fees was approved and implemented effective with the FY'16 Budget. We are not recommending any increase to Athletic User Fees in the FY'17 budget. They will remain at $250 per season, with a family cap of $950 and an individual cap of $600. In addition the FY'17 Budget proposes increasing the revenue offset by $16,666 to $396,666. The revenue offset will cover 100% of coaching salaries. It is important to note this will be the last year this level of offset can be taken from the revolving fund as it is not sustainable. As Figure 102 below shows, the Athletics Program budget is projected to decrease by 2.9% in the FY'17 Superintendent's Recommended Budget. This is a function of the increased offset mentioned above. Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 106 234 The rest of the budget remained level funded. The FY'17 budget amounts appear reasonable given the three year trend in spending. Figure 102: Athletics Program Budget by Detail The coach salary line does include an assumed step and cost of living adjustment for staff. We have had a number coaching positions turnover with more veteran staff being placed by more junior staff placed at lower steps and therefore lower salaries than those they replaced. Event detail expense, which covers predominantly the cost of police detail at football, basketball, and/or hockey games as needed, fluctuates from year to year depending upon the number of home games. Next year, we have assumed the same number of home games. Equipment repair funding is used for refurbishment of equipment, most notably football jerseys, helmets, and pads. Field maintenance funds the labor to maintain the fields including striping as well as sweeping and cleaning of the turf fields. Game staff includes employees who monitor the gate, sell and collect tickets, and count and monitor game receipts. This figure fluctuates based on the number of home games; this number is expected to remain the same in FY'17. Finally, software expense includes the cost of the Family ID system being used to manage all of the forms and miscellaneous paperwork required for athletics and extracurricular participation as well as concussion impact testing and the Huddle software license fee. Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 107 235 ` � r~xpended Expended Ex�ended� budget -��s, t3udget� ��4 rr r � � r " F1f2U14 f1f2015' A x � �, F1f�0�.&.�. C, Change; � F1(2023 . . .� ,Flf2Q17 Professional Salaries 49,500 52,350 53,645 55,015 56,097 2.0% Director 49,500 52,350 53,645 55,015 56,097 2.0% Clerical Salaries 31,266 38,163 41,267 45,023 46,680 3.7% Employee Benefits - - - - - . 0.0% Secretary 31,266 38,163 41,267 45,023 46,680 3.7% Other Salaries 61,670 45,235 38,295 21,651 7,000 -67.7% Coach 349,738 348,389 362,620 394,651 396,666 0.5% Event Detail 4,933 4,846 5,675 7,000 7,000 0.0% Revolving Fund Support (293,000) (308,000) (330,000) (380,000) (396,666) 4.4% Contract Services 238,395 231,828 236,667 262,027 272,720 4.1% Athletic Services 238,395 231,828 236,667 262,027 272,720 4.1% Supplies & Materials 19,625 22,599 31,476 34,975 29,870 -14.6% Athletic Services 8,706 3,216 7,529 9,000 8,000 -11.1% Office 2,910 1,471 1,416 3,260 1,500 -54.0% Team 4,622 10,228 12,985 12,715 12,850 1.1% Uniforms 3,387 7,685 9,545 10,000 7,520 -24.8% Other Expenses 26,889 26,563 27,448 42,420 35,542 -16.2% Athletic Services 3,388 4,434 4,460 6,550 5,425 -17.2% Awards 2,251 2,888 2,608 3,000 3,000 0.0% Dues & Memberships 8,429 8,815 10,665 8,420 10,882 29.2% Equipment 10,971 8,625 2,859 14,550 8,500 -41.6% Professional Development - - - 5,000 - -100.0% Software Licensing & Support 1,850 1,800 6,856 4,900 7,735 57.9% 'a1'r s> s'�g ��'-a' ''-'t ..z„ 7�Q`('�(i rldTt�talw_ X427,3+ At6j737x 42.$,798r¢1R1'= xi4... ✓v., c The coach salary line does include an assumed step and cost of living adjustment for staff. We have had a number coaching positions turnover with more veteran staff being placed by more junior staff placed at lower steps and therefore lower salaries than those they replaced. Event detail expense, which covers predominantly the cost of police detail at football, basketball, and/or hockey games as needed, fluctuates from year to year depending upon the number of home games. Next year, we have assumed the same number of home games. Equipment repair funding is used for refurbishment of equipment, most notably football jerseys, helmets, and pads. Field maintenance funds the labor to maintain the fields including striping as well as sweeping and cleaning of the turf fields. Game staff includes employees who monitor the gate, sell and collect tickets, and count and monitor game receipts. This figure fluctuates based on the number of home games; this number is expected to remain the same in FY'17. Finally, software expense includes the cost of the Family ID system being used to manage all of the forms and miscellaneous paperwork required for athletics and extracurricular participation as well as concussion impact testing and the Huddle software license fee. Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 107 235 Figure 103: Participation in High School Athletic Programs (2012-2016) SI~I;�#31��1tE1�� '" , c . _� ` ��,z�� y�.a�"4. �� ► ��a��': BASKETBALL (B) 40 47 44 35 BASKETBALL (G) 42 42 38 37 CHEERLEADING 22 26 21 22 CROSS COUNTRY 69 69 71 58 FIELD HOCKEY 51 49 31 41 FOOTBALL 99 100 89 109 GOLF 16 19 14 15 GYMNASTICS 18 29 17 17 ICE HOCKEY (B) 51 51 54 47 ICE HOCKEY (G) 26 23 18 17 INDOORTRACK (B) 83 74 72 78 INDOOR TRACK (G) 70 51 36 46 SOCCER (B) 61 69 64 67 SOCCER (G) 72 65 66 62 SWIMMING (B) 29 27 34 24 SWIMMING (G) 29 30 28 27 VOLLEYBALL 41 43 42 44 WRESTLING 43 34 34 39 1110-11k#10�111 I'M] I I Extracurricular Activities The extracurricular activities program budget funds the salaries, stipends, and a small portion of the expenses necessary to offer extracurricular activities at the high school and the two middle schools. These activities include the high school drama, band, and choral program; the middle school drama, band, and choral program; and the operations of the high school after school fitness center program. As with athletics, these programs are critical to the education of the whole child and provide opportunities for students to grow, learn, and excel in activities that generate enthusiasm and passion outside of the classroom. They also offer students the chance to develop confidence, character, relationships, and leadership abilities. Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 108 236 104: Extracurricular Activities Program Budget by Detail Professional Salaries 26,578 33,436 38,155 24,377 11,333 -53.5% Coordinator 24,750 26,175 26,822 27,508 27,374 -0.5% Revolving Fund Support (30,500) (41,500) (42,000) (52,000) (57,000) 9.6% Stipends 32,328 48,761 53,333 48,869 40,959 -16.2% Contract Services 9,096 10,249 10,235 12,650 11,500 -9.1% Other Student Activities 9,096 10,249 10,235 12,650 11,500 -9.1% Supplies & Materials 3,070 387 923 800 2,000 150.0% Performing Arts 3,070 387 923 800 2,000 150.0% Other Expenses 6,774 8,873 6,022 10,550 10,500 -0.5% Dues & Memberships 685 845 545 650 1,000 53.8% Equipment 3,729 3,943 3,492 5,000 4,250 -15.0% Other Student Activities 1,550 1,335 1,985 2,400 1,750 -27.1% Royalties 810 2,750 - 2,500 3,500 0.0% Sixty-two percent of the extracurricular program budget funds salaries and stipends including 25% of the salary of the Assistant Principal for Athletics and Extracurricular Activities (representing the effort required to manage this department), as well as the stipends for the various program advisors and the wages for the fitness center monitors. This program budget is partially offset by user fee and ticket revenues. An increase in the extracurricular user fees to offset the increased cost of living adjustments in advisor stipends was approved and implemented in FY'16. There is no increase recommended for FY'17. The Extra -curricular User Fee will remain at $125 for cast per show for drama and $75 for tech per show for drama. The family cap for drama will remain $550 and an individual cap is $350. Weare not recommending an increase for band because their fee is currently $175. In addition the budget proposes increasing the revenue offset by $5,000. This revolving fund revenue offsets 44.6% of the program expenses, similar to the percentage of program expense offset by athletics revenue offsets. The Extracurricular Activities Program budget is projected to decrease 27.0% in the FY'17 Superintendent's Recommended Budget. This decrease is due primarily to increase in revolving fund support which increased by $5,000 in the FY'17 budget. All other increases/decreases, which may be large in percentage terms, are less than $500 and are used to support the goals and initiatives of the extracurricular programs. Districtwide Networking and Technology Maintenance The districtwide networking and technology maintenance budget funds the salaries and expenses required to operate and maintain our technology infrastructure including our wide area network, wireless networks, servers, computer hardware and peripheral devices, and telecommunications equipment. The majority of this budget funds the salaries of the network administrator (34% of this Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 109 237 salary is charged to district administration), 6.0 FTE computer technicians, and 0.2 FTE information systems specialist. In FY'16 we allocated .25 FTE from the Districtwide Networking and Technology Budget to the School Climate Transformation Grant to actin the role as data analyst. It was determined that a full time data analyst would be necessary to support the grant work so the .25 FTE is being allocated back to the operating budget in FY'17. Figure 105: Districtwide Networking and Technology Maintenance Budget by Detail . ;.� x } 5 e,-' gmg Professional Salaries 90,756 96,606 86,135 82,283 88,466 7.5% Manager 61,521 70,577 64,904 66,595 72,386 8.7% Technology Integration 29,235 26,030 21,231 15,688 16,081 2.5% Other Salaries 157,831 194,375 224,485 283,038 299,390 5.8% Employee Benefits - - 3,101 - - 0.0% Technician 157,831 194,375 221,385 283,038 299,390 5.8% Contract Services 12,993 30,941 27,025 42,312 50,610 19.6% Consulting Services - 18,000 11,400 15,180 13,200 -13.0% Networking & Telecomm 1,743 1,861 4,036 2,112 5,760 172.7% Software Licensing & Support 11,250 11,080 11,589 25,020 31,650 26.5% Supplies & Materials 211 313 20 1,000 2,400 140.0% Information Management - - - - 1,200 0.0% Networking & Telecomm 211 313 - - 1,200 0.0% Technology Maintenance - - 20 1,000 - -100.0% Other Expenses 53,280 38,579 186,268 34,031 52,375 53.9% Equipment 455 1,411 139,472 6,800 25,000 267.6% Information Management 5,605 - 5,601 - - 0.0% Networking & Telecomm 28,495 28,768 22,426 22,323 22,875 2.5% Postage 475 96 145 500 500 0.0% Software - 4,057 17,829 - - 0.0% Software Licensing & Support 18,249 4,249 795 4,408 4,000 -9.3% The districtwide networking and technology maintenance budget is projected to increase 11.4% in the FY'17 Superintendent's Recommended Budget. The primary driver of this increase is salaries, $22,536, or 44.6% of the total $50,578 increase is due to salary. This is a result of staff turnover and the restored .25 FTE in the operating budget in FY'17. This budget funds the districts purchases of technology infrastructure equipment. The district has made a significant investment in technology infrastructure over the past several years and much of this equipment is no longer covered by warranties. Therefore, it is necessary to budget a sufficient amount ($25,000) to cover the cost to repair or replace any equipment that fails. This could include servers, ireless arrays, routers, hubs, or switches. Figure 106 below shows the inventory of technology devices deployed throughout the district during the 2014-15 school year. Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 110 238 Figure 106: SY'2014-15 Technology Inventory This figure will be updated for the School Committee's Recommended Budget Book. ;s ` 4 y User Group'g e hers 5iudents r , Admtn h T.atal a�� BY Cie>tce TYpe} ,> 1 p a r hDe lOVEl+�is To it Barrows 48 138 7 193 49 48 96 193 Birch Meadow 46 119 5 170 97 19 54 170 Eaton 42 158 6 206 100 18 88 206 Killam 40 137 6 183 122 16 45 183 Wood End 40 155 6 201 99 57 45 201 Coolidge 71 334 10 415 194 155 66 415 Parker 73 336 12 421 231 125 65 421 RMHS 137 521 30 688 252 336 100 688 Central Office - - 24 24 1 9 4 11 24 V w 2FON t "R 1011 SRI -01111 1 IT NONAM" IS 44, School Building Facilities The School Building Maintenance budget funds the salaries and expenses necessary to operate and maintain our eight school buildings. Town Meeting voted to approve a new structure for School and Town Facilities. The FY'17 Budget reflects the creation of a CORE department. The School Building Facilities department includes the salaries of the custodial manager, custodial staff and a .4 facilities rental coordinator. Salaries account for the largest share of the School Building Facilities budget at 69.3% of the total (net of offsets). Revenue from fees collected by organizations renting our school buildings is used to support the School Building Facilities budget and the Town CORE budget. This revenue offset of $200,000 will be split $150,000/$50,000 School/Town. An additional $50,000 offset from the Extended Day Program will be allocated to the Town CORE. In FY'17 an additional offset of $90,000 is budgeted from Extended Day to support the custodial cleaning for the program. Extended Day operates a before and after school program that has grown to include over four hundred students across our five elementary schools. Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 111 239 Figure 107: School Building Facilities Budget by Object The School Building Facilities budget is projected to decrease 1.9% in the FY'17 Superintendent's Recommended Budget. This is due in large part to the additional $90,000 revenue offset from Extended Day. The outside cleaning contract will be bid in FY'17 for the Coolidge Middle School and Memorial High School. We budgeted an 8% increase for this expense. Figure 108: School Building Facilities Budget by Function �� t� � � ` � � � � ��Actua{ Acfival � � Actua{ Ad p#ed � Rec�uesfi+�d � �'� •'� 360 School Security 4,153 5,191 2,382 3,455 5,460 58% 411 Custodial Services 1,110,045 1,178,924 1,157,118 1,211,706 1,186,050 -2% +412qEnergy Management �5y,6yy11ypp3,1f0911 3,315 -�+ - p�0/ 17r;nt�10#alis„+b W:�.....�411.7i,,tJVr'v,�lQ;. Figure 108 shows the breakdown of the School Building Maintenance Budget by Function. The largest share of this budget is for custodial services (99.5%) which include custodial salaries, contract cleaning services at the high school & Coolidge Middle School, and custodial supplies and equipment. All other expenses including utility services, (electricity, natural gas, and water and sewer) as well as maintenance of buildings is now if the CORE department. Figure 109: School Building Facilities Staffing i� �) Actual Actual Actual: Ado�p#ed Requesfied� '' �' Expended Expended; Expended Budge Budged f 4 Professional Salaries 110,974 113,846 113,267 66,950 75,000 12.0% Clerical Salaries 18,584 19,543 30,163 11,946 12,571 5.2% Other Salaries 637,924 731,124 701,580 791,880 737,576 -6.9% Contract Services 231,540 231,222 231,134 235,840 254,813 8.0% Supplies & Materials 105,821 73,687 80,246 95,590 97,590 2.1% Other Expenses 14,966 17,802 6,425 12,955 13,960 7.8% The School Building Facilities budget is projected to decrease 1.9% in the FY'17 Superintendent's Recommended Budget. This is due in large part to the additional $90,000 revenue offset from Extended Day. The outside cleaning contract will be bid in FY'17 for the Coolidge Middle School and Memorial High School. We budgeted an 8% increase for this expense. Figure 108: School Building Facilities Budget by Function �� t� � � ` � � � � ��Actua{ Acfival � � Actua{ Ad p#ed � Rec�uesfi+�d � �'� •'� 360 School Security 4,153 5,191 2,382 3,455 5,460 58% 411 Custodial Services 1,110,045 1,178,924 1,157,118 1,211,706 1,186,050 -2% +412qEnergy Management �5y,6yy11ypp3,1f0911 3,315 -�+ - p�0/ 17r;nt�10#alis„+b W:�.....�411.7i,,tJVr'v,�lQ;. Figure 108 shows the breakdown of the School Building Maintenance Budget by Function. The largest share of this budget is for custodial services (99.5%) which include custodial salaries, contract cleaning services at the high school & Coolidge Middle School, and custodial supplies and equipment. All other expenses including utility services, (electricity, natural gas, and water and sewer) as well as maintenance of buildings is now if the CORE department. Figure 109: School Building Facilities Staffing i� �) K, Y F, . 1 0 �� Custodian 18.5 18.6 18.6 18.6 802,469 18.6 800,902 18.6 837,963 District Administrator 1.0 1.0 1.0 1.0 66,950 1.0 65,000 1.0 75,000 Secretary 0.4 0.4 11,946 0.4 11,948 0.4 12,246 Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 112 240 Figure 110: School Building Facilities Budget by Detail } ActualActual � Actual�� :�A"dopted rRequested f �Y,� N �,� �� r z Expended Expended k� Expended �s� ,Budget s�� Budget��,� �, �, Professional Salaries 110,974 113,846 113,267 66,950 75,000 12.0% Director 50,000 49,023 47,683 - - 0.0% Employee Benefits - 1,168 6,091 - - 0.0% Manager 60,974 63,654 59,493 66,950 75,000 12.0% Clerical Salaries 18,584 19,543 30,163 11,946 12,571 5.2% Employee Benefits 325 325 325 - 325 0.0% Secretary 18,259 19,218 29,838 11,946 12,246 2.5% Other Salaries. 637,924 731,124 701,580 791,880 737,576 -6.9% Custodian 570,205 740,134 755,964 802,473 837,963 4.4% Employee Benefits 6,048 10,376 4,305 4,408 4,613 4.7% Overtime 49,115 51,147 48,026 55,000 55,000 0.0% Revolving Fund Support (70,000) (125,000) (200,000) (150,000) (240,000) 60.0% Substitutes 82,556 54,467 93,285 80,000 80,000 0.0% Contract Services 231,540 231,222 231,134 235,840 254,813 8.0% Cleaning Services 231,540 231,222 231,134 235,840 254,813 8.0% Supplies & Materials 105,821 73,687 80,246 95,590 97,590 2.1% Supplies 105,821 73,687 80,246 95,590 97,590 2.1% Other Expenses 14,966 17,802 6,425 12,955 13,960 7.8% Energy Management 5,611 3,109 3,315 - - 0.0% Equipment 1,598 3,266 607 3,000 4,000 33.3% Software licensing & Support 955 955 955 955 960 0.5% Uniforms 6,803 10,472 1,548 9,000 9,000 0.0% Special Revenue Funds Federal, State, and Private Grants In the current fiscal year, our district is supported by $3.07 million in federal, state, and private grant funding. While we have been fortunate over the last five years to have been supported by various American Reinvestment and Recovery Act, Education Jobs Act (Ed Jobs) and Race to the Top Funding, these funds are no longer available to us as of FY'15 and beyond. Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 113 241 Figure 111: Summary of Federal, State, and Private Grants Federal Grants: Title 1 68,670 102,854 114,266 145,778 123,092 Title IIA 58,974 38,890 7,877 101,681 55,925 Safe & Supportive Schools 10,000 SPED P.L. 94-142 994,600 957,193 971,940 978,744 988,531 SPED Early Childhoold 17,994 16,803 17,917 17,919 17,919 SPED Program Improv. Early Child. 4,236 4,000 2,669 6,700 6,700 SPED Prof. Dev. 33,390 15,135 32,957 34,809 34,809 Mental Health First Aid 39,258 60,742 - School Transformation (MTSS) 111,640 393,018 252,329 Subtotal - Non -ARRA Federal Grants 1,177,863 1,144,875 1,298,523 1,739,392 1,479,305 ARRA SFSF - - - - Edu Jobs 236,253 Race to the Top (RTTT) 7,645 28,580 - - Subtotal ARRA Federal Grants 243,898 28,580 - fn1cfer�t W State Grants: Racial Imbalance (METCO) 347,642 362,137 358,161 387,390 395,138 Academic Support 6,704 6,205 4,039 5,300 5,300 Circuit Breaker 1,298,305 1,275,210 1,186,247 952,837 1,043,57; Project Lead the Way 35,902 L ki ` '♦ K/+E?.i5p?"a' "r4` °�''� f�t£�3"}y�_C'i ii Y S%.. C fy�"c'+,�y` r ,?y 8'�f 'i' `7 y $.�f31 5^i� �d�. ,a^. ..�.�-A Private Grants: Project Lead the Way 65,220 17,780 - - Overall, grant support for the budget in FY'15 increased due in large part to the School Transformation Grant award. There is a timing difference in spending for our Title I and Title IIA grants. Under current regulations we are allowed to carryover some funds into the next fiscal year. We have carried forward a significant portion of our FY15 Title IIA grant into FY'16. Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 114 242 Figure 112: Change in Grant Funded Positions Special Revenue Funds The district maintains thirty-five separate special revenue funds that were created and are maintained in accordance with the state's municipal finance laws as well as the Department of Revenue and Department of Elementary and Secondary Education regulations. The monies that are deposited into these funds .include school lunch receipts; user fee receipts and ticket sale revenue from athletics, drama, and band; tuitions for full-day kindergarten and preschool; participation fees for summer school, extended day, and adult education; tuition for non -Reading residents attending enrolled in our in - district special education programs; and gifts and donations. Revenues from these revolving funds are used to support 6.3% of the district's total expenditures on education. Figure 109 shows the revenues, expenses, and changes in fund balances between July 1, 2013 and June 30, 2014. Figure 110 shows the use of revenue as offsets to the FY'17 Superintendent's Recommended Budget. Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 115 243 � �2 i' �'�' �` '� ✓" ": �'��" off+{ y5y ±.S'„ '?K iEsl"� 'i. R Data Analyst 0.3 15,193 1.3 85,193 1.0 70,000 District Administrator of Support Services 0.5 45,000 0.5 45,000 0.5 45,000 Elementary Teacher 3.4 3.8 3.8 3.8 274,094 3.8 255,416 3.8 272,172 High School Teacher 5.0 4.0 4.0 4.0 285,282 3.0 212,268 3.0 222,851 Middle School Teacher 2.5 2.5 2.5 2.5 196,105 2.5 196,105 2.5 201,008 Pre -School Teacher 1.5 1.8 1.6 1.6 106,482 2.0 134,407 2.0 143,224 Team Chair 2.0 2.0 1.6 1.6 132,291 2.0 162,682 2.0 166,749 Tutor 1.7 - 1.0 1.6 83,790 Special Revenue Funds The district maintains thirty-five separate special revenue funds that were created and are maintained in accordance with the state's municipal finance laws as well as the Department of Revenue and Department of Elementary and Secondary Education regulations. The monies that are deposited into these funds .include school lunch receipts; user fee receipts and ticket sale revenue from athletics, drama, and band; tuitions for full-day kindergarten and preschool; participation fees for summer school, extended day, and adult education; tuition for non -Reading residents attending enrolled in our in - district special education programs; and gifts and donations. Revenues from these revolving funds are used to support 6.3% of the district's total expenditures on education. Figure 109 shows the revenues, expenses, and changes in fund balances between July 1, 2013 and June 30, 2014. Figure 110 shows the use of revenue as offsets to the FY'17 Superintendent's Recommended Budget. Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 115 243 Figure 113: Revolving Fund Activity and Status as of June 30, 2014 �3 x a�alanc 3S ��1'�� °� Balance �1%eg m Revolving Fund: School Lunch Program 342,052 1,144,322 1,096,246 390,127 48,076 Athletic Activities 175,907 311,104 374,878 112,133 (63,774) Guidance Revolving Fund 6,671 54,095 53,509 7,257 586 Coolidge Extracurricular 4,288 200 - 4,488 200 Parker Extracurricular 3,860 - - 3,860 - School Transportation 253 52,305 38,281 14,276 14,023 Drama Activities RMHS 49,527 94,233 128,178 15,582 (33,944) Band Extracurricular Activities 29,878 39,391 50,296 18,973 (10,905) Drama Activities Parker 34,121 24,629 28,667 30,083 (4,038) Parker After School Activities 16,367 30,900 24,784 22,484 6,116 Extended Day Program 660,630 1,112,883 907,062 866,451 205,821 Drama Activities Coolidge 10,963 13,085 17,704 6,344 (4,619) Adult Education Program 4,481 68,822 62,079 11,224 6,743 Summer School Program 47,149 84,220 68,806 62,562 15,413 RISE Preschool Program 474,070 286,190 326,308 433,953 (40,117) Use of School Property 96,701 333,970 343,793 86,878 (9,823) Special Education Tuition 840,705 193,907 352,304 682,308 (158,397) Full Day Kindergarten Tuition 655,141 856,986 820,000 692,127 36,986 Lost Books 20,551 4,363 2,296 22,618 2,067 Elementary Science Materials 1,640 - - 1,640 - Burns Foundation (Coolidge) 2,052 - 737 1,314 (737) District Donation Fund 16,066 7,248 13,316 9,998 (6,068) Barrows Donations Fund 1,735 2,884 3,017 1,602 (133) Birch Meadow Donation Fund 4,345 12,048 12,795 3,598 (747) Joshua Eaton Donation Fund 14,790 2,890 8,246 9,435 (5,356) JW Killam Donation Fund 5,994 11,594 17,579 9 (5,985) Wood End Donation Fund 5,769 3,881 1,072 8,578 2,809 Coolidge Donation Fund 20,169 19,347 31,355 8,161 (12,008) Parker Donation Fund 18,019 18,007 21,128 14,898 (3,122) High School Donation Fund 21,400 16,593 17,024 20,970 (430) Special Education Donation Fund 9 350 1 3,500 4,638 8,212 (11138) "3 {{ fie ..s��l•��..,dS,.".2�'..01"�:"<:'MiJi7w/"1�jlfJ�//..,':�1,<. � NNW � %�+3�iS"j'&, �71 Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 116 244 Figure 114: Revenue Offset Summary for FY'17 1 t' - �X -6 Sv �S ��• -\ finding Balance ,30=1un 15. FY16 FY16 sA FYi6 ProJected� PrbJcked" }Budgeted ;F OtheCalanc .: 4 4 .a- _a t 3'z '� "�X i�eS' �°' b'It �' a ,.=:Revenue,.,, ,:Offsets ..::.Fxpense,.,,0 #titl 568ere1lue,W E1f17k F1t17 FY37 Atajeclted Prod BudeLed>1ter Balance ' '� �'$r��c "� Ii` .7 4�";:r '�C � d� i'$ l 6"s4i af"'.i K..iffs�tsrr .,Expes�..=.3Q#u i7, z Nit P": `: :Gain1(Loss Athletic Activities 112,133 350,000 380,000 34,000 97,907 350,000 396,666 34,000 17,241 (80,666) Extended Day Program 866,451 1,115,000 85,000 1,007,062 763,568 1,112,883 175,000 1,107,062 594,389 (169,179) Drama Activities RMHS 15,582 130,000 52,000 57,500 70,027 110,000 57,000 57,500 65,527 (4,500) Full Day Kindergarten Tuition 692,127 840,000 870,000 - 505,141 840,000 900,000 - 445,141 (60,000) RISE Preschool Program 433,953 280,000 330,000 34,000 350,070 280,000 330,000 34,000 266,070 (84,000) Special Education Tuition 682,308 200,000 584,000 - 327,705 215,000 215,000 - 327,705 Use of School Property 86,878 280,000 200,000 100,000 26,701 280,000 200,000 100,000 6,701 (20,000) „ -$3Z,$ ;3,187;883 X2,273,666. 1;332,$6,2 ;72215 .�. "g, fatal AllFunds. E.. „, .. 2;884,432, ..3,i9S;D09..'.t,50i00D.,,1�232,5@�.2.14i,�0 Town Building Maintenance Previously there was an agreement instituted in 1993, the maintenance functions of the town and school buildings were consolidated under the school facilities department. Per this agreement, the budget for municipal building operations and maintenance is developed by the Superintendent and approved by the School Committee. The Director of Facilities oversees the operations of the consolidated Facilities Department under the supervision of the Director of Finance and Operations. In November 2015, Town Meeting voted to approve the creation of a new department to oversee CORE functions for both School and Town. The budget will be developed by the Director of Facilities with input and direction from the Superintendent and Town Manager. The School Committee will approve the budgeted revolving fund offsets that will be applied to the new CORE department expenses. Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 117 245 Building Demographic, Staffing, Performance, and Budget Overviews This section of the budget document provides site-specific information for each of our eight school buildings. For each site, we have included school goals, student demographic information, student performance data, personnel resources, per pupil spending information, and budget information by program (regular day, special education; and facilities). This information will be added once the School Committee FY17 budget is approved. Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 118 246 Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 119 247 Appendix A: School Finance & Budget Laws, Regulations, and Policies Massachusetts General Laws (MGL), Code of Massachusetts Regulations (CMR), and School Committee policies guide the Reading Public Schools in all aspects of School Finance & Budget. Below is a summary of the most relevant sections pertaining to school finance and budget. Massachusetts General Laws (MGL) GL c. 41, §52 Approval of bills All accounts rendered to or kept in the departments of any city shall be subject to the inspection of the city auditor or officer having similar duties, and in towns they shall be subject to the inspection of the selectmen. The auditor or officer having similar duties in cities, and the selectmen in towns, shall approve the payment of all bills or pay rolls of all departments before they are paid by the treasurer, and may disallow and refuse to approve for payment, in whole or in part, any claim as fraudulent, unlawful or excessive; and in that case the auditor or officer having similar duties, or the selectmen, shall file with the city or town treasurer a written statement of the reasons for the refusal; and the treasurer shall not pay any claim or bill so disallowed. GL c. 41, §56 Warrants for payment of bills The selectmen and all boards, committees, heads of departments and officers authorized to expend money shall approve and transmit to the town accountant as often as once each month all bills, drafts, orders and pay rolls chargeable to the respective appropriations of which they have the expenditure. Such approval shall be given only after an examination to determine that the charges are correct and that the goods, materials or services charged for were ordered and that such goods and materials were delivered and that the services were actually rendered to or for the town as the case may be. The town accountant shall examine all such bills, drafts, orders and pay rolls, and, if found correct and approved as herein provided, shall draw a warrant upon the treasury for the payment of the same, and the treasurer shall pay no money from the treasury except upon such warrant approved by the selectmen. GL c. 41, §57 Books of account and financial records The town accountant shall keep a complete set of books wherein shall be entered the amount of each specific appropriation, the amounts and purposes of expenditures made therefrom, the receipts from each source of income, the amount of each assessment levied, and the abatements made; and he shall keep his accounts, so far as practicable, in conformity with the classifications and forms prescribed by the director of accounts in accordance with section forty-three of chapter forty-four and in conformity with any systems, classifications, forms and designations prescribed pursuant to regulations of the board of education for use by school committees. GL c. 41, §58 Duties; notice of condition of appropriations; record of appropriations Whenever any appropriation shall have been expended or whenever, in the judgment of the town accountant, it appears that the liabilities incurred against any appropriation may be in excess of the unexpended balance thereof, he shall immediately notify the selectmen and the board, committee, head of department or officer authorized to make expenditures therefrom, and no claim against such appropriation shall be allowed nor any further liability incurred until the town makes provision for its payment. The town accountant shall, at regular intervals and as often at least as once each month, send to the selectmen and to each board, committee, head of department or Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 120 M. officer having the disbursement of an appropriation a statement of the amount of orders approved and warrants drawn on behalf of said board, department or officer during the preceding month, and a statement of the balance of such appropriation remaining subject to draft. Each head of a department, board or committee authorized to expend money shall furnish the town accountant, at the close of the financial year, a list of bills remaining unpaid, showing to whom and for what due, and their amounts; and the town accountant shall incorporate the same in his annual report covering the financial transactions of the town, as provided by section sixty-one. GL c. 41, §59 Annual estimates; furnishing to town accountant The selectmen and all boards, committees, heads of departments, or other officers of a town authorized by law to expend money shall furnish to the town accountant, or, if there is no town accountant, to the appropriation, advisory or finance committee, if any, otherwise to the selectmen, not less than ten days before the end of the calendar year, or not less than ninety days prior to the date of the start of the annual town meeting, whichever is later, detailed estimates of the amount necessary for the proper maintenance of the departments under their jurisdiction for the ensuing fiscal year, with explanatory statements as to any changes from the amounts appropriated for the same purposes in the then current fiscal year, and an estimate of amounts necessary for outlays or permanent improvements. They shall also prepare estimates of any income likely to be received by the town during the ensuing fiscal year in connection with the town's business or property entrusted to their care. GL c. 44, §31 Liabilities in excess of appropriations forbidden; exceptions No department financed by municipal revenue, or in whole or in part by taxation, of any city or town, except Boston, shall incur a liability in excess of the appropriation made for the use of such department, each item recommended by the mayor and voted by the council in cities, and each item voted by the town meeting in towns, being considered as a separate appropriation, except in cases of major disaster, including, but not limited to, flood, drought, fire, hurricane, earthquake, storm or other catastrophe, whether natural or otherwise, which poses an immediate threat to the health or safety of persons or property, and then only by a vote in a city of two-thirds of the members of the city council, and in a town by a majority vote of all the selectmen. GL c. 44, §53 City, town or district funds; use and disposition All moneys received by any city, town or district officer or department, except as otherwise provided by special acts and except fees provided for by statute, shall be paid by such officers or department upon their receipt into the city, town or district treasury. Any sums so paid into the city, town or district treasury shall not later be used by such officer or department without specific appropriation thereof; provided, however, that sums recovered from pupils in the public schools for loss of school books or paid by pupils for materials used in the industrial arts projects may be used by the school committee for the replacement of such books or materials without specific appropriation. GL c. 44, §56 Towns; fiscal year The fiscal year of all towns of the commonwealth shall begin with July first and end with the following June thirtieth, and the returns made to the director under section forty-three shall show the financial condition of the town at the close of business on June thirtieth; provided, however, that the treasurer shall, until July fifteenth, enter in his books all items for the payment of bills incurred and salaries and wages earned during the previous fiscal year, excepting payment of school teachers' salaries which have been deferred under the provisions of section forty of chapter seventy-one, and expenditures thereof shall be deemed to be as of June thirtieth preceding. GL c. 71, §26C Contributions and federal funds; use instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 121 249 The commonwealth and the school committee of any town may accept funds from the federal government for the purposes of sections twenty-six A to twenty-six F, inclusive. The school committee of any town may receive contributions in the form of money, material, quarters or services for the purposes of said sections from organizations, employers and other individuals. Such contributions received in the form of money, together with fees from parents and any allotments received from the federal government for said purposes, shall be deposited with the treasurer of such town and held as a separate account and expended by said school committee without appropriation, notwithstanding the provisions of section fifty-three of chapter forty-four. GL c. 71, §34 Support of schools; appropriations; recommendations Every city and town shall annually provide an amount of money sufficient for the support of the public schools as required by this chapter, provided however, that no city or town shall be required to provide more money for the support of the public schools than is appropriated by vote of the legislative body of the city or town. In acting on appropriations for educational costs, the city or town appropriating body shall vote on the total amount of the appropriations requested and shall not allocate appropriations among accounts or place any restriction on such appropriations. The superintendent of schools in any city or town may address the local appropriating authority prior to any action on the school budget as recommended by the school committee notwithstanding his place of residence. The city or town appropriating body may make nonbinding monetary recommendations to increase or decrease certain items allocating such appropriations. The vote of the legislative body of a city or town shall establish the total appropriation for the support of the public schools, but may not limit the authority of the school committee to determine expenditures within the total appropriation. GL c. 71, §37 Duties of School Committee The school committee in each city and town and each regional school district shall have the power to select and to terminate the superintendent, shall review and approve budgets for public education in the district, and shall establish educational goals and policies for the schools in the district consistent with the requirements of law and statewide goals and standards established by the Board of Education. GL c. 71, §38N Proposed Annual Budgets The school committee of each city, town or regional school district shall hold a public hearing on its proposed annual budget not less than seven days after publication of a notice thereof in a newspaper having general circulation in such city, town or district. Prior to such public hearing said committee shall make available to the public at least one copy of said proposed budget for a time period of not less than forty-eight hours either at the office of the superintendent of schools or at a place so designated by said committee. At the time and place so advertised or at any time or place to which such hearing may from time to time be adjourned all interested persons shall be given an opportunity to be heard for or against the whole or any part of the proposed budget. Such hearing shall be conducted by a quorum of the school committee. For the purpose of this section a quorum shall consist of a majority of the members of said school committee. GL c. 71, §49a Orders for materials and equipment; contracts for services At any time after the annual appropriations for the ensuing fiscal year are made by a city or town or by all the member cities and towns of a regional school district, a school committee may order materials, supplies and equipment and may contract for services for the public schools which are chargeable against such appropriations, provided that no payment therefor shall be made prior to the commencement of said ensuing fiscal year. Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 122 250 GL c. 71, §71F Nonresident or foster care students; deposit of tuition payments and state reimbursements; expenditures and appropriations In any city or town which accepts this section, all monies received by the school committee as tuition payments for nonresident students and as state reimbursements for students who are foster care children shall be deposited with the treasurer of the town or city and held as separate accounts. The receipts held in such a separate account may be expended by said school committee without further appropriation for expenses incurred in providing education for such nonresident students or for such students who are foster care children, notwithstanding the provisions of section fifty-three of chapter forty-four. A city or town may appropriate funds for expenses incurred in providing education for such nonresident students or for such students who are foster care children, which funds shall be expended by the school committee in addition to funds provided from other sources. GL c. 30B Uniform Procurement Act The Uniform Procurement Act establishes uniform procedures for local governments to procure supplies and services, dispose of surplus supplies and acquire and dispose of real property. For supplies and services, Chapter 30B requires the use of sound business practices for contracts under $5,000; solicitation of three quotes for contracts in the amount of $5,000 up to $24,999; and competitive sealed bids or proposals for contracts in the amount of $25,000 or more. Code of Massachusetts Regulations (CMR) 603 CMR 7.00 Educator Licensure and Preparation Program This regulation establishes the professional standards for practice of teachers and administrators and requirements for licensure as well as induction programs for newly licensed educators. Under these regulations all candidates for preliminary or initial licensure must pass the Massachusetts Tests for Educator Licensure (MTEL). Initial or preliminary licensure is issued to individuals who have completed a bachelor's degree, passed the MTEL, completed an educator preparation program, and met all other Board of Education requirements. This license is valid for five gears. Professional licensure is issued to individuals who have met the requirements of the Initial License, passed the MTEL and met other Board of Education Requirements, including the possession of a Master degree. The license is valid for five years and may be renewed for additional five year terms provided the individual has obtained the necessary professional development during the five year period. Massachusetts districts are prohibited from hiring non -licensed teachers unless they obtain a valid MA DESE approved waiver. Waivers are issued on a one-year basis and must be renewed in subsequent years for non -licensed teachers or the teacher must be replaced with a licensed teacher. 603 CMR 10.00 School Finance and Accountability This regulation governs school and school district record keeping and reporting of information required to determine compliance with state and federal education statutes, and regulations; to compute school district spending requirements and annual state aid allocations; and to evaluate progress toward meeting the objectives of St. 1993, c. 71 (the Education Reform Act of 1993). Key provisions include: • Each school district shall adopt and maintain a reliable data collection and retention system in which the student data required by 603 CMR 10.00 shall be recorded. This system shall be the basis for the district's periodic reporting of student data to the Department. • Districts shall maintain enrollment, membership, and personnel data, in accordance with the program classification descriptions and reporting criteria set forth in guidelines published by the Department. Instilling a joy of learning and inspiring the innovative leaders of tomorrow 251 Page 123 • Each school district shall adopt and maintain a financial accounting system, in accordance with generally accepted accounting principles and requirements prescribed by the Commissioner of Revenue, in which all revenue and expenditure data shall be recorded. This system shall be the basis for the district's periodic reporting of financial data to the Department. • Every school district shall report to the Department, as of October 1, data required to determine the district's foundation enrollment and other student information. The data required shall be compiled and reported in accordance with guidelines published by the Department and any supplementary instructions issued by the Department. • Each city, town and regional school district shall submit an End -of -Year Financial Report to the Department on or before September 30 of each year. A district's actual expenditure and revenue data of the prior fiscal year and estimated expenditures and revenues of the current fiscal year shall be reported in the form prescribed by the Department, in accordance with the category definitions and reporting criteria set forth in guidelines published by the Department. • The Department shall compare each school district's net school spending in the prior fiscal year with the net school appropriation required by M.G.L. c. 70, § 6 to determine the district's compliance with M.G.L. c. 70 net school spending requirements. • Each school district shall pay for the special education and related services specified in the approved individual education plan for every student in need of special education for whom the district is assigned financial responsibility under 603 CMR 28.00. • State payments to school districts under the special education circuit breaker reimbursement program, so-called (M.G.L. c.71B, s.SA, ) shall be made in accordance with 603 CMR 10.07(5) through 10.07(11). Claims for reimbursement under this program shall be submitted by the district that has financial responsibility under 603 CMR 28.03(4). • Every school district shall, within nine months of the close of its fiscal year, arrange for and undergo an independent audit of its financial records and submit the report of this audit to the Department. The audit will be conducted, at a minimum, in accordance with the compliance supplement for Massachusetts school districts issued by the Department. The Department may waive the requirement of an annual compliance supplement audit for an elementary school district that has only one school. 603 CMR 28.00 Special Education This regulation governs the provision by Massachusetts public schools of special education and related services to eligible students and the approval of public or private day and residential schools seeking to provide special education services to publicly funded eligible students. The requirements set forth in 603 CMR 28.00 are in addition to, or in some instances clarify or further elaborate, the special education rights and responsibilities set forth in state statute (M.G.L. c. 71B), federal statute (20 U.S.C. §1400 et seq. as amended), and federal regulations (34 CFR §300 et seq. as amended). The purpose of 603 CMR 28.00 is to ensure that eligible Massachusetts students receive special education services designed to develop the student's individual educational potential in the least restrictive environment in accordance with applicable state and federal laws. 603 CMR 30.00 Massachusetts Comprehensive Assessment System (MCAS) This regulation establishes standards relating to the Competency Determination required by M.G.L. c. 69, § 1D. Students starting with the graduating class of 2010 must satisfy one of the following two conditions in both English language arts and mathematics to earn a competency determination: (a) meet or exceed the Proficient threshold scaled score of 240 on the English Language Arts and Mathematics grade 10 MCAS tests, or (b) meet or exceed the Needs Improvement threshold scaled score of 220 on the English Language Arts and Mathematics grade 10 MCAS tests and fulfill the requirements of an Educational Proficiency Plan. Students starting with the graduating class of 2010 shall, in addition to meeting the requirements found in 603 CMR 30.03(2), take a discipline specific high school Science and Technology/Engineering MCAS test (Biology, Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 124 PON Chemistry, Introductory Physics or Technology/Engineering) and shall meet or exceed the Needs Improvement threshold scaled score of 220 on the test in order to satisfy the requirement of the Competency Determination. 603 CMR 35.00 Evaluation of Teachers and Administrators The purpose of 603 CMR 35.00 is to ensure that every school committee has a system to enhance the professionalism and accountability of teachers and administrators that will enable them to assist all students to perform at high levels. This regulation sets out the principles of evaluation for Massachusetts public schools and districts and requires that school committees establish a rigorous and comprehensive evaluation process for teachers and administrators, consistent with these principles, to assure effective teaching and administrative leadership in the Commonwealth's public schools. The specific purposes of evaluation under 603 CMR 35.00 are: (a) to promote student learning, growth, and achievement by providing educators with feedback for improvement, enhanced opportunities for professional growth, and clear structures for accountability, and (b) to provide a record of facts and assessments for personnel decisions. Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 125 253 School Committee Policies Policy DA Fiscal Management Goals The quantity and quality of learning programs are directly dependent on the effective, efficient management of allocated funds. It follows that achievement of the school system's purposes can best be achieved through excellent fiscal management. As trustee of local, state, and federal funds allocated for use in public education, the Committee will fulfill its responsibility to see that these funds are used wisely for achievement of the purposes to which they are allocated. Because of resource limitations, there is sometimes a temptation to operate so that fiscal concerns overshadow the educational program. Recognizing this, it is essential that the school system take specific action to make sure education remains central and that fiscal matters are ancillary and contribute to the educational program. This concept will be incorporated into Committee operations and into all aspects of school system management and operation. In the school system's fiscal management, it is the Committee's intent: 1. To engage in thorough advance planning, with staff and community involvement, in order to develop budgets and to guide expenditures so as to achieve the greatest educational returns and the greatest contributions to the educational program in relation to dollars expended. 2. To establish levels of funding that will provide high quality education for the students. 3. To use the best available techniques and technology for budget development and management as well as for financial. processes, procedures and analysis 4. To provide timely and appropriate information to all staff with fiscal management responsibilities. 5. To establish maximum efficiency procedures for accounting, reporting, business, purchasing and delivery, payroll, payment of vendors and contractors, and all other areas of fiscal management. 6. Policy DB Annual Budget The annual budget is the financial expression of the educational mission and program of the school department. The budget is more than just a financial instrument and requires on the part of the Committee, the staff, and the community an orderly and cooperative effort to ensure sound fiscal practices for achieving the educational mission, goals, and objectives of the school system. Public school budgeting is regulated and controlled by legislation, state regulations, and local School Committee requirements. The operating budget for the school system will be prepared and presented in line with state policy and will be developed and refined in accordance with these same requirements. The Superintendent will serve as budget officer but he/she may delegate portions of this responsibility to members of his/her staff as he/she deems appropriate. The three general areas of responsibility for the Superintendent as budget officer will be budget preparation, budget presentation, and budget administration. Policy DBC Budget Deadlines and Schedules Preparation of the annual budget will be scheduled in stages throughout the school year with attention to certain deadlines established by law and charter. In accordance with Massachusetts General Law, the School Committee will hold a public hearing on a proposed budget before it takes a final vote on a proposed budget. Policy DBD Budget Planning Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 126 254 The major portion of income for the operation of the public schools is derived from local property taxes, and the School Committee will attempt to protect the valid interest of the taxpayers. However, the first priority in the development of an annual budget will be the educational welfare of the children in our schools. Budget decisions reflect the attitude and philosophy of those charged with the responsibility for educational decision making. Therefore, a sound budget development process must be established to ensure that the annual operating budget accurately reflects this school system's goals and objectives. In the budget planning process for the school system, the School Committee will strive to: 1. Engage in thorough advance planning, with staff and community involvement, in order to develop budgets and guide expenditures in a manner that will achieve the greatest educational returns and contributions to the educational program in relation to dollars expended. 2. Establish levels of funding that will provide high quality education for all our students. 3. Use the best available techniques and technology for budget development and management. The Superintendent will have overall responsibility for budget preparation, including the construction of, and adherence to, a budget calendar. Policy DBG Budget Adoption Procedures Authority for adoption of the final school budget lies with the Town Meeting. The fiscal year shall begin on the first day of July and shall end on the thirtieth day of June, unless another provision is made by general law. The General Laws of the Commonwealth of Massachusetts also establish the following procedures pertaining to the School Committee budget: Public Hearing by School Committee - As per Chapter 71 Section 38N of the General Laws. "The School Committee of each city, town or regional school district shall hold a public hearing on its proposed annual budget not less than seven days after publication of a notice thereof in a newspaper having general circulation in such city, town or district. Prior to such public hearing said Committee shall make available to the public at least one copy of said proposed budget for a time period of not less than forty-eight hours either at the office of the Superintendent of Schools or at a place so designated by said Committee. At the time and place so advertised or at anytime or place to which such hearing may from time to time be adjourned all interested persons shall be given an opportunity to be heard for or against the whole or any part of the proposed budget. Such hearing shall be conducted by a quorum of the School Committee. For the purposes of this section a quorum shall consist of a majority of the members of said School Committee." Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 127 255 Appendix B: School Finance and Accounting Fund Accounting Reading utilizes fund accounting as a means of organizing the financial records into multiple, segregated locations. A fund is a distinct entity within the municipal government in which financial resources and activity (assets, liabilities, fund balances, revenues, and expenditures) are accounted for independently in accordance with specific regulations, restrictions or limitations. There are four main funding sources for the Reading Public Schools: General Fund, Grant Funds, Revolving Funds and Capital Funds. General Fund General Fund revenue comes from the local revenues of the municipality which are raised primarily through local property taxes and fees. The next largest source of general fund revenue is state aid which includes state education funds (Chapter 70 funds). Other sources include transfers from other funds, such as enterprise funds or distributed earnings from Reading Municipal Light Department, or free cash reserves. All general fund revenues used to support the budget are subject to appropriation by Town Meeting. School expenses charged to the General Fund include expenses for district administration, regular education, special education, athletics, extracurricular activities, health services, technology and infrastructure maintenance, and school building maintenance. Grant Funds Grant Funds are awarded through an entitlement or competitive processes and must be used for their stated purpose. There are three main sources of grant funds: Federal, State and Private. Examples of these funds include: Federal: Title I, Title IIA, IDEA Sped 94-142 State: METCO, Academic Support Private: Project Lead The Way (PLTW) Special Revenue Funds Special Revenue or Revolving Funds allow the district to raise revenues for providing a specific service and use those revenues without further appropriation to support the service. There are a number of revolving funds including, but not limited to: • School Lunch (sales and costs associated with providing meals to students); • Athletics (user fees and gate receipts used to offset the cost of the athletic program); • Drama (user fees and ticket sales used to offset the cost of the drama program); • Full Day Kindergarten (tuition used to offset the cost of the full day kindergarten program); • RISE Preschool (tuition used to offset the program costs); • Guidance (revenue and expenses related college and career readiness programs); and • Extended Day (fees used to offset the cost of the extended day program). Capital Funds Capital Fund revenue comes from borrowing or direct outlay for capital or fixed asset improvements. Capital funds are project specific and require Town Meeting authorization. Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 128 256 School Department Account Structure Reading Public Schools classification of revenue adheres to the requirement of the Massachusetts Department of Elementary and Secondary Education (MA DESE. Revenues are tracked by funding source through separate funds. Below are the DESE Revenue categories Revenue Classification 1. General fund receipts: a. Tuition receipts, transportation fees, earnings on investments, rental fees, medical care and assistance, and other general fund revenue; b. The cash value of all non -revenue receipts. 2. State aid receipts: a. Chapter 70 (school aid), chapter 706(construction aid through MSBA) b. Pupil transportation, charter reimbursement and facilities aid, circuit breaker and foundation reserve 3. State and Federal Grant receipts: a. State grants or contracts received from the Department or any other state agency. b. Federal grants or contracts received from the Department, from other state agencies or from any other federal government source 4. Revolving and special fund receipts: a. School lunch receipts, including state and federal reimbursements b. Athletic and other student body receipts for admission for school events c. Tuition receipts for school choice or other receipts for adult education, community school programs, out of district tuitions or summer school. d. Other local receipts as permitted by law, such as culinary arts programs, insurance reimbursements, lost schoolbooks or costs of industrial arts supplies, self-supporting recreation and park services or rental of school facilities. e. Private receipts shall include all non-governmental grants or gifts. The classification of expenditures allows for tracking expenses by function and expense type. The Massachusetts Department of Elementary and Secondary Education (MA DESE) requires all school districts to maintain an account structure that, "provides school and instructional expenditure information with greater specificity for accountability purposes beginning in fiscal year 20023" Reading's account structure mirrors the account structure prescribed by MA DESE. The accounting structure allows the district to break out expenses in a variety of ways to compare and contrast spending trends and provide a clear breakout of actual and anticipated spending. Each year, districts must file the End of Year Pupil and Financial Report based on the MA DESE Expenditure classifications shown below. Expenditures - Functional Classification 1000 DISTRICT LEADERSHIP & ADMINISTRATION: Activities which have as their purpose the general direction, execution, and control of the affairs of the school district that are system wide and not confined to one school, subject, or narrow phase of school activity. 1100 General Administration 1110 School Committee 1200 District Administration 1210 Superintendent 1220 Assistant Superintendents 1 Massachusetts Department of Elementary and Secondary Education (DESE) website (Accounting and Auditing) Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 129 %jj TA 1230 District -Wide Administration (Grants Manager, Director of Planning) 1400 Finance and Administrative Services 1410 Finance and Business 1420 Human Resources, Benefits, Personnel 1430 Legal Services for School Committee 1435 Legal Settlements 1450 District wide Information Management and Technology (Expenditures that support the data processing needs of the school district, including student databases) 2000 INSTRUCTIONAL SERVICES: Instructional activities involving the teaching of students, supervising of staff, developing and utilizing curriculum materials and related services. Instructional services directly attributable to schools must be reported on a school basis, while district -wide services, such as supervisory may be reported on a district -wide basis. 2100 District wide Academic Leadership - managers responsible for delivery of student instructional programs at the district level 2110 Curriculum Directors (supervisory) 2120 Department Heads (non -supervisory) 2200 School Building Leadership: Building Level — Curriculum leaders, department heads, school principals and assistants, headmasters and deans. 2210 School Leadership — Building — Principal's Office 2220 School Curriculum Leaders/Department Heads — Building Level 2250 Building Technology (support school's daily operation, non -instructional) 2300 Instruction - Teaching Services 2305 Classroom Teachers — Certified teachers responsible for teaching designated curriculum to established classes or students in a group instruction setting, including music, art and physical education teachers. 2310 Specialist Teachers - Certified teachers who provide individualized instruction to students (in -class or pull out, one to one or small groups) to supplement the services delivered by the student's classroom teachers. 2315 Instructional Coordinators and Team Leaders (Non -Supervisory) — Includes curriculum facilitators, instructional team leaders and department chairs that are non - supervisory 2320 Medical/Therapeutic Services (Costs for Occupational Therapy, Physical Therapy, Speech, Vision and other therapeutic services that are provided by licensed practitioners) 2325 Substitutes - Include long and short term as well as certified and non -certified teachers who cover vacant positions or absences. 2330 Paraprofessionals/Instructional Assistants hired to assist teachers/specialists in the preparation of instructional materials or classroom instruction. 2340 Librarians and Media Center Directors 2350 Professional Development for teachers, support staff and school councils 2351 Professional Development Leadership Development 2353 Teacher/Instructional Staff -Professional Days 2355 Substitutes for Teachers/Instructional Staff at Professional Development Activities 2357 Professional Development Stipends, Providers and Expenses 2400 Instructional Materials and Equipment 2410 Textbooks and Related Software/Media/Materials 2415 Other Instructional Materials Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 130 258 2420 Instructional Equipment 2430 General Supplies 2440 Other Instructional Services 2450 Instructional Technology: (to support direct instructional activities) 2451 Classroom (Laboratory) Instructional Technology 2453 Other Instructional Hardware 2455 Instructional Software 2700 Guidance, Counseling and Testing Services 2710 Guidance 2720 Testing and Assessment 2800 Psychological Services (Salaries and expenses for psychological evaluation, counseling and other services provided by a licensed mental health professional) 3000 OTHER SCHOOL SERVICES: Other than instructional services. 3100 Attendance and Parent Liaison Services 3200 Health Services 3300 Student Transportation Services 3400 Food Services 3510 Athletic Services 3520 Other Student Activities 3600 School Security 4000 OPERATION and MAINTENANCE OF PLANT: Activities relating to the physical plant and maintenance activities for grounds, buildings and equipment. 4110 Custodial Services 4120 Heating of Buildings 4130 Utility Services 4210 Maintenance of Grounds 4220 Maintenance of Buildings 4225 Building Security System — Installation and Maintenance 4230 Maintenance of Equipment 4300 Extraordinary Maintenance 4400 Networking & Telecommunications: (to support the district's infrastructure) 4450 Technology Maintenance 5000 FIXED CHARGES: Retirement and insurance programs, rental of land and buildings, debt service for current loans, and other recurring items, which are not generally provided for under another function. 5100 Employee Retirement 5200 Insurance Programs 5250 Insurance for Retired School Employees 5260 Other Non -Employee Insurance 5300 Rental -Lease of Equipment 5350 Rental -Lease of Buildings 5400 Debt Service (Interest) on Current Loans - RANS 5450 Debt Service (Interest) on Current Loans - BANS 5500 Other Charges: (Other items of a recurrent nature for school purposes) 5550 Crossing Guards Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 131 259 6000 COMMUNITY SERVICES: Services provided by the school district for the community as a whole, or some segment of the community. 6200 Civic Activities 6300 Recreation Services 6800 Health Services to Non -Public Schools 6900 Transportation Services to Non -Public Schools 7000 ACQUISITION, IMPROVEMENT AND REPLACEMENT OF FIXED ASSETS: Acquisition of land or existing buildings, improvements of grounds, construction of buildings, additions to buildings, remodeling of buildings, or acquisition of initial or additional non instructional equipment exceeding the $5,000 unit cost and $100,000 extraordinary maintenance cost as defined in 603 CMR 10.00. 7100 Acquisition and Improvement of Sites 7200 Acquisition and Improvement of Buildings 7300 Acquisition and Improvement of Equipment 7350 Capital Technology 7400 Replacement of Equipment 7500 Acquisition of Motor Vehicles 7600 Replacement of Motor Vehicles 8000 DEBT RETIREMENT AND SERVICE: Retirement of debt and payment of interest and other debt costs. 8100 Long Term Debt Retirement/School Construction 8200 Long Term Debt Service/School Construction 8400 Long Term Debt Service/Educational Expenditures 8600 Long Term Debt Service/Other 9000 PROGRAMS WITH OTHER SCHOOL DISTRICTS: Transfers of payments to other school districts or to non-public schools for services provided to students residing in the sending city or town. 9100 Programs with Other Districts in Massachusetts 9110 School Choice Tuition 9120 Tuition to Charter Schools (Horace Mann or Commonwealth) 9200 Tuition to Out -of -State Schools 9300 Tuition to Non -Public schools 9400 Tuition to Collaboratives 9500 Payments to Regional School Districts Object Code Expenditures 01 Salaries Professional The full-time, part-time and prorated portions of payments to personnel services of a professional nature rendered to an education plan. Categories included as professional are Superintendents, Principals, Supervisors, Teachers, Librarians, Counselors, Psychologists and other professional educators. 02 Salaries Secretarial and Clerical Payments for a grouping of assignments to perform the activities of preparing, transferring, transcribing, systematizing or preserving communications, records and transactions, regardless of the level of skills required. Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 132 260 03 Salaries Other Payments for a grouping of assignments regardless of level of difficulty that relate to supportive services including: Custodians, Aides, Substitutes, Paraprofessional, Food Service Personnel, School Bus Drivers, Cross Walk Guards and other classified salaries not identified as professional, secretarial and clerical. 04 Contract Services Payments for services rendered by personnel who are not on the payroll and are not regular employees, including all related expenses covered by the contract. 05 Supplies and Materials Materials and items of an expendable nature that is consumed, worn out or deteriorated in use, loses its identity through fabrication or incorporation into a different or more complex unit or substance. These items are defined as having a unit price of under $5,000. 06 Other Expenditures Expenditures not chargeable to another object code, such as dues, subscriptions and travel for staff (e.g., food, coal, fuel oil, gas, file servers. Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 133 261 Public Works - Enterprise Funds FY17 Budgets Enterprise Funds Overview In case of infrastructure emergencies, a certain amount of Target financial reserves must be held aside. Current reserves are well in excess of these levels. Reserves ($ mil) Feb. `16 Target Surplus St. Water $0.9 $0.2 $0.7 Water* 3.2 1.1 2.1 Sewer 2.8 1.1 1.7 Combined $6.9 1 $2.4 $4.5 *includes 70k used at April 1010 1 own meering Water & Sewer MWRA assessments represent a significant portion of the Water (34%) and Sewer (81%) budgets. Early estimates from the MWRA are for 4% combined increases in FY17 and 5% to 6% for the next three years. Note that budgets alone do not determine rates, as will be explained further. Surplus Reserves may therefore be used to offset the increases in budgets, as has been a longstanding policy. Given what we know or project about the future, here is the current plan of use of Reserves: 262 Rates In March 2016 the Selectmen voted new rates for both water (+9.2%) and sewer (+1.2%) that are effective with the December 2016 billing. Recall that the rates voted in FY16 eliminated the 10% discount, which explains the apparent drop: Change in Annual Combined Water & Sewer Rates 20.0% 15.0% 10.0% 5.0% 0.0% - - - -- -7V-' -5.0% 2003 2004 2005 2006.2007 2008 2009 2010 2011 2012 2013 2014 2017 -10.0% Water/sewer rates are set by a combination of underlying budgets, use of reserves and the volume of water the community uses. Because about half of the total budget costs are fixed, water conservation efforts cause the town to `sell less water' which places upward pressure on rates. The chart below shows W Res. Used W Net Budget S Res. Used S Net Budget Combined Net Budg. FY17 $800k +8.9% none +1.1% +4.9% FY18 $550k +5.5% $550k +6.4% +6.0% FY19 $225k +5:5% $450k +6.4% +5.9% FY20 $125k +2.4% $600k +9.5% +6.0% Surplus Reserves -$450k 100k Rates In March 2016 the Selectmen voted new rates for both water (+9.2%) and sewer (+1.2%) that are effective with the December 2016 billing. Recall that the rates voted in FY16 eliminated the 10% discount, which explains the apparent drop: Change in Annual Combined Water & Sewer Rates 20.0% 15.0% 10.0% 5.0% 0.0% - - - -- -7V-' -5.0% 2003 2004 2005 2006.2007 2008 2009 2010 2011 2012 2013 2014 2017 -10.0% Water/sewer rates are set by a combination of underlying budgets, use of reserves and the volume of water the community uses. Because about half of the total budget costs are fixed, water conservation efforts cause the town to `sell less water' which places upward pressure on rates. The chart below shows the water usage forecasts we have used to set rates — the sharp rate increase in FYI was almost entirely driven by usage. Historical Rates & Budgets Since 2005, combined water and sewer annual budgets have increased at a 5.0% annual rate. However over that period combined rates have increased at an annual rate of 7.3% (removing the impact of the former 10% early payment discount). The largest driver of the difference is the continued water conservation efforts. Infrastructure Planning We do a thorough review at least twice each year to make sure our infrastructure repair and replacement planning is still on the best path forward. Recall that at November 2015 Town Meeting we sought $1.2 million in funding for the two most urgent sewer station rehab projects (West & Batchelder). We had funded such work the 263 year before but underestimated the cost and had to wait. These revised cost estimates were applied to all future sewer station rehab projects and to preserve annual budget increases below 7% they were spread out over more future years. Following is .a list of planned future sewer station projects. Naturally if sewer station conditions change then this list of priorities will change. In total this work is expected to cost about $10 million. The first pair of stations was pushed out one year from FY17 in order to accommodate a more urgent water main project described below. Charles & Sturges $3.Omil FY18 Grove, Joseph's Way & Small $1.3mi1 FY20 Collins, Strout & Brewer $2.1mi1 FY25 Longwood & Pittman $2.Omil FY29+ In recent years through what is planned through FY29 there will be about $17 million in water mains repairs. This leaves a balance that is expected to be about $23 million to be addressed after that. Note that many of current and past projects are replacing water mains build in the late 1890s. About 1,500 feet on Grove Street is in need of repair, so a $575,000 project is added to the capital plan in FY17. A series of water main breaks in the area brought the issue to our attention as it had not previously been scheduled for repairs in the short run. This highlights the difficulty of monitoring the condition of infrastructure below the ground. The storm water fund was been repairing drainage issues for several years, but recently five larger projects have appeared and need to be considered. The first two include $150,000 for a Grove Street project and $80,000 for a Bond Street project, each funded by reserves in FYI 7. The other three projects on Sturges & Main will need to be considered in the short term for FYI 8. Overhead calculations The Town Accountant revised the method of charging overhead costs to the Enterprise Funds based on some revised `best practices' that have evolved over the past few years from the state. The chart below summarizes these changes in the Water and Sewer Funds: FY16 (old) FY16 (new) FY16 (changes) FY17 Water $439,225 $521,787 +$82,562 $53107 Sewer 301,023 217,411 -83,612 221,619 Combined $740,248 $739,198 -$1,050 $753,506 In FY16 the Storm Water Fund had been directly allocated the cost of one engineering position and no overhead charges. While about 1.0 FTE of engineering work was devoted to new storm water projects, it involved more than one staff member. Therefore in keeping with the best practices this fund that engineering position was placed back into the General Fund and the same overhead method is used as shown above: 264 *FY16 wages and benefits figures for engineering position only FY16 (old) FY16 FY16 (new) (chan es) FY17 Storm Water none $86,964 $91,981 wages* 59,700 none none benefits* 18,000 none none Combined $77,700 $86,964 +$9,264 $91,981 *FY16 wages and benefits figures for engineering position only Enterprise Fund Budgets Assumptions for FY1 8-FY20: Local 3.0% 3.0% MWRA Water 7.9% 2.9% MWRA Sewer 7.6% 4.8% 3.0% Reserves certified April 1, 2016 Approved Percent Requested Percent Projected Percent Projected Percent Projected Percent No. *GF Offsets FY - 2016 Change FY - 2017 Change FY - 2018 Change FY - 2019 Change FY - 2020 Change Reserves (35,000) water SWN I Net Storm Water 350,800 -5.1% SWV TM Voted St Water Fund W1 *Wages 654,900 4.1% 680,425 3.9% 700,838 3.0% 721,863 3.0% 743,519 3.0% W2 *Expenses 734,500 13.8% 809,420 10.2% 833,703 3.0% 858,714 3.0% 884,475 3.0% W3 *GF Offsets 439,225 2.7% 551,888 25.7% 568,445 3.0% 585,498 3.0% 603,063 3.0% W4 Debt+Capital 1,788,675 -8.2% 2,625,429 46.8% 2,477,289 -5.6% 2,368,969 -4.4% 2,246,869 -5.2% WL Local Water Costs 3,617,300 -2.4% 4,667,162 29.0% 4,580,274 -1.9% 4,535,043 -1.0% . 4,477,926 -1.3% W5 MWRA Assessment 2,033,000 5.3% 2,125,000 4.5% 2,292,875 7.9% 2,359,368 2.9% 2,477,337 5.0% WG Gross Water Fund 5,650,300 0.3% 6,792,162 20.2% 6,873,149 1.2% 6,894,412 0.3% 6,955,262 0.9% W6 Reserves 150,000 800,000 550,000 225,000 125,000 WN Net Water Fund 5,500,300 -0.6% 5,992,162 8.9% 6,323,149 5.5% 6,669,412 5.5% 6,830,262 2.4% WV TM Voted Water Fund 5,211,075 0.1% 6,240,274 19.8% 6,304,704 1.0% 6,308,914 0.1% 6,352,199 0.7% Sewer S1 *Wages 290,950 0.7% 300,850 3.4% 309,876 3.0% 319,172 3.0% 328,747 3.0% S2 *Expenses 390,820 -3.3% 412,600 5.6% 424,978 3.0% 437,727 3.0% 450,859 3.0% S3 *GF Offsets 301,021 2.7% 229,953 -23.6% 236,852 3.0% 243,957 3.0% 251,276 3.0% S4 Debt+Ca ital 1,431,940 327.5% 192,940 -86.5% 729,911 278.3% 754,769 3.4% 1,141,126 51.2% SL Local Sewer Costs 2,414,731 82.8% 1,136,343 -52.9% 1,701,617 49.7% 1,755,625 3.2% 2,172,008 23.7% S5 MWRA Assessment 4,672,000 0.6% 4,800,000 2.7% 5,164,800 7.6% 5,412,710 4.8% 5,683,346 5.0% SG Gross Sewer Fund 7,086,731 18.8% 5,936,343 -16.2% 6,866,417 15.7% 7,168,335 4.4% 7,855,354 9.6% S6 Reserves 1,215,000 550,000 450,000 500,000 SN Net Sewer Fund 5,871,731 10.9% 5,936,343 1.1% 6,316,417 6.4% 6,718,335 6.4% 7,355,354 9.5% SV TM Voted Sewer. Fund 6,785,710 19.7% 5,706,390 -15.9% 6,629,565 16.2% 6,924,378 4.4% 7,604,078 9.8% L;ormmnedyy&b Local Water&Sewer 6,032,031 20.0% 5,803,505 -3.8% 6,281,890 8.2% 6,290,668 0.1% 6,649,933 5.7% MWRA Assessments 6,705,000 2.0% 6,925,000 3.3% 7,457,675 7.7% 7,772,079 4.2% 8,160,683 5.0% Gross W&S Budgets 12,737,031 9.8% 12,728,505 -0.1% 13,739,565 7.9% 14,062,747 2:4% 14,810,616 5.3% Reserves (1,365,000) (800,000) (1,100,000) (675,000) (625,000) Net W&S Budgets 11,372,031 5.0% 11,928,505 4.9% 12,639,565 6.0% 13,387,747 5.9°!° 14,185,616 6.0% Reserves certified Target Water 3,205,953 2,405,953 1,855,953 1,630,953 1,505,953 1,043,289 Sewer 2,824,512 2,824,512 2,274,512 1,824,512 1,324,512 1,178,303 Storm Water 951.526 701.526 701,526 701,526 701,526 200,000 95,400 130,030 91,981 305,000 btorm water 622,411 61.3% Y1 *Wages 152,400 5.9% Y2 *Expenses 83,400 37.4% Y3 *GF Offsets 97,583 3.0% Y4 Debt+Ca ital 150,000 -9.1% SWG Storm Water Fund 385,800 4.4% -2.9% Reserves (35,000) 964,575 SWN I Net Storm Water 350,800 -5.1% SWV TM Voted St Water Fund revs@$40 is $380k ($415k w/o disc.) $40 95,400 130,030 91,981 305,000 -37.4% 55.9% 100.0% 103.3% 622,411 61.3% 250,000 3.0% 372,411 6.2% 530,430 3.0% 142,087 $40 98,262 3.0% 101,210 3.0% 104,246 3.0% 133,931 3.0% 137,949 3.0% 142,087 3.0% 94,740 3.0% 97,583 3.0% 100,510 3.0% 645,917 111.8% 627,833 -2.8% 609,750 -2.9% 972,850 56.3% 964,575 -0.9% 956,594 -0.8% 972,850 161.2% 964,575 -0.9% 956,594 -0.8% 878,110 866,992 856,083 __> $100 $100 $100 265 Storm Water Enterprise Fund The Storm Water Division consists of some activities conducted under the general fund budget, and some in the enterprise fund budget. As a whole, the Division is responsible for the construction, maintenance and repair of all catch basins and storm drainage systems. Storm Water FY16 FY17 —Change Wages 152,400 $95,400 -37.4% Expenses 83,400 130,030 +55.9% GF overhead none 91,981 new Debt & Capital 150,000 305,000 +103.3% TOTAL $385,800 $622,411 +61.3% Use of Reserves 35,000 250,000 Net Budget_ $350,800 $372,411 +6.2% Note. the change that has been mentioned on the overhead accounting allocation. This budget removes the direct costs of an Engineering position and then pays about $9,000 more in net overhead for DPW general fund staff, plus some additional charges for Administrative Services and Finance staff that are consistent with the method used in the other two Enterprise Funds. One new $50,000 expense for MS4 permitting relates to new federal storm water regulations expected to be put in place by May 2016 and drives that category. 266 As mentioned, two drainage projects are urgent for FY 17: $150,000 on Grove Street and $80,000 on Bond Street. Generic drainage work is reduced from $125,000 to $50,000 to partly offset these costs. That $40 annual charge for single family homes, and the analogous per square foot charge based on impervious surface for commercial customers, produces about $390,000 in annual revenues. Thus the FY 17 budget will not require any change to that $40 charge; however a heavy dose ($250,000) of reserves allow these capital projects to occur. Three drainage projects for Sturges Park, Main Street and Minot Street in the amount of $1.55 million are planned for FY 18 as a debt financing. If these plans continue, the $40 fee will need to be raised to $100 per household next year. Future work on the large river projects will cause future increases as well. 04/01/2016 09:56 TOWN OF READING P 12 blelacheur (NEXT YEAR BUDGET HISTORICAL COMPARISON bgnyrpts PROJECTION: 20172 FY17 ENTERPRISE FUNDS FOR PERIOD 99 ACCOUNTS FOR: STORM WATER MANAGEMENT PRIOR FY3 PRIOR FY2 LAST FYI CY CY REV PROJECTION PCT ACTUALS ACTUALS ACTUALS ACTUALS BUDGET LEVEL 2 CHANGE 0428 STORM WATER MANAGEMENT 03 SALARIES 6.5003.511_-_-5-1.1-4.13. STMWTR SKILLED LABORER 37,542.31 39,797.28 81,833.76 63,103.28 85,700.00 87,900.00 2.6% 65003511 511417 STM WTR LABORER 35,657.36 36,462.72 564.48 .00 .00 .00 .0% 650.03_511..-.-5.1.1.45.3 STMWTR ASST CIVIL ENGINEER 52,957.61 54,667.31 56,481.61 40,414.20 58,700.00 .00 -100.0% 6...$-0_03-5-11.__5.15-Q0.-0.. STM WTR - OVERTIME 4,122.24 2,793.79 4,043.24 1,382.40 4,500.00 4,000.00 -11.1% 516050. OUT OF GRADE WORK 2,612.35 1,523.68 999.52 298.80 3,500.00 3,500.00 .0% TOTAL SALARIES 132,891.87 135,244.78 143,922.61 105,198.68 152,400.00 95,400.00 -37.4% 05 EXPENSES 6500.5-5.19-__-51900.-0. STMWTR MEDICARE BENEFITS 1,983.14 1,242.22 1,414.00 .00 1,750.00 2,000.00 14.3% 65005519 519700 STMWTR PENSION ASSESSMENT 2,210.00 2,309.00 13,060.00 13,648..00 13,650.00 10,030.00 -26.5% 65005519 519750 STMWTR OPEB CONTRIBUTIONS 5,570.00 5,783.00 6,000.00 .00 6,000.00 6,000.00 6_50.05524524-4...2-8 DRAINAGE MAINTENANCE 10,812.88 6,522.13 4,920.42 9,479.51 25,000.00 25,000.00 6_50.015527--__52.7301 STM WTR EQUIPMENT RENTAL .00 .00 .00 .00 5,000.00 5,000.00 .0% STM WTR PROF/TECH SSERVICES _6$00.5_53.0.-__53-04-0-0. 200.00 790.75 1,516.90 .00 5,000.00 5,000.00 65005530 530336 MS4 PERMITTING .00 .00 .00 .00 .00 50,000.00 .011 6500-5.53.-..1.,...,_531000 PROFESSIONAL DEV/TRAINING .00 1,375.00 600.00 .00 2,000.00 2,000.00 .0% 65.0.055-545.54_0-00 STM WTR CLOTHING ALLOWANCE 700.00 700.00 .00 .00 .00 .00 .0% 6-500-55.7..4._._5740-00- STMWTR HEALTH INS PREMIUMS 10,275.24 10,840.80 15,617.03 14,267.97 25,000.00 25,000.00 .0% TOTAL EXPENSES 31,751.26 29,562.90 43,128..35 37,3.95.48 83,400.00 130,030.00 55.9% 08 CAPITAL EXPENDITURES 65008,58,4_58,14 13 STMWTR EXCAVATOR 54,479.23 .00 .00 .00 .00 .00 0 65008588 588412 STRM WTR DRAINAGE IMPROVEMENTS 24,975.50 .00 17,663.17 68,742.73 125,000.00 50,000.00 -60.0% 267 04/01/2016 09:56 (TOWN OF READING blelacheur NEXT YEAR BUDGET HISTORICAL COMPARISON PROJECTION: 20172 FY17 ENTERPRISE FUNDS ACCOUNTS FOR: STORM WATER MANAGEMENT PRIOR FY3 PRIOR FY2 LAST FYI CY ACTUALS ACTUALS ACTUALS ACTUALS 0990 OTHER FINANCING SOURCES/USES 02 OTHER FINANCING SOURCES 65.0.02490_49.0.0.9..9. TRANS FROM MULTI -YR PROJECT FD .0% -35,000.00 -250,000.00 -75,736.73 .00 .00 .00 65002490 499990 STM WTR FREE CASH OP BUDSUPRT 350,800.00 372,412.00 6.2% -25,000.00 -30,000.00 .00 -35,000.00 TOTAL OTHER FINANCING SOURCE -100,736.73 -30,000.00 .00 -35,000.00 TOTAL OTHER FINANCING SOURCE -100,736.73 -30,000.00 .00 -35,000.00 TOTAL STORM WATER MANAGEMENT 144,711.42 134,807.68 145,772.97 179,822.89 GRAND TOTAL 9,938,846.36 9,534,666.57 9,623,734.36 7,894,896.68 ** END OF REPORT - Generated by Bob LeLacheur ** IP 14 bgnyrpts FOR PERIOD 99 CY REV PROJECTION PCT BUDGET LEVEL 2 CHANGE .00 .00 .0% -35,000.00 -250,000.00 614.3% -35,000.00 -250,000.00 614.3% -35,000.00 -250,000.00 614.3% 350,800.00 372,412.00 6.2% 11,722,831.00 12,300,918.00 4.9% Storm Water Enterprise Fund Capital + Debt _ Approved Requested FY17.29 Storm Water Ent. Fund Capital & FY -2016 FY -2017 FY -2018 FY -2019 FY -2020 FY -2021 FY -2022 FY -2023 FY -2024 FY -2025 FY -2026 FY -2027 FY -2028 FY -2029 TOTAL Storm Water Capital ,000 75,000 75,000 75,000 600,000 75,000 100,000 100,000 100,000 100,000 125,000 125,000 125,000 1,980,000 _ Storm Water Debt570,917 552,833 534,750 - 1,085,000 1,046,250 1,007,500 968,750 930,000 891,250 852,500 813,750 9,253,500 Total Capital & Debt ,000 645,917 627,833 609,750 600,000 1,160,000 1,146,250 1,107,500 1,068,750 1,030 000 1,016 250 977,500 938,750 11,233,500 Storm Water CAPITAL ,000 75,000 75,000 75,000 600,000 75,000 100,000 100,000 100,000 100,000 125,000 125,000 125,000 1,980,000 Drainage Improvm. (projects) MS4 Permit: Consult & Lab test5,000 Bond St outfall and drainage0,000 Grove St drainage Sturges Park $200k/3yr 1 0,000 T11 0,000150,000 75,000 Debtx 75,000 Debtx 75,000 DebtxMain 75,000 75,000 100,000 100,000 100,000 _ 100,000 125,000 125,000 125,000 1,200,000 25,000 80,000 St Drain repair $900k/3yr 1_ Debtx Debtx _Debtx Minot St (side streets) $450k/3y� 1Debtx Deb& Debtx Saugus River Design/Permit_ 200,000 200,000 Saugus River Improv. (1) $2mil 2 Debtx Debtx Debtx Debtx Debtx Debtx Debtx Debtx Saugus River Improv. (II) $2mil 3_ Debtx Debtx Debtx Debtx Debtx Debtx Debtx Debtx Aberjona River Design/Permit _� 150,000 150,000 Aberjona River Improv. $2.2mi1 4 Sweeper: Elgin Pelican 1 175,000 Debtx Debtx Debtx Debtx Debtx Debtx Debtx Debtx 175,000 Storm Water DEBT 570,917 552,833 534,750 1,085,000 1,046,250 1,007,500 968,750 930,000 891,250 852,500 813,750 9,253 500 Drainage Projects $155 mil 1 570,917 552,833 534,750 1,658,500 Saugus Riverlmprov.(1) 2 337,500 325,000 312,500 300,000 287,500 275,000 262,500 2,450,000 Saugus River Improv. (ll) 3 337,500 325,000 312,500 300,000 287,500 275,000 262,500 2,450,000 Aberjona River Improv. 4 L775,000 371,250 357,500 343,750 330,000 316,250 302,500 288,750 2,695,000 i Repayment of Principal: 516,667 516,667 516,667 775,000 775,000 775,000 775,000 775,000 775,000 775,000 7,750,000 Drainage Projects $155 mil 1 516,667 516,667 516,667 1,550,000 Saugus River Improv. (1) 2 __ 250,000 250,000 250000 250,000 250,000 250,000 250,000 250,000 2,000,000 Saugus River Improv. (II) 3 250,000 250,000 250,000 250,000 250,000 250,000 250;000 250,000 2,000,000 Aberjona River Improv. 4 _ 275,000 275,000 275,000 275,000 275,000 275,000 275,000 275,000 2,200,000 Interest on Long Term Debt: Drainage Projects $1.7 mil 1 _ 54,250 54,250 _ 36,167 36,167 18,083 18;083 310,000 271,250 232,500 193,750 155,000 116,250 77,500 38,750 1,503,500 108,500 Saugus Riverlmprov.(1 2 1 100,000 87,500 75,000 62,500 50,000 37,500 25,000 12,500 450,000 Saugus River Improv. (11) 3 1 100,000 87,500 75,000 62,500 50,000 37,500 25,000 12,500 450,000 AberonaRiver Improv. 4 110,000 96,250 82,500 68,750 55,000 41,250 27,500 13,750 495,000 269 1 of 1 Water Enterprise Fund Water Supply is responsible for the administrative management, operation, technical support, maintenance and security of the drinking water supply in accordance with all Federal, State and local regulations. Water Distribution is responsible for maintaining and operating the municipal water distribution system in accordance with industry standards and all applicable regulations. In addition, this division oversees water meter installation, repair and meter reading as well as the maintenance of all fire hydrants. Water Fund FY16 FY17 Chan e Wages $654,900 $680,425 +3.9% Exp (non-MWRA) 734,500 809,420 +10.2% GF overhead 439,225 551,888 +25.7% Debt + Capital 1,788,675 2,625,429 +46.8% Local Costs $3,617,300 $4,667,162 MWRA Expense 2,033,000 2,125,000 +4.5% Gross budget $5,650,300 $6,792,162 +20.2% Use of Reserves 150,000 800,000 Net Budget] $5,500,300 $5,992,162 +8.9% There is no change in staffing levels. Local expenses are also driven higher by a change in the pension assessment with very few other notable changes. The sharp increase in debt and capital reflects that somewhat urgent $575,000 water main repair on Grove Street, and note that Reserves more than cover that cost. The MWRA assessment has a much smaller impact on this budget, and future charges are also expected in the 5% to 8% annual range. 270 04/01/2016 09:56 TOWN OF READING Ibgnyrpts blelacheur NEXT YEAR BUDGET HISTORICAL COMPARISON FOR PERIOD 99 PROJECTION: 20172 FY17 ENTERPRISE FUNDS ACCOUNTS FOR: WATER PRIOR FY3 PRIOR FY2 LAST FYI CY CY REV BUDGET PROJECTION LEVEL 2 PCT CHANGE ACTUALS ACTUALS ACTUALS ACTUALS 0450 WATER - OPERATIONS 05 EXPENSES 6.100.5_5.1.9.5.1.9000. WTR MEDICARE EMPL BENEFITS 8,613.66 8,000.00 9,000.00 12.5% 6,783.52 7,129.76 .00 61005519 519700 WTR RETIREMENT ASSESSMENT 113,368.00 118,470.00 118,500.00 166,920.00 40.9% 73,126.00 76,417.00 6,100551.9._..519750. WATER OPEB CONTRIBUTIONS 50,000.00 50,000.00 50,000.00 47,664.00 45,215.00 .00 6100..5529,__5.2.9_4._3_3 WTR GEN HAZARD WASTE DISPOSAL 10,000.00 10,000.00 .0% 5,978.34 7,925.50 5,016.50 .00 61005.530_.__53.0105 PRINTING SERVICES FORMS ETC 381.19 .00 .00 .0% .00 .00 .00 61005530 530480 WTR GEN PRIMACEY ASSMNT 5,036.17 5,064.39 5,500.00 5,500.00 .0% 5,454.45 5,076.37 510.0.5.530.._53_04.91 WTR GEN PURCH SVC WAKEFIELD 7,406.42 7,434.02 00 8,000.00 8,000.00 .0% 61.0.0.5_5.3.1__5_._3..1000. 7,636.44 WTR GEN PROF DEV/TRAINING 4,046.50 1,668.48 7,500.00 7,500.00 .0% 2,445.00 5,390.00 6.1.0055.5.8. 55.845.0. WATER CONSERVATION PROMOTION 13,278.50 40,000.00 40,000.00 0% .00 13,630.96 22,860.00 61005574 574000 WTR HEALTH INSURANCE PREMIUM 175,517.13 142,611.70 190,000.00 210,000.00 10.50 132,738.75 142,062.71 61005574 574004 WTR OPT -OUT HEALTH INS PMNT 1,500.00 .00 .00 .0% 3,000.00 4,500.00 .00 610.0_5574_.574_0.10. WTR PROP & CASUALTY INS PREM 26,877.00 27,669.00 31,436.00 33,813.14 35,000.00 37,000.00 5.7% 61.005574__57455.0 WTR WORKER COMP INS PREM 16,177.00 12,710.00 14,172.00 14,474.88 15,000.00 16,000.00 6.70 TOTAL EXPENSES 327,880.50 355,132.72 438,999.98 329,762.28 487,500.00 559,920.00. 14.9% 07 DEBT SERVICE 61.,007530_530705 WTR FUND DEBT ISSUANCE COSTS .00 .0% .00 2,500.00 .00 .00 .00 61007521_...591000 WTR GEN LONG TM DEBT PRINCIPAL 935,000.00 935,000.00 1,336,200.00 1,076,200.00 1,236,200.00 1,586,200.00 28.3% 61007591 592000 WTR GEN LONG TERM DEBT INT 366,670.00 339,905.00 280,452.50 151,879.85 352,475.00 349,229.00 -.9% TOTAL DEBT SERVICE 1,301,670.00 1,277,405.00 1,616,652.50 1,228,079.85 1,588,675.00 1,935,429.00 21.8% 09 OTHER FINANCING USES 61009596 596111 WAGE SUPPORT -ADM SVCS 15,194.04 30,351.00 80,588.04 80,588.04 82,804.00 28,472.00 -65.6% 271 04/01/2016 09:56 OF READING r bgnyrpts blelacheur (TOWN NEXT YEAR BUDGET HISTORICAL COMPARISON FOR PERIOD 99 PROJECTION: 20172 FY17 ENTERPRISE FUNDS ACCOUNTS FOR: WATER PRIOR FY3 PRIOR FY2 LAST FY1 CY CY REV PROJECTION PCT ACTUALS ACTUALS ACTUALS ACTUALS BUDGET LEVEL 2 CHANGE 6100.9..5.9.6_5,96.11 2, EXP SUPPORT- ADM SVCS 35,709.96 36,692.00 18,480.00 -49.6% .00 .00 35,709.96 61009596 596121 WAGE SUPPORT-ACCOUNTING .00 .00 .0% 10,280.04 10,640.04 .00 .00 610095°6 596122 EXP SUPPORT-ACCOUNTING .00 .0% 183.96 189.96 .00 .00 .00 61009.5.96...,..5961.31 WAGE SUPPORT-FINANCE 32,673.00 33,816.96 36,912.96 36,912.96 37,928.00 24,490.00 -35.4% 610095.96 596.13.2. EXP SUPPORT-FINANCE 22,086.00 22,858.80 23,856.00 23,856.00 24,512.00 5,025.00 -79.5% 61009596 596141 WAGE SUPPORT-HUMAN RESOURCES .00 .0% 4,998.00 5,172.96 .00 .00 .00 61009596 596142 EXP SUPPORT-HUMAN RESOURCE .00 .0% 2,309.04 2,390.04 .00 .00 .00 6.10_0.95_. 9_65.9.oa51 WAGE SUPPORT-TECHNOLOGY .00 .00 .0% 32,412.96 33,546.96 .00 .00 610095,96-5-9-615.2 EXPSUPPORT-TECHNOLOGY .00 .00 .01 31,026.00 32,112.00 .00 .00 161 WAGE SUPPORT-DPW 106,784.04 110,520.96 114,390.00 114,390.00 117,536.00 364,918.00 210.5% 61009596 596171 WAGE SUPPORT-ENGINEERING 100,374.96 103,887.96 107,523.96 107,523.96 110,481.00 .00 -100.0% 61009_.59_.6__...5...9....6...1_81 WAGE SUPPORT-HIGHWAY 6,864.96 7,104.96 7,353.96 7,353.96 7,556.00 .00 -100.0% 6.10._0.9596_596.182 EXP SUPPORT-DPW 19,728.96 20,420.04 21,135.00 21,135.00 21,716.00 110,503.00 408.9% 61_009599_599900 PAYMENT OF REFUNDED DEBT .0% .00 .00 1,732,571.95 .00 .00 .00 TOTAL OTHER FINANCING USES 384,915.96 413,012.64 2,160,041.83 427,469.88 439,225.00 551,888.00 25.7% TOTAL WATER - OPERATIONS 2,014,466.46 2,045,550.36 4,215,694.31 1,985,312.01 2,515,400.00 3,047,237.00 21.1% 272 04/01/2016 09:56 TOWN OF READING (NEXT r bgnyrpts blelacheur YEAR BUDGET HISTORICAL COMPARISON PROJECTION: 20172 FY17 ENTERPRISE FUNDS FOR PERIOD 99 ACCOUNTS FOR: WATER PRIOR FY3 PRIOR FY2 LAST FYI CY CY REV PROJECTION PCT ACTUALS ACTUALS ACTUALS ACTUALS BUDGET LEVEL 2 CHANGE 0451 WATER - DISTRIBUTION 03 SALARIES 610135.1.1 511.0.1.0 WTR ADMIN ASST .00 20,282.44 11,180.76 .00 .00 .00 .0% 61013511 511014 WTR SENIOR ADMIN ASSISTANT .00 .00 10,868.19 16,870.15 23,800.00 24,400.00 2.5% 6.1013511___5114.01 WTR DIST SUPERVISOR 40,237.58 40,001.20 36,769.68 36,130.99 38,050.00 40,350..00 6.0% 61.013.5.11_.....5.1.14.0.3 WTR DIST FOREMAN 61,658.25 61,957.60 56,697.21 51,554.17 70,000.00 71,850.00 2.6% 61.013.51.1.._.._51.14015_ WTR DIST WORKING FORMAN 102,659.22 99,180.19 105,868.85 82,007.20 109,850.00 114,925.00 4.6% 61013511 511406 WATER QUALITY/ SUPPLY COORDINA .00 .00 27,139.84 47,065.77 .00 68,450.00 .0% 6._101351._l_..._5.1.1.40.9 WTR DIST EQUIPMENT OPERATOR 143,252.16 136,185.29 127,974.00 117,3.95.36 159,750.00' 163,950.00 2.6% ,6.1.0.13511_._511413. WTR DIST SKILLED LABORER 42,478.12 33,382.64 40,322.29 40,348.73 42,000.00 84,900.00 102.1% 6_10,13511__„_51.14_17 WTR DIST LABORER 67,137.44 70,281.44 72,646.88 47,568.41 77,400.00 37,600.00 -51.4% 61013511 511471 WTR DIST CLERK(S) 00 18,242.11 .00 .00 .00 .00 61013511 511481 WTR DIST SNOW REMOVAL -5,169.94 -9,821.71 -7,870.30 :00 -6,500.00 -7,000.00 7.7% 6_10._13511_ 5150.00 WTR DIST WAGES OVERTIME 50,679.67 40,159.66 63,633.75 32,364.07 50,000.00 55,000.00 10.0% 61..013.511__5..1_60.5_0 WTR DIST OUT OF GRADE WORK 5,119.24 6,219.94 5,627.40 4,088.40 5,000.00 5,000.00 .0% 61_4.13511_.__510_0.60 WTR DIST ON-CALL PREM 10,752.00 10,812.87 12,040.68 8,640.00 11,600.00 11,000.00 -5.2% 61013511 516080 WTR DIST WGS LONGEVITY 5,550.00 44,083.00 3.5,558.00 .00 .00 .00 61013512 5120 WTR DIST WAGES TEMP 4,990.58 8,661.60 7,192.75 6,356.12 9,000.00 10,000.00 11.1% 610.13517._._517017. WTR DIST SICK LEAVE BUYBACK .00 39,946.70 -5,385.00 3,821.00 .00 .00 .0% TOTAL SALARIES 547,586.43 601,332.86 600,264.98 494,210.37 589,950.00 680,425.00 15.3% OS EXPENSES 6_7915521__521301 WTR DIST ELECTRICITY 9,166.42 8,583.53 10,699.59 8;418.65 10,000.00 10,000.00 .0% 6.1015521.__52.1303. WTR DIST NATURAL GAS 269.12 261.40 260.80 197.17 500.00 500.00 .0% 61015521 521392 WTR DIST WIRELESS COMMUNICATI 2,452.46 .00 .00 .00 .00 .00 .09. 273 04/01/2016 09:56 (TOWN OF READING P y bgnyrpts blelacheur NEXT YEAR BUDGET HISTORICAL COMPARISON PROJECTION: 20172 FY17 ENTERPRISE FUNDS FOR PERIOD 99 ACCOUNTS FOR: WATER PRIOR FY3 PRIOR FY2 LAST FY1 CY CY REV PROJECTION PCT ACTUALS ACTUALS ACTUALS ACTUALS BUDGET LEVEL 2 CHANGE 61.0.1.5.530_ 530.4._2__0. WTR DIST POLICE DETAILS 10,674.88 15,102.34 14,752.17 8,898.37 17,500.00 17,500.00 .0% 61015530 530470 WTR DIST WATER SYSTEM 13,509.50 14,169.55 7,150.00 7,478.15 10,000.00 10,000.00 .0% 61015530 530472 WTR DIST MAIN PIPE/HYDRANT 11,470.00 12,281.25 4,306.50 9,990.00 10,000.00 10,500.00 5.0% 6.1. 015530 53_,0474, WTR DIST SERVICE PIPE/METER 68,936.41 50,891.33 52,974.75 29,236.58 5,000.00 7,000.00 40.0% 610.1$53 -.__53.047.8. WTR DIST CROSS CONN INSP 5,280.00 5,580.00 5,420.00 2,288.00 8,000.00 8,000.00 .0% 6101553L531000 WTR DIST PROF DEV/TRAINING 4,445.00. 1,750.00 .00 849.00 .00 .00 .0% 51015536 536000 WTR DIST SFTWR LIC & SUPP 5,339.80 9,400.19 4,989.24 12,547.81 7,500.00 7,500.00 .0% 6101554.0 54C47.0. WTR DIST GEN SUPPLIES/SERVIC 21,449.16 25,282.25 22,339.10 35,908.70 .30,000.00 32,500.00 8.3% 6.1015_540..__54..047.2.. WTR DIST MAIN PIPE/HYDRANT 28,354.89 21,896.85 26,317.40 30,969.39 30,000.00 32,500.00 8.3% 610155.4_0 540474. WTR DIST SERVICE METERS 420.00 .00 9,946.75 27,607.82 55,000.00 50,000.00 -9.1% 61015554 554000 WTR DIST UNIFORMS AND CLOTHI 3,891.52 4,185.47 .00 .00 .00 .00 .0% 6.101557.8.._578.100. WTR DIST LICENSES 460.00 1,143.00 690.00 1,012.00 1,550.00 1,500.00 -3.2% TOTAL EXPENSES 183,424.16 168,777.16 160,695.30 178,997.64 185,050.00 187,500.00 1.3% 08 CAPITAL EXPENDITURES 6.1.018.58.4__..5.84.4.06 WATER DUMP TRUCK .00 .00 .00 119,904.55 150,000.00 .00 -100.0% WTR CAR #2 .00 .00 .00 00 00 35,000.00 .0% 61..0._185_84_.__5844.1.8. UNIDIRECTIONAL FLUSHING 30,000.00 .00 .00 .00 .00 .00 .0% 61018585 585452 WATER BOOSTER STATION TECH .00 .00 .00 5,000.00 .00 .00 61018585 585461 WATER TANK INSPECTION .00 .00 -768,905.80 .00 .00 .00 6_ 1.0_l85_8..8,...__5884S_0 WTR DIST SYSTEMS 00 .00 11,282.00 .00 50,000.00 50,000.00 .0% 610_18.5$..8...._.588466.. WATER MAIN GROVE ST 575,000.00 .00 .00 .00 .00 .00 .0% 61018588 588468 LARCH LANE WATER MAIN 47,616.59 .00 .00 .0% .00 .00 .00 TOTAL CAPITAL EXPENDITURES .00 .00 -710,007.21 124,904:55 200,000.00 690,000.00 245.0% TOTAL WATER - DISTRIBUTION 731,010.59 770,110.02 50,953.07 798,112.56 975,000.00 1,557,925.00 59.8% 274 04/01/2016 09:56 (TOWN OF READING Y tu bgnyrpts blelacheur NEXT YEAR BUDGET HISTORICAL COMPARISON PROJECTION: 20172 FY17 ENTERPRISE FUNDS FOR PERIOD 99 ACCOUNTS FOR: WATER PRIOR FY3 PRIOR FY2 LAST FY1 CY CY REV PROJECTION PCT ACTUALS ACTUALS ACTUALS ACTUALS BUDGET LEVEL 2 CHANGE 0452 WATER - SUPPLY / TREATMENT 03 SALARIES _61023511 511.46_1_. WTR SUPPLY 85,425.60 PLANT SUPERVISOR 86,610.24 86,220.80 .00 60,450.00 .00 -100.0% 61023511 511481 WTR SUPPLY -328.56 SNOW REMOVAL -1,327.36 -1,315.20 .00 -500.0.0 .00 -100.0% 6_1.0.23.5.1151_5.0.00 WTR SUPPLY -OVERTIME 7,074.35 2,820.64 1,284.05 .00 5,000.00 .00 -100.015 TOTAL SALARIES 92,171.39 88,103.52 86,189.65 .00 64,950.00 .00 -100.0% 05 EXPENSES 61.0.2.5.5.2.1...521301 WTR SUPPLY 18,122.42 ELECTRICITY 18,693.09 18,656.18 15,030.34 20,000.00 20,000.00 .0% 08. WTR SUPPLY 1,416.00 FUEL OIL .00 .00 .00 3,000.00 3,000.00 .0% 6.1_02552.1_52.13.09. WTR SUPPLY 214.72 WATER /SEWER 214.72 161.04 172.96 500.00 500.00 .016 61025521 521390 WTR SUPPLY 830.81 TELEPHONE 894.01 1,108.52 503.31 2,500.00 2,500.00 .0% 61025530 530000 WTR SUPPLY 16,207.33 PROF/TECH SV 1,351.10 13,209.87 1,038.03 10,000.00 10,000.00 .0% 6102550_.__.54.0,_00.0 WTR SUPPLY 1,801.79 SUPPLIES/EQUIPMEN 2,313.74 41762.58 4,173.85 6,000.00 6,000.00 .0% 6102.554_0_.__54045.5. WTR SUPPLY 9,401.82 WELLS 6,246.11 10,576.30 4,164.17 20,000.00 20,000.00 .0% 61.0255 X3....._56.3400. WTR SUPPLY 1,811,212.00 MWRA 1,854,203.00 1,931,410.00 1,626,212.80 2,033,000.00 2,125,000.00 4.5% TOTAL EXPENSES 1,859,206.89 1,883,915.77 1,979,884.49 1,651,295.46 2,095,000.00. 2,187,000.00 4.4% 08 CAPITAL EXPENDITURES 6.1.0285_.8..4.___584407 WATER SUPPLY PICKUP TRUCK 35,219.16 .00 .00 .00 .00 .00 .0% TOTAL CAPITAL EXPENDITURES 35,219.16 .00 .00 .00 .00 .00 .0% TOTAL.WATER - SUPPLY / TREAT 1,986,597.44 1,972,019.29 2,066,074.14 1,651,295.46 2,159,950.00 2,187,000.00 1.3% 275 04/01/2016 09:56 (TOWN OF READING blelacheur NEXT YEAR BUDGET HISTORICAL COMPARISON PROJECTION: 20172 FY17 ENTERPRISE FUNDS ACCOUNTS FOR: WATER PRIOR FY3 PRIOR FY2 LAST FY1 ACTUALS ACTUALS ACTUALS 0990 OTHER FINANCING_SOURCES/USES 02 OTHER FINANCING SOURCES .00 610.0_.2. 490_4-9.O 099 TRANS FROM MULTI -YR PROJECT FD .00 -148,313.00 -45,364.91 61002490 490900 PREMIUM ON BOND SALE .0% .00 .00 610024.904910 0-0- BOND PROCEEDS -150,000.00 -150,050.00 .00 .00 61.002.4.9...0.......4.99.9.9.0. WTR FREE CASH OP BUD SUPPORT .0% -150,000.00 -870,000.00 TOTAL OTHER FINANCING SOURCE -150,000.00 -150,050.00 -298,313.00 -915,364.91 09 OTHER FINANCING USES 5,500,300.00 6..1..00.959..0.._599.9.10 WTR DEBT ISSUE COSTS .00 .00 TOTAL OTHER FINANCING USES .00 .00 TOTAL OTHER FINANCING SOURCE -298,313.00 -915,364.91 TOTAL WATER 4,433,761.49 3,872,314.76 .00 178,150.60 -1,561,000.00 -100,000.00 -1,839,150.60 6,780.58 6,780.58 -1,832,370.02 4,500,351.50 276 (P 11 bgnyrpts FOR PERIOD 99 CY CY REV PROJECTION PCT ACTUALS BUDGET LEVEL 2 CHANGE .00 .00 .00 .01-. .00 .00 .00 .0% .00 .00 .00 .0% -150,000.00 -150,050.00 -800,000.00 433.2% -150,000.00 -150,050.00 -800,000.00 433.2°' .00 .00 .00 .0% .00 .00 .00 .0% -150,000.00 -150,050.00 -800,000.00 433.2% 4,284,720.03 5,500,300.00 5,992,162.00 8.9% Water Enterprise Fund Capital + Debt 277 1 of 3 Approved Requested Projected ==> egen : Debt(issued) and Debix (notyet approve FY17.29 Watyifa. and Capital& DebttFY: FY -2016 FY•20 77 FY -2018 FY -2019 FY -2020 FY -2021 FY -2022 FY -2023 i FY -2024 I FY -2025 FY -2026 FY -2027 FY -2028 FY -2029 TOTAL Total Capital & Debt 1,788,675 2,625,429 2,477,289 2,368,969 2,246,869 2,226,054 2,238,383 1,726,712 2,560,640 2,096,075 2,057,804 1,655,445 1,363,800 905,000 26,548,468 Water CAPITAL 200,000 690,000 290,000 305,000 225,000 100,000 159,000 139,000 100,000 100,000 135,000 135,000 160,000 125,000 2,663,000 Water Supply ___ _ MWRA ($3.18mil partial join) 2: Debt Debt Debt Debt Debt Debt Debt Debt Debt Debt Debt Debt _i MWRA ($7.8mil full join) 3 i Debt Debt Debt Debt Debt Debt Debt Debt Debt Debt Debt Debt Debt WTP demo & chlorine ($800k)� $ w Well Abandonment 4: Debt Debt Debtl 225,000 �m�__ _ 225,000 #3 Replace Pickup Truck (200.3) Water Distribution w 39,000 -4 _�. T 39,0 WM:Haverhill&Howard ($2.285m) 5ar Debt Debt Debt Debt Debt . Debt Debt M. MWRA loan to be used 5b i Debt Debt Debt Debt. Debt Debt Debt NM Phase 1 R#1$4.01261110yr fi Debt Debt Debt Debt Debt Debt Debt Debt Debt WM Phase 1 R#2 $3.5mil/loyr 6b Debt Debt Debt Debt Debt Debt Debt Debt Debt Debt WM Reading Phase 2 $6.561110y 10 debtx debtx debtx debtx debtx debix WM Reading Phase 3 $7.5miMA WM Reading Phase 4 $15mi1/TBA WM: Larch Lane WM: Grove St (1500 ft) Unidirectional Flushing Program WM Lining Program 50,00_0 575,000 30,000 50,000 30,000 50,000 30,000 50,000 30,000 75,000 75,000 75,000 100,000 _ 100,000 100,000 35,000 100,000 35,000 100,000 35,000 100,000 575,000 225,000 125,000 1,100,000 Meter Replacements $800k/7yr 8 debtx debtx debt, debtx debtx debtx debtx Tank Inspect & Design: Auburn 25,000 25,000 Tank Maint: Auburn $1.2 mil/5yr 7 debtx Bear Hill Storage Tank ($2.0 mil) - remove pending MWRA 2nd connection debtx debtx debtx debtx Emerald & Lothrop Booster Station TBA Booster Station SCADA 75,000 75,000 - SCADA Upgrade (every5 y s -_.._ - 25,000 1 - 25,000 Replace Pickup Truck #12 (19L Replace Car #2 Replace Truck#6 _ 35,000 42,000 42,00097) 42,000 -� 35,000 120,000 _ 120,000 Replace Truck#14 135,000 _ - _ - Replace Backhoe #420E _ 135,000 Replace Utility Truck #5 150,000 Replace Pickup #15 42,000 42,000 277 1 of 3 Water Enterprise Fund Capital + Debt 278 2of3 Approved Requested Projected =_> egen : Debt (Issued)an e x no ye approve FY17.29 Water Ent.fund CaPital&Debt FY-: FY -2016 FY -2017 FY -2018 FY --2019 FY -2020 1 FY -2021 FY -2022 FY -2023 FY -2024 FY -2025 FY -2026 FY -2027 FY -2028 FY -2029 TOTAL Water DEBT 1,588,675 1,935,429 2,187,289 2,063, 69 2,021,869 2,125,054 2,079,383 11,581,1112 2,460,640 1,996,075 1,922,804 1,520,445 1,203,800 780,000 23,885, 68 _ Join MWRA(partial $3.18m) 2 Join MWRA(full $7.8m) 3 237,719 588,656 229,719 571,350 24,069 553,800 217,669 538,200 211,26 532,600 69 507,000 8,4 491,401) 192,069 475,800 85,66 460,200 78, 75 444,600 16 ,375 429,000 5 , 413,400 337,800 2,161,338 5,805,150 -, 164,880 Demo WTPlchlorinate($0.8m) 4 86,100 83,660 81,220 _�_ 1,110,000 WM:Haverhill&Howard($2.285rr 5a 185,000 185,000 185,000 185,000 185,000 185,000 185,000 ___ __ 120,000 WM: MWRA loan to be used 5b 6a 20,000 401,200 20,000 401,200 20,000 401,200 20,000 401,200 20,0 0 401,200 20,000 401,200 20,000 401,200 401,200q-371,000 ,200 3,209,600 WM Phase 1 R#1 $4.012mi1f10yr WM Phase 1 R#2 $3.5mi1110yr 6b 70,000 444,500 434,000 423,500 413,000 402,500 392,000 381,500 L-360-,500 _- 806,000 780,000 3,622,500 5,070,000 WMReading Phase2$6.5miU10y 10 ,000 858;000+-832,000 WM Reading Phase 3 $7.5miMA - - - - WMReading Phase 4 $15miUTBA �_- 146,286 141,714 37,143 132,571 _ 128,000 123,429 118,857 928,000 MeterReplacements$800kr7yr 8 Tank Maint: Aubum $1.2 mill5yr 7 288,000 278 400 268,800 259,200 249,600 +- 1,344,000 Repayment of Principal: 1,23 1,586,200 1, 26,20 1,746,200 1,746,200 1,860,486 1,8 ,486 1,415,48 065,486 1,664,286 54,28 1, 0 ,286 1,040, 0 50, 20,419,600 Join MWRA(partial $3.18m) 2 ,20 60, 00 160,000 160,000 16 , 00 1 0,000 60, 00 1 0 16 ,0 390,000 160,0 390,000 6 ,000 390,000 50,000 390,000 150,0001,740,000 390,000 4,680,000 Join MWRA(fu $7$7.8m) 3 390,000 390,000 390,000 390,000 390,000 390,000 390,000 _390,000 160,000 Demo WTPlchlorinate($0.8m) 4 80,000 80,000 _ 80 000 , 1,110,000 VM -Hue ($2.285m) Sa 185,000 185,000 185,000 185,000 185,0001-1-85,000 8500 120,000 MM. MWRA fmto be used 5b 20,000 20,000 20,000 20,000 20,000 20,000 20,000 3,209,600 WM Phase 1 R#1 54.012mi1110yr 61 -I 401,200 401,200 401,200 40 ,200 401,200 401,200 401,200 360,000 401,200 350,000 401,200 350,000 350,00 350,000 3,500,000 WM Phase R#2 $3.5mi1110yr 66 350,000 350,000 350,000 350,000 350,000 650,000 650,000 650,0001 650,000 650,000 3,900,000 WMReadingPhase2$6.561110y 10 __650,000 WM Reading Phase 3 $7.5miUTBA _ WM Reading Phase 4 $15m&7BA 8 14-- 4,286 11 ,286 114,286 114,286 114,286 114,286 ---- 800,000 MeterReplacements$800kTlyr Tank Maint: Aubum $1.2 mill5yr 7 240,000 240,000 240,000 ,286 240,000 240,0001,200,000 - -- Interest on Long Term Debt: 352,475 349,229 361,089 317,769 275,669 265,569 1 218,897 172,226 395,154 331,789 268,518 216,159 163,800 130,000 3,465,868 Water Treatment Plant Design 1- Dein MWRA(partial $3.18m) 2 77,719 69,719 64,069 57,669 51,269 44,869 38,469 32,069 25,669 18,975 12,375 6,186 -- 421,338 Join NIWRA(full $7.8m) 3 198,656 181,350 163,800 148,200 132,600 117,000 101, 00 85,800 70,300 54,600 39,000 23,400 7,800 1,125,150 4,880 Demo WTPlchlorinate($0.8m) 4 6,100 3,660 1,220 _ M:Haverhill&Howard ($2.285m) 5a - WM: I vKA-IOan o e use Sb - - - - - - WM Phase 1 R#1 $�11/1 WM Phase 1 R#2 $ 70,000 94,500 84,000 73,500 63,000 52,500 42,000 31,500 21,000 10,500 472,500 WMReadingPhase _ 260,000 _234,000 208,000 182,000 156,000 130,000 1,170,000 WM Reading Phase 3 $75MITBA - WMReading Phase 4 $15miMA 32,000 27,429 22,857 18,2864 9,143 - 4,571 - 128,000 Meter Replacements $8001d7yr 9 Tank Maint: Auburn $1.2 mill5yr 8 48,000 38,400 _ 28,800 19,200 9,600 _ 144,000 .. N 278 2of3 Sewer Enterprise Fund The Sewer Division is responsible for operating the municipal sewer collection systems in accordance with all applicable state, federal and MWRA regulations for the collection and discharge of wastewater. This ranges from maintaining and repairing over 100 miles of sewer mains and 12 pumping stations to responding to customer service needs for individual sewer and drainage problems. Sewer Fund FY16 FY17 Change Wages $290,950 $300,850 +3.4% Exp (non-MWRA) 390,820 412,600 +5.6% GF overhead 301,021 229,953 -23.6% Debt + Capital 1,431,940 192,940 -86.5% Local Costs $2;414,731 $1,136,343 -52.9% MWRA Expense 4,672,000 4,800,000 +2.7% Gross bud et $7,086,731 $5,936,343 -16.2% Use of Reserves 1,215,000 none Net Bud et $5,871,731 $5,936,343 +1.1% There is no change in staffing levels. Local expenses are driven higher by a change in the pension assessment, but little else has changed. The decline in debt & capital reflects the $1.2 million sewer station projects funded by November 2015 Town Meeting, and then a gap until the next projects in FY18. Changes in this budget are driven by the MWRA assessment which is shown as a modest 2.7% figure above. Future MWRA charges are estimated to be in the 5% to 8% annual range. 279 04/01/2016 09:56 OF READING J' bgnyrpts blelacheur (TOWN NEXT YEAR BUDGET HISTORICAL COMPARISON FOR PERIOD 99 PROJECTION: 20172 FY17 ENTERPRISE FUNDS ACCOUNTS FOR: SEWER PRIOR FY3 PRIOR FY2 LAST FY1 CY CY REV PROJECTION LEVEL 2 PCT CHANGE ACTUALS ACTUALS ACTUALS ACTUALS BUDGET 0440 SEWER - OPERATIONS 03 SALARIES 6_ 20.0..3.511__.Sl_10_1.0. SWR ADMIN ASST .00 20,282.44 11,180.93 .00 .00 .00 .0% 62003511 511014 SWR SENIOR ADMIN ASSISTANT 16,885.66 23,800.00 24,400.00 2.5% .00 .00 10,790.27 62003511 511401. SEWER SUPERVISOR 40,237.62 39,731.20 36,769.68 22,413.64 38,050.00 40,350.00 6.0% _20.0_3511_ ..51.1.4.0.5 SEWER WORKING FORMAN 50,629.09 52,407.11 52,785.28 41,722.08 54,950.00 58,600.00 6.6% 620_0_3_5.1.1511409 SEWER EQUIPMENT OPERATOR 54,329.60 55,624.32 49,669.24 43,232.00 58,700.00 59,050.00 .6% 62003511 511417 SEWER LABORER 67,788.76 64,681.94 60,340.48 50,817.04 72,000.00 74,500.00 3.5% 6.2_00.3.51.1_51147.1. SEWER CLERK(S) .00 .00 .0% 18,242.54 .00 .00 .00 62_.00.3511.._._51148.1 SEWER SNOW REMOVAL -21296.97 -5,364.54 -1,954.14 .00 -2,500.00 -2,500.00 .0% 62003.511_5.15000. SEWER OVERTIME 42,402.76 47,991.99 47,763.13 35,181.42 40,000.00 40,000.00 .0% 62003511 516050 SEWER OUT OF GRADE WORK 4,827.79 4,836.40 3,138.48 2,214.72 3,500.00 3,500.00 .0% 62003511 516060 SEWER WGS ON-CALL PREMIUM 2,304.00 3,020.13 1,869.00 1,620.00 2,450.00 2,950.00 20.4% 6_200.35115.160_8.0_. SEWER WAGES LONGEVITY 1,075.00 9,000.00 7,925.00 .00 .00 .00 .0% 62003_517517_..0..17 SEWER SICK LEAVE BUYBACK 3,821.00 .00 .00 .0% .00 .00 .00 TOTAL SALARIES 279,540.19 292,210.99 280,277.35 217,907.56 290,950.00 300,850.00 3.4% 05 EXPENSES 6.2._0..0..5519_5_1900_0.. SEWER MEDICARE EMPL BENEFITS .1,880.40 1,549.92 2,210.57 .00 1,500.00 2,000.00 33.3% 620055_19_.59700. SEWER RETIREMENT ASSESSMENT 27,234.00 28,460.00 33,800.00 35,320.00 35,320.00 43,600.00 23.4% 62005519 519750 SEWER OPEB CONTRIBUTIONS 9,667.00 7,901.00 20,000.00 .00 20,000.00 20,000.00 .0% 52.0,05521„52_1301. SEWER ELECTRICITY 26,237.63 26,380.04 28,392.53 16,867.09 30,000.00 30,000.00 .0% 62_00..5.5.2_.4._..._52 1.69. SEWER STATION REPAIR 7,000.00 14,053.00 11,604.93 10,814.53 25,000.00 25,000.00 .0% 62005.524524474, MANHOLE MAINTENANCE 4,200.00 1,925.00 .00 .00 10,000.00 10,000.00 .0% 62005S24 524476 INFLOW/INFILTRATION PREVENTION 99,410.51 38,099.02 54,833.00 2,567.00 100,000.00 100,000.00 .0% • m 04/01/2016 09:56 TOWN OF READING P 2 blelacheur (NEXT YEAR BUDGET HISTORICAL COMPARISON bgnyrpts PROJECTION: 20172 FY17 ENTERPRISE FUNDS FOR PERIOD 99 ACCOUNTS FOR: SEWER PRIOR FY3 PRIOR FY2 LAST FY1 CY CY REV PROJECTION PCT ACTUALS ACTUALS ACTUALS ACTUALS BUDGET LEVEL 2 CHANGE 62,005529.,..__529433. SEWER HAZARD WASTE DISPOSAL 9,125.88 5,975.16 12,000.00 3,727.00 12,000..00 12,000.00 .0% 62005530 530000 SEWER PURCHASED SERVICES 20,905.00 20,554.54 20,448.78 3,608.00 21,000.00 21,000.00 .0% 62005530 53al--Q5 PRINTING SERVICES FORMS ETC .00 439.50 .00 381.19 .00 .00 .0% 62_0_05.53.053011.0_ SEWER LEGAL COUNSEL .00 .00 .00 .00 2,000.00 2,000.00 .0% 62005530.S..30420 SEWER POLICE DETAILS 1,888.65 3,071.09 3,488.01 3,000.00 5,000.00 5,000.00 .0% 62005530 530490 SEWER CONT SVC PUMP STATIONS 10,684.91 10,980.73 10,057.20 6,646.76 15,000.00 18,000.00 20.0% 62005530._530492 SEWER SYSTEM INSPECTIONS .00 3,967.71 2,076.30 6,030.00 15,000.00 15,000.00 .0% 62_0.0_5_531.._, 5..3..1000 SEWER PROF DEV/TRAINING .00 1,700.00 1,035.00 7,460.00 2,000.00 2,000.00 .0% 620.0.553.6__536.000 SEWER SOFTWARE SUPPORT 3,270.58 5,062.88 4,432.96 13,228.78 7,500.00 7,500.00 .0% 62.00_554Q_.54,0490. SEWER PUMP STATION SUPPLIES 230.13 2,681.24 6,264.74 2,806.30 7,000.00 7,000.00 .0% 62005540 540493 SEWER DISTRIBUTION SYSTEM 3,197.35 8,789.69 6,911.91 5,041.52 8,000.00 10,000.00 25.0% 62.0.0.5.540__54._0..495 SEWER CHEMICALS 1,733.75 5,781.64 4,559.89 1,269.63 7,500.00 7,500.00 .0% 62.00_.5_.5_5.4_,, $5.4.000 SEWER UNIFORMS 2,034.96 2,343.73 .00 .00 .00 .00 .0% 6200.5563 _5634._0..0 SEWER MWRA 4,326,182.00 4,499,328.00 4,642,124.00 3,699,502.40 4,672,000.00 4,800,000.00 2.7% 62005574 574000 SEWER HEALTH INSURANCE PREM 60,782.76 56,429.46 42,115.66 39,681.77 50,000.00 56,000.00 12.0% 62005.5.7..4..__..5..74010 SEWER PROP & CASUALTY INS PREM 850.00 878.00 897.00 1,966.08 1,000.00 2,000.00 100.0% 62_00.5574__574.5_00 SEWER DEDUCTIBLES/CLAIMS .00 2,500.00 5,389.00 .00 .00 .00 .016 62005.5..74.__574550 SEWER WORKER COMP INS PREM 9,821.00 12,000.00 13,864.00 13,463.04 15,000.00 16,000.00 6.7% 62005578 578100 LICENSES 240.00 255.00 135.,00 217.00 1,000.00 1,000.00 .01 TOTAL EXPENSES 4,626,576.51 4,761,106.35 4,926,640.48 3,873,598.09 5,062,820.00 5,212,600.00 3.0% 07 DEBT SERVICE 62007591 591000 SEWER LT DEBT PRINCIPAL 86,240.00 77,374.00 115,874.00 44,440.00 126,940.00 82,940.00 -34.7% TOTAL DEBT SERVICE 86,240.00 77,374.00 115,874.00 44,440.00 126,940.00 82,940.00 -34.7% 08 CAPITAL EXPENDITURES 281 04/01/2016 09:56 TOWN OF READING P 3 blelacheur (NEXT YEAR BUDGET HISTORICAL COMPARISON bgnyrpts PROJECTION: 20172 FY17 ENTERPRISE FUNDS FOR PERIOD 99 ACCOUNTS FOR: SEWER PRIOR FY3 PRIOR FY2 LAST FY1 CY CY REV PROJECTION PCT ACTUALS ACTUALS ACTUALS ACTUALS BUDGET LEVEL 2 CHANGE 62008584. 5$44_.06 SEWER DUMP TRUCK 00 110,798.00 .00 .00 .00 .00 .0% 62008.5_8_.4..,,. 58.44_1.6, SEWER VEHICLES .00 .00 .00 39,642.99 40,000.00 35,000.00 -12,5% 6_2.0085.84 58442.2. SEWER BACKHOE 430D 78,000.00 .00 .00 .00 .00 .00 .0% 62008588 5884_50 SEWER SYSTEMS 175,818.63 .00 .00 .00 .00 .00 .0% 6_.20085..8.8 588.5.0.0. SEWER MAIN PROJECTS .00 .00 .00 .00 50,000.00 50,000.00 .011 62.00$588 58$.5.02. LEWIS/CHARLES/HOWARD SWR MAIN .00 188,970.20 .00 .00 .00 .00 .0% 620085.88 58850.3 WEST ST SEWER MAIN PROJECT .00 6,928.35 .00 .00 .00 .00 .0% 62008588 588510 SEWER STATION REHAB .00 .00 111,852.94 .00 .00 25,000.00 .0% .6.2.0.0.858.8_...5_88.511. SEWER STATION (BATCHELDER RD) .00 .00 .00 176,000.00 1,215,000.00 .00 -100.0% TOTAL CAPITAL EXPENDITURES 253,818.63 306,696.55 111,852.94 215,642.99 1,305,000.00 110,000.00 -91.6% 09 OTHER FINANCING USES 62009596 596111 WAGE SUPPORT -ADM SVCS 14,345.04 24,458.04 71,688.00 71,688.00 73,659.00 11,863.00 -83.9% 62009596 59u1.12 EXPENSE SUPPORT -ADM SVCS 00 .00 33,710.04 33,710.04 34,637.00 7,700.00 -77.8% 62009._59.6 59612.1 WAGE SUPPORT -ACCOUNTING 9,710.04 10,050.00 .00 .00 .00 .00 .0% EXPENSE SUPPORT -ACCOUNTING .620.0.9.596._._5.9.6.122 174.96 180.96 .00 .00 .00 .00 62009596 596131 WAGE SUPPORT -FINANCE 30,860.04 31,940.04 34,920.00 34,920.00 35,880.00 10,204.00 -71.6% 62_00.95_.9..6._5.9.6.132 EXPENSE SUPPORT -FINANCE 20,850.00 21,581.04 22,524.00 22,524.00 23,143.00 2,094.00 -91.0% 6.20..0.,9_.596_._59.6.141 WAGE SUPPORT -HUMAN RESOURCES 4,721.04 4,886.04 .00 .00 .00 .00 .0% 620095.96..._.5.9.6.142 EXPENSE SUPPORT -HUMAN RESOURCE 2,180.04 2,256.00 .00 .00 .00 .00 .0% 62009596 596151 WAGE SUPPORT -TECHNOLOGY 30,597.96 31,668.96 .00 .00 .00 .00 .0% EXPENSE SUPPORT -TECHNOLOGY .62.0.0_.9596..._5.9..615,2 29,289.00 30,314.04 .00 .00 .00 .00 .0% 62009.5.96___59.67.61,_ WAGE SUPPORT -DPW 48,425.04 50,120.04 51,875.04 51,875.04 53,302.00 152,050.00 185.3% 620.0.959.6_._59_6.171. WAGE SUPPORT -ENGINEERING 61,266.00 63,410.04 65,630.04 65,630.04 67,435.00 .00 -100.0% 62009596 596181 WAGE SUPPORT -HIGHWAY 2,466.96 2,553.00 2,643.00 2,643.00 2,716.00 .00 -100.0% 282 04/01/2016 09:56 TOWN OF READING blelacheur NEXT YEAR BUDGET HISTORICAL COMPARISON PROJECTION: 20172 FY17 ENTERPRISE FUNDS ACCOUNTS FOR: SEWER PRIOR FY3 PRIOR FY2 ACTUALS ACTUALS 62009596 596182 EXPENSE SUPPORT -DPW 9,312.00 9,638.04 TOTAL OTHER FINANCING USES 9,975.00 264,198.12 283,056.24 TOTAL SEWER - OPERATIONS 292,965.12 5,510,373.45 5,720,444.13 LAST FY1 ACTUALS 9,975.00 292,965.12 5,727,609.89 283 IP 4 bgnyrpts FOR PERIOD 99 CY CY REV PROJECTION PCT ACTUALS BUDGET LEVEL 2 CHANGE 9,975.00 10,249.00 46,043.00 349.2% 292,965.12 301,021.00 229,954.00 -23.6% 4,644,553.76 7,086,731.00 5,936,344.00 -16.2% 04/01/2016 09:56 TOWN OF READING blelacheur NEXT YEAR BUDGET HISTORICAL COMPARISON PROJECTION: 20172 FY17 ENTERPRISE FUNDS ACCOUNTS FOR: SEWER PRIOR FY3 PRIOR FY2 LAST FY1 ACTUALS ACTUALS ACTUALS 0990 OTHER FINANCING SOURCES/USES 02 OTHER FINANCING SOURCES -1,215,000.00 62._0024.9.0_---49.9...9.-90- SEWER FREE CASH OP BUD SUPPORT -1,215,000.00 -150,000.00 -195,000.00 TOTAL OTHER FINANCING SOURCE .00 . -150,000.00 -195,000.00 09 OTHER FINANCING USES .0% 62-00959,05.999-1.10. SEWER DEBT ISSUE COSTS -100.0% .00 2,100.00 TOTAL OTHER FINANCING USES .00 2,100.00 TOTAL OTHER FINANCING SOURCE -150,000.00 -192,900.00 TOTAL SEWER 5,360,373.45 5,527,544.13 -750,000.00 -750,000.00 .00 .00 -750,000.00 4,977,609.89 mm r � bgnyrpts FOR PERIOD 99 CY CY REV PROJECTION PCT ACTUALS BUDGET LEVEL 2 CHANGE -1,215,000.00 -1,215,000.00 .00 -100.0% -1,215,000.00 -1,215,000.00 .00 -100.0% 800.00 .00 .00 800.00 .00 .00 .0% -1,214,200.00 -1,215,000.00 .00 -100.0% 3,430,353.76 5,871,731.00 5,936,344.00 1.1% Sewer Enterprise Fund Capital + Debt 285 1of1 82940 Approved Approved Requested Projected =_> Le end: Debt Issued and Debtx not et approved) FY17. _ Sewer Ent. Fund Capital & Debt FY -2015 FY -2016 FY -2017 FY -2018 FY -2019 FY -2020 FY -2021 FY•2022 FY -2023 FY -2024 1 FY -2025 FY -2026 FY -2027 FY -2028 FY -2029 L TOTAL Sewer Capital 1_,305,000 110,000 50,000 92,000 150,000 50,000 50,000 117,000 100,000 75,000 75,000 75,000 75,000 75,000 1,094,000 _ _168,000 Sewer Debt 166,934 126,940 82,940 679,911 662,769 991,126 961,983 932,840 810,857 781,714 828,000 799,200 470,400 453,600 436,800 8,892140 Total Capital & Debt 334,934 1,431,940 192,940 729,911 754,769 1,141,126 1,011,983 982,840 921,857 881,714 903,000 $74,200 545,400 528,600 511,800 9,986,140 Sewer CAPITAL 168,000 1,305 000 110,000 50,000 92,000 150,000 50,000 50,000 117,000 100,000 75,000 75,000 75,000 75,000 75,000 1,094,000 Main: Poet's Comer ($3501) -� Sewer Main Lewis; Charles_ Howard_ Sewer Main projects T 50, 0 _ 5Q000 501000 50,000 50,000 50,000 50,000 50,000 75,000 757000 75,000 75,000 75,000 75,000 75,000 825,000 Station projects SCADA notdone Station projects design_ 118,000 Station: West St. Station: Batchelder Rd. done - Stations: West & Batchelder & scada not _ 1,215,000 Station: Charles _St. $1.9mi1 deb 21 --- - -- debtx debtx debtx debtx debtx debtx debtx Station: Sturges $1,1 mil debt I 2 _ _ debtx debtx debfx debtx debtx debtx debtx debtx Station: Joseph's Way Okrt 3 debtx debtx debfx debtx debtx -debtx _ Station: Small Lane $200k 3 debtx debtx debtx debtx debtx debtx debtx Station: Grove St. $550k 3 _ debtx debtx debtx debtx debtx debtx debfx Portable Gen'or - Grove 25,000 25,000 Station: Strout Ave. $650k 4 -� debfx debtx debtx debtx debtx Station: Brewer Lane $550k 4 _ debtx debtx debfx debtx debtx Station: Collins Ave. $900k 4 debtx debfx debtx debtx debtx - - Portable Generator - Collins -- 25,000 25,000 Station: Longwood Rd. $1.2mi1 5 - Station' Pitman Drive $0.8mi1 _ Meter Replacements $800k 3 Backhoe 4300 _ -_ 40,000 debtx 100,000 debtx debtx debtx debtx _-__- debtx - debtx 100,000 _ Pickup #8 (2004) _ -+-- -truck #17(2001) �-_ Car #1 (2006) 35,000 -- 35,000 _- _ 42,000 42,00042,000 _� Pickup#6(2011) Pickup #11 2011 __-_�_ 42,000 Sewer DEBT 166,934 126,940 82,940 679,911 662,769 9911,126 961,983 932,840 810.857 781,714 828,000 799,200 470,400 453,600 436,800 8,892,140. MWRA Inflow & Infiltration 11 166,934 126,940 82,940 131,340 131,340 92,840 92,840 92,840 462,857 445,71- 624,140 3,480,000 Sewer Stations$3.Omil_ 2 - 548,571 531,429 514,286 _497,143 480,000 __ StationslMeters$2.lmil/7yrs� 31 384,000 371,000 360,000 348,000 336,000 324,000 312,000 2,436,000 _L Sewer Stations $2,ImiLl7yrs_t-4 504,000 487,200 470,400 453,600 436,800 2,352,000 Sewer -St ations $2.Omi1/5yrs 5 Repayment of Principal: 1 166,934 126;940 82,940 559,911 559,911 821,411 821,411 821,411 728,571 728,571 I 720,000 720,000 420,000 420,000 420,000 7,824,1140 MWRA Inflow & Infiltration to 32,934 _ _ MWRA Inflow & Infiltration - MWRA Inflow & Infiltration tc 44,000 44,000 MWRA Inflow & Infiltration P7 30,000 44,440 44,440 _ 44,440 MWRA Inflow &_Infiltration P8 30,000 38,500 MWRA Inflow &Infiltration P9 30,000 38,500 36,500 92,840 38,500 92,840 92,840 92,840 92,840 115,500 464,200 _ Sewer Stations $3.Omit 2 428,571 428,571 428,571 428,571 428,571 428,571 428,57 3,000,000 _ Stations/Meters$2.imi1 3 300,000 300,000 300,000 300,000 300,000 300,000 300,000 2,100,000 Sewer Stations $2.lmil 4 _ -420,000 420,000 420,000 420,000M420,000 2,100,000 SewerStations$2.M 5 Interest on Long Term Debt: 120,000 102,857 169,714 140,571 111,429 82,286 53,143 108,000 79,200 50,400 33,600 16,800 1 1,068,000 MWRA Inflow & Infiltration no interest Sewer Stations $3.Omil 2 1 120,000 102,857 85,714 68,571 51,429 34,286 17,143 480,000 Stations/Meters $2.lmil 3 84,000 72,000 60,000 48,000 36,000 24,000 12,000 336,000 Sewer Stafions$2.lmil 4 84,000 67,200 50,400 33,600 16,800 252,000 Sewer Stations $2.Omil 5 285 1of1 411/2016 13:49 Mw FY -2015 FY -2016 FY -2017I FY -2018 FY -2019 FY -2020 FY -2021 FY -2022 FY -2023 FY -2024 FY -2025 FY -2026 FY16-25 Summary Schools - General 75,000 - 111,000 75,000 75,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 861,000 Buildings - Schools 1,165,000 306,000 271,000 98,000 50,000 45,000 26,000 60,000 - - - 856,000 Buildings - Municipal 211,000 435,000 10,000 159,000 135,000 10,000 500,000 75,000 - - - - 1,324,000 Administrative Services 132,000 247,000 100,000 100,000 100,000 125,000 125,000 125,000 125,000 125,000 125,000 1,172,000 Public Services 269,000 52,000 395,000 218,100 498,000 610,000 795,800 765,000 850,000 25,000 25,000 25,000 4,233,900 Public Safety- Fire 23,000 657,000 275,000 205,600 201,000 795,000 324,000 45,000 - 210,000 900,000 30,000 3,612,600 Public Safety - Police 15,000 - 35,000 35,000 30,000 37,500 - 35,000 440,000 - - 42,500 612,500 Public Works - Equipment 714,000 577,250 398,000 524,300 574,500 120,000 235,700 370,000 361,000 340,000 230,000 100,000 3,730,750 Public Works- Parks & Cemetery 25,000 50,000 25,000 100,000 25,000 50,000 25,000 50,000 25,000 50,000 25,000 50,000 425,000 Public Works - Roads 540,000 550,000 550,000 550,000 575,000 575,000 650,000 650,000 675,000 675,000 700,000 700,000 6,150,000 Public Library 11,000 - 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 80,000 TOTAL CAPITAL REQUESTS 3,180,000 2,874,250 2,070,000 2,075,000 2,273,500 2,452,500 2,791,500 2,285,000 2,586,000 1,535,000 2,115,000 1,182,500 23,057,750 FINCOM policy: debt+capital 3,958,083 4,109,863 4,265,406 4,391,938 4,523,989 4,659,259 4,775,740 4,895,134 5,017,512 5,142,950 5,271,524 5,403,312 47,053,316 - Net Included Debt 1,551,595 1,568,818 1,886,368 2,307,733 2,225,951 2,175,232 2,114,176 1,958,144 1,809,851 1,753,344 1;283,388 797,000 19,083,005 - Temp shift to Oper budgets (205,493) (211,857) (417,350) FINCOM Target Capital Funding 2,406,488 2,335,552 2,167,181 2,084,205 2,298,038 2,484,027 2,661,564 2,936,990 3,207,661 3,389,606 3,988,136 4,606,312 27,552,961 Original Funding Voted or Proposed 2,042,000 2,201,000 2,070,000 2,075,000 2,275,000 2,475,000 2,650,000 2,925,000 3,200,000 3,375,000 3,975,000 4,600,000 27,221,000 Additional Funding Sept TM 266,000 Additional Funding Nov TM 724,000 688,250 688,250 Additional Funding Jan TM 51,000 Additional Funding Feb TM 1,240,000 Feb Funding reversed by debt (1,200,000) Additional Funding April TM 57,000 (15,000) (15,000) TOTAL CAPITAL REQUESTS 3,180,000 2,874,250 2,070,0001 2,075,000 2,273,500 2,452,500 2,791,500 2,285,000 2,586,000 1,535,000 2,115,000 1,182,500 23,057,750 Annual Surplus (Deficit) - - - 1,500 22,500 (141,500) 640,000 614,000 1,840,000 1,860,000 3,417,500 Cumulative Surplus (Deficit) - (141,500) 498,500 1,112,500 2,952,500 4,812,500 8,230,000 Mw A 1411 QAC A7. A0 - FY -2015 FY -2016 FY -2017 FY -2018 FY -2019 FY -2020 FY -2021 .tiy. FY -2022 FY -2023 FY -2024 FY -2025 FY -2026 FY16-25 k iz..11 I'M..��.. c : r� 75,000 .. 111,0001 75,000 75,000 100,000 100,000 100,000 tia _ 100,000 100,000 100,000 100,000 861,000 Schools - General Mod. Classrooms $1.2m debt BANS BANs Debt Debt Debt Debt Debt Debt Debt Debt Debt Debt 15 -Passenger Van 36,000 Technology -large scale projects 75,000 75,000 75,000 75,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 825,000 Buildings - Schools (Total) 1,165,000 306,000 271,000 98,000 50,000 45,000 26,000 60,000 856,000 Buildings - Schools (Energy) 66,000 45,000 42,000 15,000 25,000 26,000 60,000 213,000 Buildings = Schools (non Energy) 1,099,000 261,000 229,0001 98,000 35,000 20,000 643,000 Energy (Performance Contracting) Sch Debt Electrical Systems Sch - - - - - 20,000 20,000 HVAC/Energy Mgmt Systems Sch 12,000 35,000 42,000 15,000 25,000 26,000 - 143,000 Windows & Doors Sch - 10,000 - - - 10,000 Water Heater Sch 54,000 - 40,000 40,000 Classroom Furniture Sch - 14,000 14,000 Fire Alarms Sch - - 170,000 - - - 170,000 Capet/Flooring Sch 126,000 109,000 59,000 84,000 35,000 20,000 307,000 Roofing Sch 925,000 - - - Other Sch 48,000 152,000 - 152,000 TOTAL for School AB 25,000 10,000 35,000 HVAC/Energy Mgmt Systems AB 10,000 10,000 Capet/Flooring AB 25,000 25,000 TOTAL for School BM 35,000 45,000 45,000 HVAC/Energy Mgmt Systems BM 20,000 20,000 Windows & Doors BM 10,000 10,000 Capet/Flooring BM 35,000 15,000 15,000 Roofing . BM TOTAL for School JE 845,000 170,0001 14,000 184,000 HVAC/Energy Mgmt Systems JE 14,000 14,000 Fire Alarms JE 170,000 170,000 Capet/Flooring JE 20,000 Roofing JE 825,000 TOTAL for School K 24,000 39,000 36,000 24,000 99,000 HVAC/Energy Mgmt Systems K 15,000 12,000 27,000 Capet/Flooring K 24,000 24,000 24,000 24,000 72,000 Other- $5 million renovation (debt exlcusion) TOTAL for School WE 30,000 30,000 12,000 20,000 92,000 Electrical Systems WE 20,000 20,000 HVAC/Energy Mgmt Systems WE 30,000 12,000 42,000 Capet/Floodng WE 30,000 30,000 i A/111n`ir 11 -AQ • • FY -2015 FY -2016 FY -2017 FY -2018 FY -2019 FY -2020 FY -2021. FY -2022 FY -2023 FY -2024 FY -2025 FY -2026 FY16.25 TOTAL for School Cool 10,000 125,000 15,000 15,000 155,000 HVAC/Energy Mgmt Systems Cool 15,000 15,000 30,000 Capet/Flooring Cool 10,000 40,000 40,000 Other (add $45k Cond. Tank) Cool 85,000 85,000 TOTAL for School Park 149,000 15,000 15,000 29,000 15,000 74,000 HVAC/Energy Mgmt Systems Park 12,000 Classroom Furniture Park 14,000 14,000 Capet/Flooring Park 37,000 15,000 15,000 15,000 45,000 Roofing Park 100,001 Security System Park Fire Supression System Park Other - masonry Park 15,000 15,000 TOTAL for School HS 102,000 52,000 20,0001 20,000 20,000 20,000 40,000 172,000 Water Heater RMHS 54,000 40,000 40,000 Capet/Flooring RMHS 20,000 1 20,000 20,000 20,000 80,000 Other add $30k masonry RMHS 48,000 52,000 1 52,000 Buildings- Municipal 211,000 435,000 10,000 159,000 135,000 10,000 500,000 75,000 1,324,000 Buildings- Muni (Energy) 121,000 105,000 10,000 69,000 135,000 10,000 75,000 404,000 Buildings- Muni (non Energy) 90,000 330,000 90,000 500,000 920,000 Energy (Performance Contracting) Debt Debt Electrical Systems Mun - - - - - HVAC/Energy Mgmt Systems Mun 71,000 20,000 35,000 - - 55,000 Windows & Doors Mun - - 10,000 34,000 10,000 10,000 - 64,000 Generator Mun 50,000 35,000 - - 125,000 - 60,000 220,000 Technology Infrastructure Mun - 50,000 - - 50,000 Water Heater Mun - 15,000 15,000 ADA Compliance Mun - - Ceiling Mun 10,000 Furniture Mun Compressor Mun Fire Alarm Mun Kitchen/Cafeteria Mun Plumbing Mun Capet/Flooring Mun 35,000 35,000 Roofing $600k debt Mun 30,000 debt 30,000 Security System Mun Fire Supression System Mun Other(Chevy/$200k cem study) Mun 80,000 265,000 90,000 500,000 855,000 TOTAL for Municipal Bldg TH 140,000 70,000 125,000 195,000 • • n14~4c 44. AO MW FY -2015 FY -2016 FY -2017 FY -2018 FY -2019 FY -2020 FY -2021 FY -2022 FY -2023 FY -2024 FY -2025 FY -2026 FY16-25 Generator TH - 8800 125,000 125,000 Ceiling TH 10,000 Roofing TH 30,000 debt 30,000 Other $40k Chevy K2500 TH 80,000 40,000 40,000 TOTAL for Municipal Bldg fol 36,000 25,000 500,000 15,000 540,000 HVAC/Energy Mgmt Systems Pol 36,000 Water Heater Pot 15,000 15,000 Other-UPS(Dlspatch improv Pot 25,000 500,000 525,000 TOTAL for Municipal Bldg WSF 24,000 24,000 Windows & Doors WSF 24,000 24,000 Roofing WSF debt TOTAL for Municipal Bldg Fire 35,000 120,000 60,000 180,000 HVAC/Energy Mgmt Systems Fire 35,000 Generator Fire 35,000 60,000 95,000 Technology infrastructure Fire 50,000 50,000 Capet/Floortng Fire 35,000 35,000 TOTAL for Municipal Bldg SrC 20,000 35,000 55,000 HVAC/Energy Mgmt Systems Sr Ctr 20,000 35,000 55,000 TOTAL for Municipal Bldg Lib TOTAL for Municipal Bldg DPW 200,000 10,000 100,000 10,000 10,000 330,000 Windows & Doors DPW 10,000 10,000 10,000 10,000 40,000 Other (Cem garage FY16) DPW 200,000 90,000 290,000 Administrative Services 132,000 247,000 100,000 100,000 100,000 125,000 125,000 125,000 125,000 125,000 125,000 1,172,000 Election equipment 72,000 72,000 Technology - large scale protects 132,000 175,000 100.000 100,000 100,000 125,000 125,000 125,000 125,000 125,000 125,000 1,100,000 �.��s`#�"�i�`1�v"' {Gk'a'''1 �.,. s ��.�„n�i �•J�`"4'Q 9•`�3„x'`f��'�r'�" � u`i ��"4y�?��.*k.:5sk��os`,��5'�r �� '�$�G . L Y�x��..A ate' MW 290 FY -2015 FY -2016 FY -2017 FY -2018 FY -2019 FY -2020 FY -2021 FY -2022 FY -2023 FY -2024 FY -2025 FY -2026 FY16-25 Public Services 269,000 52,000 395,000 218,100 498,000 610,000 795,800 765,000 850,000 25,000 25,000 25,000 4,233,900 Elder/Human Services van 14,000 Recreation 255,000 52,000 395,000 218,100 498,000 610,000 795,800 765,000 850,000 25,000 25,000 25,000 4,233,900 Artificial Turf @RMHS (replace) 500,000 500,000 1,000,000 Artificial Turf@Parker MS (replace) 500,000 500,000 Artificial Turf @Coolidge MS (new) 600,000 600,000 Reconstruct Playgrounds Program 15,000 15,000 45,000 15,000 15,000 15,000 15,000 15,000 25,000 25,000 25,000 25,000 210,000 Birch Meadow BM/ADA JE/ADA Hunt Park Birch Meadow Complex $1.5 mil 40,000 Debt Debt Debt Debt Debt Debt Debt Debt Debt Debt BM Field lighting $1.0 mil. BANS BANs Debt Debt Debt Debt Debt Debt Debt Debt Debt Debt Washington Park $5861 233,000 backstop 100,000 paths 333,000 (also playground in FY10&FY19) backstop & & shift field Symonds Way $1501 backstop 150,000 150,000 Hunt Park $125k 125,000 125,000 (also playground in FY14) backstop Sturges Park $180.6k 63,800 tennis ct 63,800 80,000 basketbll ct (also playground in FY13&FY22) 80,000 37,000 backstop regrade drainage issues 125,000 162,000 Killam Field & parking lot -290;000 350,000 field improvements, drainage and repaving 350,000 Joshua Eaton $37k backstop 37,000 125,000 tennis ct 95,000 backstop 37,000 220,000 Barrows $297.6k (also playground in FY09&FY18) 78,100 basktball ct & infield 78,100 Wood End $325k 325,000 325,000 (also playgrounds in FY15 & FY16) ie iYM'�i�u X :'*. �„vx �'� 23,000 657,000 275,000 205,600 201,000 795,000 324,000 45,000 .n 210,000 900,000 30,000 3,612,600 Public Safety - Fire Pumper Eng #1 (2010-$525k; next FY30) Debt Pumper Eng #2 (2007-$410k; next FY25) 900,000 900,000 Pumper Eng #3 (1995: est $6301k FY16) 630,000 630,000 Pumper Eng #4 (2001: est $800k FY20) 750,000 750,000 Ladder Trk #1 (2008: $600k, next FY27) Debt Debt Debt Debt Ambulance #1 (2010-10 yrs) 294,000 294,000 Ambulance #2 (2006.10yrs) 275,000 275,000 Passenger Car#1 (2005 -10yrs) 45,000 45,000 Passenger Car#2 (1997 -10yrs) 45,000 45,000 Pickup Truck #3 (2006 - 12yrs) 45,600. 45,600 Alarm Truck (1994 - 16yrs) 70,000 70,000 ALS Defibrillator (2011 - 5yrs) 27,000 30,000 57,000 BLS-AED (2004 - 8yrs) 21,000 21,000 Rescue Tool(2006 -12yrs) 45,000 45,000 290 YI1LV1V 1J ~� FY -2015 FY -2016 FY -2017 FY -2018 FY -2019 FY -2020 FY -2021 FY -2022 FY -2023 FY -2024 FY -2025 FY -2026 FY16-25 Breathing Air Bottles 23,000 30,000 Thermal Imaging (2010-10yrs) 45,000 45,000 Fire Hose 30,000 35,000 65,000 Tumout Gear (2008 - 5yrs) 150,000 175,000 325,000 Public Safety - Police/Dispatch 15,000 35,000 35,000 30,000 37,500 35,000 440,000 42,500 612,500 Handguns & Associated Leather (Police) 10,000 10,000 Police Admin Vehicle 35,000 37,500 40,000 42,500 112,500 Vehicle Video Integration 35,000 35,000 70,000 Speed Trailers (radar & message) 15,000 Radios (Police & Fire 2010 -12yrs) 400,000 40D,000 AEDs 20,000 1 20,000 11 11 291 'J FY -2015 FY -2016 FY -2011 i FY -2018 FY -2019 FY -2020 FY -2021 FY -2022 FY -2023 FY -2024 FY -2025 FY -2026 FY16.25 Public Works- Equipment 714,000 577,250 398,0001 524,300 574,500 120,000 235,700 370,000 361,000 340,000 230,000 100,000 3,730,750 Large Trucks Life 127,000 334,000 80,000 214,000 140,000 136,000 904,000 Truck #8 -10 wheeler (2000) 15 220,000 220,000 Truck #9- Sander (2004) 15 136,000 136,000 Truck #19- Sander (1987) 15 140,000 140,000 Dump Truck C3 (1999) 1085,000 65,000 Truck #10(1996) 15 150,000 150,000 Truck #22 127,000 Dump truck #12 Parks (1997) 15 49,000 49,000 Aerial Pickup Truck #14 (1994) 80,000 80,000 Dump truck #24 Parks (2000) 15 64,000 64,000 Pick-ups/Cars[Vans 84,000 25,000 7300 85,000 81,100 50,000 45,000 50,000 50,000 100,000 459,600 Pickup Chevy #9 Parks (1986) 10 50,000 50,000 Pickup Ford #2 Parks (1997) 10 50,000 50,000 Pickup Chevy Utility 91 (2008) 10 85,000 85,000 Pickup Ford Utility #4 (1997) 10 50,000 50,000 Pickup Ford Utility #7 (1997) 10 50,000 50,000 HV3 Ford Van (1995) 10 50,000 HV4 Ford Van (1995) 10 39,500 39,500 HV5 Ford Van COA (2003) 10 48,700 48,700 Car#2 Ford Sedan (2007) 10 Car#3 Ford Escape HYBRID (2008) 10 45,000 45,000 Cem. #4 Ford Sedan (1993) 10 32,400 32,400 Car#5 Chevy Dam (2000) 10 34,000 New DPW Administration Vehicle 25,000 25,000 Engineering Vehicle (new) 34,000 34,000 BackhoeslLoaderslHeavy Equipment 80,000 296,000 180,000 556,000 Forklift 35,000 35,000 Backhoe Loader (Cem.) (2008) 10 96,000 96,000 Loader JD 624G (2007) 10 200,000 200,000 Loader JD433 (2009) 10 180,000 180,000 Bobcat Loader 743 (1987) 10 45,000 45,000 Specialty Equipment • Heavy Duty 295,000 140,000 150,000 135,000 111,000 180,000 180,000 180,000 1,076,000 Screener (1994) 15 135,000 135,000 Pavement Leeboy Sprd (1998) 10 145,000 Sidewalk Snow Plow #3(2008) 10 111,000 111,000 Snow Holder #1 c480 (2012) 160,000 180,000 Snow Holder 92 c480 (2013) 180,000 180,000 Snow Holder #3 c242 (2008) 150,000 180,000 180,000 Sicard HD Snowblower (1999) A/A/"A4C 4RAG �y v FY -2015 FY -2016 FY -2017 I FY -2018 FY -2019 FY -2020 FY -2021 FY -2022 FY -2023 FY -2024 FY -2025 FY -2026 FY16-25 Snowblower (new) 140,000 Snow • Bombardier #1 (1993) 10 150,000 150,000 Specialty Equipment - Light Duty 30,000 69,000 236,800 43,600 349,400 HW Comp2 INT Compr (1996) 10 26,800 26,800 300L Lebot (Roller) (1998) 10 40,000 40,000 1CH Woodsman Chipper (2004) 10 170,000 170,000 1 G Leaf Vac (1999) 10 12,000 12'000 2GV Leaf Vac (2000) 10 43,600 43,600 SmithCo 60" Sweeper (1999) 10 35,000 35,000 FMC Truck Mount Sprayer 500gal 30,000 SmithCo 13-550 Infield (1994) -7 22,000 22,000 Lawnmowers 98,000 19,000 58,500 120,000 110,000 307,500 Mower (Cern.) SKAG 72" (1998) 4 22,000 22,000 Mower (Cem.) SKAG 61" (1999) 4 19,000 19,000 Mower (Parks) TORO Gang (1996) . 8 98,000 110,000 110,000 Mower (Cem.) SKAG 52" (1995) 4 19,000 19,000 Mower (Parks) SKAG 52" (2008) 4 :`1Z,`:, 17,500 Mower - TORO Gang (2008) 6 120,000 120,000 Engineering Equipment/Services 80,000 78,250 78,250 Traffic Controls 50,000 50,000 Fuel Management System 80,000 28,250 28,250 DPW: Parks & Cemetery 25,000 50,000 25,000 100,000 25,000 50,000 25,000 50,000 25,000 50,000 25,000 50,000 425,000 Fence Replacement 25,000 25,000 25,000 25,000 25,000 25,000 125,000 DPW Yard Improvements 50,000 50'000 Parking Lot improvements 50,000 50,000 50,000 50,000 50,000 50,000 250,000 DPW site TBA Cem garage - $2.5 mil. Debt Debt Debt Debt Debt Debt Debt Debt Debt Debt DPW: Roads Sidewalk/Curb/Ped. Safety 90,000 75,000 75,000 75,000 75,000 75,000 100,000 100,000 100,000 100,000 100,000 100,000 875,000 Skim Coating & Crack Seal Patch 75,000 75,000 75,000 75,000 75,000 75,000 100,000 100,000 100,000 100,000 100,000 100,000 875,000 Downtown Improve I ($650k 10yr bond) Debt Debt Debt Debt West Street - Local shr ($1.3mil debt +surplus debt) Debt Debt Debt Debt Debt Debt Debt Debt Debt Debt Genera! fund -'various roads 375,000 400,000 400,000 400,000 425,000 425,000. , .450,000 ` 45,000' 475,000 475,000 ;: 500,000 ;" °. 500,000. 4,400,000 TOTAL GENERAL FUND VOTED 540,000 550,000 550,000 550,000 575,000 575,000 650,000 650,000 675,000 675,000 700,000 700,000 6,150,000 Grants - various roads 900,000 598,893 600,000 600,000 600,000 600,000 600,000 600,000 600,000 600,000 600,000 600,000 5,998,893 TOTAL ROAD CAPITAL 1,440,0001 1,148,893 1,150,000 1,150,000 1,175,000 1,175,000 1,250,000 1,250,000 1,275,000 1,275,000 1,300,000 1,300,000 12,148,893 Library 11,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 80,000 Equipment 11,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 $0,000 Renovation ($18.4mli project $13.3m debt exclusion) Debt Excl Debt Excl Debt Excl Debt Excl Debt Excl Debt Excl Debt Excl Debt Excl Debt Excl Debt Excl Debt Excl 293 Town of Reading Approved Requested Projected Debt Service Schedule FY - 2016 FY - 2017 FY - 2018 4/1/161:52 PM 4,525,000 $ $ Projected FY - 2019 $ Projected FY - 2020 $ Projected FY - 2021 $ Projected FY - 2022 $ Projected FY - 2023 $ Projected FY - 2024 $ Projectea FY - 2025 $ rrojectea FY - 2026 t-rojectea FY - 2027 rrojecieu FY - 2028 Principal + Interest`.: Within Leyy Limit 1,568,618 1,886,368 2,307,733 2,225,951 2,175,232 2,114,176 1,958,144 1,809,851 1,753,344 1,283,388 797,000 682,000 270,000 Issued 1,504,618 1,435,368 1,367,233 1,037,951 1,009,732 971,176 937,644 808,851 771,844 471,388 0 0 0 Approved not issued fanned not yet approved 64,000 0 431,000 20,000 420,500 520,000 410,000 778,000 399,500 766,000 389,000 754,000 278,500 742,000 271,000 730,000 263,500 718,000 106,000 706,000 103,000 694,000 0 682,000 0 270,000 premium(RMHS) Energy Improvements Killam Green Repair Birch Mdw Green Repair Barrows/Wd End® 0 439,231 90,450 44,550 - 37,8216 0 431,275 87,100 42,900 1 36,552 0 420,388 83,750 41,250 36,552 0 408,663 80,400 39,600 35,652 0 398,194 77,050 37,950 34,752 0 382,388 73,700 36,300 33,852 0 371,456 70,350 34,650 32,952 0 360,113 0 0 32,052 0 348,356 0 0 29,942 0 336,188 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Wood End® 192,274 180,228 175,878 171,528 167,178 157,828 153,628 149,428 135,938 0 0 0 0 Barrows® 159,426 149,408 145,808 142,208 138,608 135,008 126,408 122,958 117,208 0 0 0 0 Coolidge® 0 0 0 0 0 0 0 0 0 0 0 0 0 Parker® 202,963 187,320 152,288 0 0 0 0 0 0 0 0 0 0 Joshua Eaton® 0 0 0 0 0 0 0 0 0 0 0 0 0 owntown Impr I $650k) West St. $1.3 mil 72,109 179,689 69,225 167,700 66,300 163,800 0 159,900 0 156,000 0 152,100 0 148,200 0 144,300 0 140,400 0 135,200 0 0 0 0 0 0 Ladder truck ($800k) Pumper En #1 $525k) Birch Mdw lighting 1.Omil 'rch Mdw Mstr Pln 1.5mil 86,100 0 30,000 0 83,660 0 130,000 20,000 81,220 0 127,000 195,000 0 0 124,000 190,500 0 0 121,000 186,000 0 0 118,000 181,500 0 0 115,000 177,000 0 0 112,000 172,500 0 0 109,000 168,000 0 0 106,000 163,500 0 0 103,000 159,000 0 0 0 154,500 0 0 0 0 RMHS Ret. Wall $500k 10,000 115,000 112,000 109,000 106,000 103,000 0 0 0 0 0 0 0 od. classrooms $1.2 mil 24,000186,000 181,500 177,000 172,500 168,000 163,500 159,000 154,500 0 0 0 0 Roof Repairs $2.7 mil. Cem. Garage $1.5m 0 0 0 0 0 325,000 351,000 317,500 342,900 310,000 334,800 302,500 326,700 295,000 318,600 287,500 310,500 280,000 302,400 272, 500 294,300 265,000 286,200 257,500 278,100 0 Debt Exclusio n4 2,934,523 3,013,632 2,954,082 2,914,982 2,877,982 2,828,482 2,778,152 2,723;832 2,682,132 1,280,760 234,600 0 0 DPW Facility TBA Library Project-$2.3mil 105,000 299,000 276,000 266,800 262,200 257,600 253,000 248,400 243,800 239,200 234,600 0 0 Library Project $10+mil 1,382,222 1,290,000 1,260,000 1,230,000 1,200,000 1,170,000 1,140,000 1,110,000 1,080,000 1,040,000 0 0 0 RMHS® 1,377,750 1,357,750 1,351,500 1,353,250 1,352,500 1,339,250 1,324,000 1,306,750 1,312,500 0 0 0 0 Barrows/Wd End® '56;503 ' 54,630 54,630 53,280 51,930 50,580 50,400 48,230 41,880 1,560 0 0 0 Wood End@I 13,048 12,252 11,952 11,652 11,352 11,052 10,752 10,452 3,952 0 0 0 0 294 ..a..A n ..i 4 Town of Reading Approved Requested Projected Projected Projected FY 2020 rrojectea FY 2021 rrojeciea FY - 2022 rrvpcieu FY - 2023 rivi MILU FY - 2024 rl vivi4 N FY - 2025 1 .N,vJ v v .-,__._ FY - 2026 FY - 2027 FY - 2028 Debt Service Schedule FY - 2016 FY - 2017 FY - 2018 FY - 2019 - - $ 411116 1:52 PM 4,525,000 $ $ $ $ $ $ $ Principal Levy Limit 1,195,000 1',535,000'11,905,000 1,880,000 1,880,000 1,870,000 1,765,000 1,665,000 1,652,200 1,230,000 770,000 670,000 270,000 Within Issued 1,195,000 1,185,000 1,155,000 860,000 860,000 850,000 845,000 745,000 732,200 460,000 0 0 0 Approved not issued 0 350,000 350,000 350,000 350,000 350,000 250,000 250,000 250,000 100,000 100,000 0 0 tanned not yet approved 0 0 400,000 670,000 670,000 670,000 670,000 670,000 670,000 670,000 670,000 670,000 270,000 Energy Improvements 335,000 335,000 335,000 335,000 335,000 330,000 330,000 330,000 330,000 330,000 Killam Green Repair 67,000 67,000 67,000 67,000 67,000 67,000 67,000 Birch Mdw Green Repair 33,000 33,000 33,000 33,000 33,000 33,000 33,000 BarrowslWd End® 30,000 30,000 30,000 30,000 30,000 30,000 30,000 30,000 28,790 Wood End® 145,000 145,000 145,000 145,000 145,000 140,000 140,000 140,000 130,710 Barrows® 120,000 120,000 120,000 120,000 120,000 120,000 115,000 115,000 112,700 Coolidge Parker® 190,000 180,000 150,000 Joshua Eaton® Downtown Impr($650k) 65,000 65,000 65,000 West St. $1.3 mil 130,000 130,000 130,000 130,000 130,000 130,000 130,000 130,000 130,000 130,000 Ladder truck $800k) 80,000 80,000 80,000 Pumper Eng#1($525k) Birch Mdw fi htin 1.Omil 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 'rch Mdw Mstr Pln 1.5mil 150,000 150,000 150,000 150,000 150,000 150,000 150,000 150,000 150,000 150, 000 HS Ret. Wall $500k/5yr 100,000 100,000 100,000 100,000 100,000 Mod. clsrms $1.2 mil/8yr 150,000 150,000 150,000 270,000 150,000 270,000 150,000 270,000 150,000 270,000 150,000 270,000 150,000 270 000 270,000 270 000 270 000 270,000 Roof Repairs $2.7 mil. Gem. Garage $2.5m 250,000 250,000 250,000 250,000 250,000 250,000 250,000 250,000 250,000 250,000 Debt Exclusion 1,955,000 2,210,000 2,250,000 2,300,000 2,350,000 2,390,000 2,430,000 2,469,000 2,522,800 1,230,000 230,000 0 0 DPW Facility TBA Library Project-$2.3mil 230,000 230,000 230,000 230,000 230,000 230,000 230,000 230,000 230,000 230,000 Library Project $10+mil 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 RMHS® 900,000 925,000 965,000 1,015,000 1,065,000 1,105,000 1,145,000 1,185,000 1,250,000 Barrows/Wd End® 45;000 45,000 45,000 45,000 45,000 45,000 45,000 44,000 39,000 Wood End® 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 3,800 295 Town of Reading Approved Requested Projected Debt Service Schedule FY - 2016 FY - 2017 FY - 2018 411116 1:52 PM 4,525,000 $ $ Projected FY - 2019 $ Projected FY - 2020 $ Projected FY - 2021 $ Projected FY - 2022 $ Nrojectea FY - 2023 $ vrojectea FY - 2024 $ rrojeciea FY - 2025 $ rruima a rivita-mu rwJc�Lcu FY - 2026 FY - 2027 FY - 2028 Interest` Within Leyy Limit Issued Approved not issued fanned not yet approved 373,618 309,618 64,000 0 351,368 250,368 81,000 20,000 40 2,7 33 212,233 70,500 120,000 345,951 177,951 60,000 108,000 295,232 149,732 49,500 96,000 244,176 121,176 39,000 84,000 193,144 92,644 28,500 72,000 144,851 63,851 21,000 60,000 101,144 39,644 13,500 48,000 53,388 11,388 6,000 36,000 27,000 12,000 0 0 0 0 3,000 0 0 24,400 12,000 0 Energy Improvements 104,231 96,275 85,388 73,663 63,194 52,388 41,456 30,113 18,356 6,188 Killam Green Repair 23,450 20,100 16,750 13,400 10,050 6,700 3,350 Birch Mdw Green Repair 11,550 9,900 8,250 6,600 4,950 3,300 1,650 Barrows/Wd End@ 7,826 6,552. 6,552 5,652 4,752 3,852 2,952 2,052 1,152 Wood End@ 47,274 35,228 30,878 26,528 22,178 17,828 13,628 9,428 5,228 Barrows@ 39,426 29,408 25,808 22,208 18,608 15,008 11,408 7,958 4,508 Coolid e@ Parker@ 12,963 7,320 2,288 Joshua Eaton@ Downtown Impr($650k) 7,109 .4,225 1,300 West St. $1.3 mil 49,689 37,700 33,800 29,900 26,000 22,100 18,200 14,300 10,400 5,200 Ladder truck ($800k)6,100 3,660 1,220 Pumper En #1($525k Birch Mdw lighting 1.0mil arch Mdw Mstr Pin 1.5mil 30,000 30,000 20.000 27,000 45, 000 24,000 40, 500 21,000 36, 000 18,000 31, 500 15,000 27, 000 12,000 22,500 9,000 18,000 6,000 13,500 3,000 9,000 4,500 RMHS Ret. Wall $500k 10,000 15,000 12,000 9,000 6,000 3,000 od. classrooms $1.2 mil Roof Repairs $2.7 mil. Cem. Garage $2.5m 24,006 36,000 31,500 75, 000 27,000 81,000 67,500 22,500 72,900 60,000 18,000 64,800 52,500 13,500 56,700 45,000 9,000 48,600 37,500 4,500 40,500 30,000 32,400 22,500 24,300 16,200 8,100 15,000 7,50 , 0 , .. Debt Exclusion 979,523 803,632 704,082 614,982 527,982 438,482 348,152 254,832 159,332 50,760 4,600 0 0 DPW Facility TBA Library Project-$2.3mil 105,000 69,000 46,000 36,800 32,200 27,600 23,000 18,400 13,800 9,200 4,600 Library Project $10+mil 382,222 290,000 260,000 230,000 200,000 170,000 140,000 110,000 80,000 40,000 RMHS@ 477,750 432,750 386,500 338,250 287,500 234,250 179,000 121,750 62,500 Barrows/Wd End@ 11,503 9,630 9,630 8,280 6,930 5,580 5,400 4,230 2,880 1,560 Wood End® 3,048 2,252 1,952 1,652 1,352 1,052 752 452 152 296 04/04/2016 10:54 (TOWN OF READING P 1 sangstrom FY 2016 TOWN SPECIAL REVENUE AND glytdbud CUMMULATIVE TOWN GRANT ACTIVITY TO MARCH FOR 2016 09 ORIGINAL APPROP TRANFRS% ADJSTMTS REVISED BUDGET YTD EXPENDED ENCUMBRANCES AVAILABLE BUDGET PCT USED 0010 FEDERAL GRANTS 2010 FGRT TEENS AND TWEENS 17,021 -5,000.00 12,021.24 39,920.75 12,021.24 34,943.19 .00 .00 .00 4,977.56 100.0% 87.5% 2020 2030 FGRT GHSD UNDERAGE ALCOHOL FGRT-FEMA-ASSIST TO FIREFI 39,946 223,763 -24.75 32,296.00 256,059.22 256,059.22 .00 .00 100.0% 2040 FGRT FEMA THRU MEMA EMPG G 27,020 6,882.68 33,902.68 28,972.67 .00 4,930.01 85.5% 100.0% 2050 FEMA STORM DAMAGE REIMBURS 20,779 6,795 .00 -1,392.26 20,779.07 5,402.74 20,779.07 5,247.74 ,.00 .00 .00 155.00 97.1% 2060 2070 CITIZEN CORP (FEMA) LSTA GREEN LIBRARY GRANT 0 7,500.00 7,500.00 7,500.00 .00 .00 100.0% 2090 FEDERAL HWY SAFETY GRANT 41,990 5,746.20 47,736.02 51,978.21 .00 -4,242.19 108.9% 100.0% 2100 FGRT-SECURE SCHOOLS(COPS) 22,675 -2,057.08 328.73 20,617.51 24,271.23 20,617.51 22,839.59 .00 432.00 .00 999.64 95.91-. 2110 2120 FEDERAL GRANT - VESTS FED GRT RCASA 23,943 548,891 100,000.00 648,891.42 604,149.36 .00 44,742.06 93.1% 2130 FGRT FOR MASS HISTORICAL G 0 12,000.00 12,000.00 9,000.00 12,000.00 5,841.46 .00 438.24 .00 2,720.30 100.0% 69.8% 2140 2150 FED GRT PEDESTRIAN SAFETY FGRT BARE MEADOW TRAIL 9,000 16,539 .00 -3.09 16,535.91 16,535.91 .00 .00 100.0% 2160 LSTA - SCIENCE IS EVERYWHE 7,500 .00 7,500.00 8,000.00 7,500.00 8,000.01 .00 .00 .00 -.01 100.0% 100.0% 2170 2180 LSTA - CUSTOMER EXPERIENCE FGRT. THE BIG READ 8,000 6,500 .00 .00 6,500.00 6,500.03 .00 -.03 100.0% 2190 FGRT DRUG FREE COMMUNITIES 250,000 .00 250,000.00 139,122.97 .00 110,877.03 910.00 55.6% 98.7% 2220 FGRT FIRE OVERTIME REIMBUR 1,748 70;599.60 72,348.00 71,438.00 .00 TOTAL FEDERAL GRANTS 1,272,110 226,876.03 1,498,985.79 1,332,046.18 870.24 166,069.37 88.9% 0011 ARRA FEDERAL STIMULUS GRANTS 2200 ARRAGRT SUMMER YTH EMPLMNT 4,700 .00 4,700.00 4,700.00 .00 .00 100.0% TOTAL ARRA FEDERAL STIMULUS GR 4,700 .00 4,700.00 4,700.00 .00 .00 100.0% 0020 STATE GRANTS 3010 SETB PSAP TRAINING GRANT 123,946 -35,305.20 88,640.40 77,567.23 .00 11,073.17 87.5% 3020 SGRT GARAGE FEASIBILITY 50,000 .00 50,000.00 50,000.00 .00 .00 100.0% 100.0% 3030 MAPC BIKE RACK GRANT 9,731 39,888 -302.50 14,570.00 9,428.49 54,457.78 9,428.49 49,433.52 .00 .00 .00 5,024.26 90.81-o 3040 3050 STATE GRANT S.A.F.E. SGRT FIREFIGHTER EQUIPMENT 7,792 .00 7,792.00 7,792.00 .00 .00 100.0% 3060 SGRT DHCD 40 R APPLICATION 32,553 -940.15 31,612.85 31,612.85 .00 .00 100.0% 297 04/04/2016 10:54 (TOWN OF READING P 2 sangstrom FY 2016 TOWN SPECIAL REVENUE AND glytdbud CUMMULATIVE TOWN GRANT ACTIVITY TO MARCH FOR 2016 09 ORIGINAL APPROP TRANFRS/ ADJSTMTS REVISED BUDGET YTD EXPENDED ENCUMBRANCES AVAILABLE BUDGET PCT USED 3080 MASS TECH COLL-WASTE TO EN 14,977 .00 14,976.59 14,976.59 .00 00 100.0% 3090 ELDER AFFAIRS GRANT 183,599 30,445.50 214,044.53 169,425.92 .00 44,618.61 79.2% 3100 SGRT SENIOR SAVE GRANT 3,542 2,712.04 6,254.00 6,301.77 .00 -47.77 100.8% 3110 HEALTH BOARD GRANT ACTION 10,521 18,000 .00 10,521.15 18,000.00 10,516.26 17,749.28 .00 .00 4.89 250.72 100.0% 98.61-o 3120 3121. RCASA RESOURCES IN HEALTH RESOURCES IN ACTION 0 .00 3,750.00 3,750.00 3,750.00 .00 .00 100.0% 3130 LIBRARY - STATE GRANTS 53,839 33,375.90 87,214.49 87,214.49 .00 .00 100.0% 3131 LIBRARY STATE AID 208,199 15,591.09 223,790.17 906.48 .00 222,883.69 135.66 .4% 99.4% 3140 STATE GRANT - VESTS 24,018 328.73 24,346.23 23,778.57 432.00 .00 100.0% 3150 SGRT COMMUNITY POLICING 59,580 42,750 -12,022.49 6,100.00 47,557.51 48,849.64 47,557.51 42,867.35 .00 .00 .00 5,982.29 87.8% 3160 3180 CULTURAL COUNCIL STATE GRANT CONSERVATION 16,373 -2,058.49 14,314.25 14,314.25 .00 .00 100.0% 3190 STATE GRANT RCASA 67,263 .00 67,262.71 67,262.71 .00 .00 100.0% 3200 HIGHWAY CHAPTER 90 4,103,227 692,480.30 4,795,707.15 3,949,612.50 73,492.79 772,601.86 83.9% 3210 SGRT EXTENDED POLLING HOUR 43,097 20,826.97 63,923.97 63,924.00 .00 -.03 100.0% 99.611 3220 SETB PSAP OPERATIONS GRANT 315,312 39,587.61 354,900.05 353,507.14 .00 1,392.91 3230 SGRT DHCD PEER TO PEER 2,000 .00 2,000.00 2,000.00 .00 .00 100.0% 100.0% 3240 EOPSS PUBLIC SAFETY GRANTS 16,950 .00 16,950.00 8,750.00 16,950.00 8,750.00 .00 .00 .00 .00 100.0% 3250 3260 COMMUNITY TRANSFORMATION G SGRT SUSTAINABLE MATERIAL 8,750 3,750 .00 .00 3,750.00 -829.25 .00 4,579.25 -22.1% 3270 3280 SGRT AEDGRANT WINTER RAPID RECOVERY ROAD 600 181,760 .00 .00 600.00 181,760.00 600.00 173,249.65 .00 .00 .00 8,510.35 100.0% 95.3% 3290 SGRT CIVIL WAR PRESERVATI 7,500 .00 7,500.00 7,500.00 .00 .00 4,153.23 100.0% 24.6% 3300 SGRT FIRE ALARM WIRE MOVEM 5,511 .00 5,511.00 1,357.77 .00 TOTAL STATE GRANTS 5,655,026 809,139.31 6,464,164.96 5,309,077.08 73,924.79 1,081,163.09 83.3% 0030 REVOLVING FUNDS 4005 CULTURAL COUNCIL INTEREST 69 13.00 81.75 30.00 .00 51.75 36.7% 4010 CONSV CONSULTANTS FEES 0 2,887.50 2,887.50 .00 .00 2,887.50 .0% 4025 FIRE SPECIAL DETAIL -10,399 23,185.41 12,786.27 22,253.10 .00 -9,466.83 174.0% 4030 POLICE - SPECIAL DETAIL -164,886 941,984.02 777,098.49 890,835.85 .00 -113,737.36 114.6% 4040 POLICE - DRUG ENFORCEMENT 18,196 1,170.00 19,365.54 .00 .00 19,365.54 .0% 4045 PUBLIC WORKS SPECIAL DETAI -927 9,432.94 8,505.55 10,235.92 .00 -1,730.37 120.3% 4050 INS RESTITUTION UNDER $20K 29,216 10,899.22 40,114.75 .00 .00 40,114.75 .0% 4060 DESIGN REVIEW FEES 18,147 16.34 18,163.50 .00 .00 18,163.50 .0% 4080 SUNSET ROCK DEVELOPMENT 500 .00 500.00 .00 .00 500.00 .0% 4100 SIGNAGE MITIGATION - PULTE 52,538 .00 52,537.50 .00 .00 52,537.50 .0% 4260 40B PROJECTS 0 14,700.00 14,700.00 .00 14,700.00 .00 100.0% 4620 AFFORDABLE HOUSING FUND 260,912 362.28 261,274.17 .00 .00 261,274.17 .0% 4731 MATTERA CABIN GRANTS 100 .00 100.00 .00 .00 100.00 .0% m. 04/04/2016 10:54 (TOWN OF READING sangstrom FY .2016 TOWN SPECIAL REVENUE AND glytdbud CUMMULATIVE TOWN GRANT ACTIVITY TO MARCH FOR 2016 09 299 ORIGINAL APPROP TRANFRS/ ADJSTMTS REVISED BUDGET YTD EXPENDED ENCUMBRANCES AVAILABLE BUDGET PCT USED TOTAL REVOLVING FUNDS 203,464 1,004,650.71 1,208,115.02 923,354.87 14,700.00 270,060.15 77.6% 0031 VOTED REVOLVING FUNDS 4200 INSPECTION PERMIT REVOLVIN 699,828 97,277.00 797,105.47 25,000.00 .00 772,105.47 8,043.92 3.1% 4220 TRAIL MAINT MAPLEWOOD DONA 8,044 994 .00 8,173.35 8,043.92 9,167.27 .00 8,285.20 .00 148.30 733.77 .0% 92.0% 4222 4230 LIBRARY FINES REVOLVING FU MATTERA CABIN REVOVLING FU 1,064 1,380.00 2,443.58 1,199.60 .00 1,243.98 49.1% 28.41 4250 PUBLIC HEALTH CLINICS 66,855 17,577.55 84,432.42 23,885.79 53.55 60,493.08 TOTAL VOTED REVOLVING FUNDS 776,785 124,407.90 901,192.66 58,370.59 201.85 842,620.22 6.5% 0032 REVLOVING FUND - MAJOR 4020 RECREATION - SELF SUPPORTI 319,204 564,956.29 884,159.79 483,238.32 17,146.93 383,774.54 56.60 TOTAL REVLOVING FUND - MAJOR 319,204 564,956.29 884,159.79 483,238.32 17,146.93 383,774.54 56.6% 0039 SPECIAL REVENUE FD -MAJOR 3170 SGRT - TITLE V (SEPTIC) 10,858 4,265.95 15,123.62 9,320.58 .00 5,803.04 61.6% TOTAL SPECIAL REVENUE FD -MAJOR 10,858 4,265.95 15,123.62 9,320.58 .00 5,803.04 61.6% 0040 RECEIPTS TO BE APPROPRIATED 4090 ADAMS WAY PERFORMANCE DEPO 4,275 .00 1,590.45 4,275.00 7,750.03 .00 704.00 .00 .00 4,275.00 7,046.03 9.1% 4110 4610 WETLAND PROTECTION FEES ST SALE OF REAL ESTATE 6,160 742,738 1,031.07 743,769.52 100,000.00 .00 643,769.52 13.40 4630 WALKERS BROOK MITIGATION F 72 .00 21,010.00 71.68 216,149.14 .00 25,000.00 .00 .00 71.68 191,149.14 .0% 11.60 4650 SALE OF CEMETARY LOTS 195,139 TOTAL RECEIPTS TO BE APPROPRIA 948,384 23,631.52 972,015.37. 125,704.00 .00 846,311.37 12.9% 0050 GIFTS & DONATIONS 299 04/04/2016 10:54 TOWN OF READING Iglytdbud sangstrom IFY 2016 TOWN SPECIAL REVENUE AND CUMMULATIVE TOWN GRANT ACTIVITY TO MARCH FOR 2016 09 ORIGINAL TRANFRS/ ADJSTMTS REVISED BUDGET YTD EXPENDED ENCUMBRANCES AVAILABLE BUDGET PCT USED 0050 GIFTS & DONATIONS APPROP 3090 ELDER AFFAIRS GRANT 62,323 2,773.00 65,096.00 65,096.00 .00 .00 9,151.34 100.0% .0% 4701 DONATIONS SPECIFIED POLICE 7,151 2,000.00 9,151.34 2,283.55 .00 45.00 .00 .00 2,238.55 2.0% 4702 DONATION - TREE COLLECTION 1,384 900.00 685.38 438.17 .00 247.21 63.9% 4703 DONATION -SIGNS 685 56 .00 56.00 .00 .00 56.00 .0% 4704 DONATIONS - CEMETERY 42,192 .00 415.00 42,606.73 485.00 .00 42,121.73 1.1% 4705 DONATIONS ELDER SERVICES 185 184.83 .00 .00 184.83 .0% 4706 MYSTIC VALLEY GRANT 1,180 .00 120.00 1,300.44 .00 .00 1,300.44 .0% 4708 DONATIONS - S.A.F.E. 941 765.00 1,706.23 .00 .00 1,706.23 .0% 4709 4710 FIRE DEPT DONATIONS DONATIONS - VARIOUS PROJEC 5,292 335.15 5,627.56 100.27 .00 5,527.29 96.00 1.8% 4711 DONATIONS - BENCHES 96 .00 96.00 235.54 .00 .00 .00 .00 235.54 .0% .0% 4712 CITIES FOR CLIMATE CONTROL 236 1,006 .00 1,006.19 .00 .00 1,006.19 .0% 4713 DONATIONS - HISTORIC COMM 6,375 .00 100.00 6,474.52 604.28 .00 5,870.24 9.3% 4714 HUMAN SERVICES DONATIONS 232,233 .00 232,233.00 .00 .00 232,233.00 .0% 4715 READING ICE ARENA FUNDS 159,145 27,146.79 186,292.00 2,377.26 12,775.00 171,139.74 8.1% 4716 LIBRARY - DONATIONS 3 3.47 .00 .00 3.47 .0% 4718 BANCROFT TOT -LOT FUND .00 2.44 5.05 .00 -2.61 207.0% 4719 FRIENDS OF HUNT PARK 2 2,161 .00 2,161.00 .00 .00 2,161.00 .0% 4720 POLICE DONATIONS ACCOUNT 3,055 .00 33,742.61 36,797.76 33,541.28 .00 3,256.48 91.2% 4726 RECREATION DONATIONS 1,891 1,891.19 179.60 .00 1,711.59 9.5% 4728 4729 COMMUNITY SVC DEPT DONATIO MEMORIAL PARK DONATIONS 1,368 .00 .6.,428.00 7,795.91 6,139.97 .00 1,655.94 1,236.01 78.8% 1.9% 4730 RCASA DONATIONS 121 1,139.00 1,259.87 23.86 .00 TOTAL GIFTS & DONATIONS 529,082 75,864.55 604,946.95 109,035.74 12,775.00 483,136.21 20.1% GRAND TOTAL 9,719,612 2,833,792.26 12,553,404.16 8,354,847.36 119,618.81 4,078,937.99 67.5% ** END OF REPORT - Generated by Sharon Angstrom ** 300 04/04/2016 10:58 (TOWN OF READING Iglytdbud sangstrom FY 2016 SCHOOL SPECIAL REVENUE AND CUMMULATIVE GRANT ACTIVITY TO MARCH FOR 2016 09 ORIGINAL APPROP TRANFRS/ ADJSTMTS REVISED BUDGET YTD EXPENDED ENCUMBRANCES AVAILABLE BUDGET PCT USED 0010 FEDERAL GRANTS 2501 TITLE I (323B) SCHOOL IMPR 1,500 .00 1,500.00 856,819.04 1,500.00 784,763.45 .00 .00 .00 72,055.59 100`.0% 91.6% 2510 TITLE I ( #305) ( #331) 826,110 30,220 30,709.05 -378.57 29,840.93 29,840.93 .00 .00 100.0% 2530 2540 DRUG FREE EARLY CHILDHOOD ( #262) 140,457 -1,137.60 139,319.40 121,400.39 .00 17,919.01 87.1% 100.0% 2550 PROJECT LIFESKILLS (EOPS) 5,416 -3,797.50 -9,475.67 1,618.67 580,726.99 1,618.67 580,726.99 .00 .00 .00 .00 100.0% 2560 U.S. HISTORY GRANT (84.115 ( #240) 590,203 7,889,249 -174,575.99 7,714,672.73 7,323,009.60 8,500.00 383,163.13 95.0% 2570 2580 P.L.94-142 PHYS ED (PEP) GRANT 9,235 .00 9,234.98 522,571.02 9,234.98 452,946.88 .00 13,329.00 .00 56,295.14 100.0% 89.2% 2590 TEACHER QUALITY ( #140) ( #274) 522,750 193,888 -179.34 -3,927.00 189,961.45 164,944.78 8,770.30 16,246.37 91.4% 2600 2610 SPED PROF DEVEL ED THROUGH TECH ( #160) 6,029 .00 6,029.00 6,029.00 .00 .00 830.89 100.0% 99.1% 2620 FGRT SCHOOL READINESS 23,306 72,650.00 95,955.74 999,818.00 95,124.85 983,700.90 .00 .00 16,117.10 98.4% 2690 TEACHING AMERICAN HISTORY 999,818 6,970 .00 6,970.00 6,970.00 .00 .00 100.0% 2700 2720 INTEROP FRAMEWORK IMPLEm FGRT RACE TO THE TOP 40,480 .00 -5,120.00 35,360.00 35,360.00 .00 .00 100.0% 100.0% 2730 FGRT EARLY ADOPTERS PROJEC 10,000 -2,355.00 -2,606.00 7,645.00 12,344.00 7,645.00 10,905.24 .00 .00 .00 1,438.76 88.3% 2740 2750 FGRT EEC SPED PROG IMPROV FGRT MENTAL HEALTH PROJ. A 14,950 101,435 -1,435.00 100,000.00 65,332.26 50.00 34,617.74 65.4% 53.2% 2760 FGRT SCHOOL CLIMATE TRANSF 576,638 -71,980.00 504,658.00 221,113.08 47,165.82 236,379.10 5,044.00 2770 FGRT INTERVENTION 5,044 .00 5,044.00 6,018.00 00 .00 .00 .00 6,018.00 .0% .0% 2780 FGRT SUPPORT TITLE I (323) 6,018 .00 TOTAL FEDERAL GRANTS 11,999,716 -173,608.62 11,826,106.95 10,902,167.00 77,815.12 846,124.83 92.8% 0011 ARRA FEDERAL STIMULUS GRANTS 2630 FGRT ARRA SFSF FED STIMULU 2,002,727 -33,867.06 1,968,859.94 1,968,859.94 .00 .00 100.0% 100.0% 2640 FGRT ARRA IDEA STIMULUS FU 1,166,675 -21,404.33 1,145,270.67 1,145,270.27 42,824.35 .00 .40 .00 100.0% 2650 FGRT ARRA IDEA EARLY CHILD 42,684 140.75 42,824.35 150,000.00 150,000.00 .00 .00 .00 100.0% 2670 FGRT ARRA EECBG ENERGY GRA 150,000 650,960 .00 650,960.00 650,960.00 .00 .00 100.0% 2710 FGRT ED JOBS .00 TOTAL ARRA FEDERAL STIMULUS GR 4,013,046 -55,130.64 3,957,914.96 3,957,914.56 .00 .40 100.0% 0020 STATE GRANTS 301 04/04/2016 10:58 (TOWN OF READING P 2 sangstrom FY 2016 SCHOOL SPECIAL REVENUE AND glytdbud CUMMULATIVE GRANT ACTIVITY TO MARCH FOR 2016 09 0020 STATE GRANTS ORIGINAL APPROP TRANFRS/ REVISED ADJSTMTS BUDGET YTD EXPENDED ENCUMBRANCES AVAILABLE BUDGET PCT USED 3510 METCO ( #317) 2,909,125 -96,679.39 2,812,445.69 2,669,530.66 80,275.94 62,639.09 97.8% 3520 SAFE AND SUPPORTIVE SCHOOL 10,000 .00 10,000.00 10,000.00 .00 .00 100.0% 3530 ACADEMIC SUPPORT ( #632) 85,958 -10,882.38 75,075.69 64,541.33 .00 10,534.36 86.0% 3540 SGRT- CIRCUIT BREAKER 9,118,084 -371,889.29 8,746,194.71 8,436,324.08 369,430.13 -59,559.50 100.7% 3550 EXPANDED LEARNING TIME GRA -285 .00 -285.36 -285.36 .00 .00 100.0% 100.0% 3560 GIFTED/TALENTED ( #580) 16,944 .00 16,944.41 16,944.41 .00 .00 624.21 3590 SGRT SAFE SCHOOLS PROGRAM 1,500 .00 1,500.00 1,500.00 .00 .00 100.0% 100.0% 3600 SGRT SPED PROGRAM REVEEW 4,303 .00 4,302.65 4,302.65 .00 .00 100.0% 3620 SCHOOL NURSE PROF DEV GRAN 4,750 -538.00 4,212.00 83,157.00 4,212.00 82,999.82 .00 .00 .00 157.18 99.8% 3910 3920 PROJECT LEAD THE WAY LINDE PLTW - COMM OF MASS 83,157 36,031 .00 .00 36,031.00 36,031.00 .00 .00 100.0% 19,954.87 TOTAL STATE GRANTS 12,269,567 -479,989.06 11,789,577.79 11,326,100.59 449,706.07 13,771.13 99.9% 0030 REVOLVING FUNDS 4325 GUIDANCE REVOLVING FUND 7,257 56,193.00 63,450.11 15,417.95 1,198.92 46,833.24 26.2% 4326 COOLIDGE EXTRACURRICULAR 4,488 250.00 4,738.06 .00 - .00 4,738.06 .0% 4327 PARKER EXTRACURRICULAR 3,860 .00 3,860.00 .00 .00 3,860.00 .0% 4330 SCHOOL TRANSPORTATION 14,276 33,302.50 47,578.37 45,147.75 .00 2,430.62 94.9% 4350 DRAMA ACTIVITIES HIGHSCHOO 15,583 142,077.50 157,660.17 82,302.16 15,869.73 59,488.28 62.3% 4354 BAND EXTRACURRICULAR ACTIV .18,972 28,595.00 47,567..07 30,693.47 3,993.54 12,880.06 72.9% 4360 DRAMA ACTIVITIES (PARKER) 30,083 35,569.10 65,652.28 38,397.26 624.21 26,630.81 59.4% 4370 PARKER AFTER SCHOOL ACTIVI 22,483 20,638.00 43,121.24 17,261.80 .00 25,859.44 40.0% 4378 EXTENDED DAY PROGRAM 866,236 949,709.71 1,815,945.84 599,453.86 17,807.31 1,198,684.67 34.06 4380 DRAMA ACTIVITIES COOLIDGE 6,344 15,586.00 21,930.27 11,931.88 .00 9,998.39 54.4% 4400 SUMMER SCHOOL PROGRAM 62,562 17,821.50 80,383.25 59,362.38 1,066.00 19,954.87 75.2% 4410 RISE PRESCHOOL PROGRAM 433,952 227,068.58 661,021.02 13,991.27 2,783.06 644,246.69 2.5% 4415 EDUCATION SPECIAL DETAIL 251 .00 251.30 .00 .00 251.30 .0% 4420 USE OF SCHOOL PROPERTY 83,179 191,983.81 275,162.48 103,227.01 4.36 171,931.11 37.56 4430 TUITION (SPED PROGRAM) 682,307 93,984.81 776,292.20 3,805.18 .00 772,487.02 .5% 4440 ALL -DAY KINDERGARTEN PROGR 692,127 617,596.00 1,309,722.99 9,767.87 .00 1,299,955.12 .76 4450 LOST BOOKS - SCHOOL 22,618 2,492.40 25,110.35 4,834.55 .00 20,275.80 19.3% TOTAL REVOLVING FUNDS 2,966,579 2,432,867.91 5,399,447.00 1,035,594.39 43,347.13 4,320,505.48 20.06 0032 REVLOVING FUND - MAJOR 4320 ATHLETIC ACTIVITIES 112,134 295,474.10 407,607.86 46,185.60 .00 361,422.26 11.3% TOTAL REVLOVING FUND - MAJOR 112,134 295,474.10 407,607.86 46,185.60 .00 361,422.26 11.3% 302 04/04/2016 10:58 (TOWN OF READING P 3 sangstrom FY 2016 SCHOOL SPECIAL REVENUE AND glytdbud CUMMULATIVE GRANT ACTIVITY TO MARCH FOR 2016 09 ORIGINAL TRANFRS/ REVISED AVAILABLE PCT 0039 SPECIAL REVENUE FD -MAJOR APPROP ADJSTMTS BUDGET YTD EXPENDED ENCUMBRANCES BUDGET USED 0039 SPECIAL REVENUE FD -MAJOR 4310 SCHOOL LUNCH PROGRAM 390,148 874,101.73 1,264,250.04 798,379.88 2,373.54 463,496.62 63.30 4390 ADULT EDUCATION PROGRAM 11,225 43,894.83 55,119.86 53,386.94 2,295.00 -562.08 101.0% TOTAL SPECIAL REVENUE FD -MAJOR 401,373 917,996.56 1,319,369.90 851,766.82 4,668.54 462,934.54 64.90 0050 GIFTS & DONATIONS 4751 JOSHUA EATON DONATION ACCO 9,630 .00 9,630.47 .00 .00 9,630.47 1,752.00 .0% 4752 HIGH SCHOOL DONATIONS 1,752 .00 1,752.00 200.00 .00 .00 .00 200.00 4753 4754 WOOD END PLAYGROUND-DONATI DONATION - SCIENCE (ELEM) 200 1,640 .00 .00 1,639.85 .00 .00 .00 1,639.85 .0% 4755 BURNS FOUNDATION (COOLIDGE 1,315 .00 1,314.50 .00 .00 1,314.50 .0% 4756 PARKER SCHL JUMP&GO BC/BS 5 .00 4.62 .00 .00 4.62 50.00 .01-. 4757 4790 INTEL FOUNDATION (COOLIDGE GIFT SCHOOL DISTRICT WIDE 50 9,997 .00 23,325.00 50.00 33,322.06 .00 21,133.36 .00 6,022.55 6,166.15 .0% 81.5% 4791 BARROWS DONATION FUND 1,602 15,330.48 16,932.08 11,029.80 516.00 5,386.28 68.2% 4792 BIRCH DONATION FUND 3,598 560.17 4,157.96 42.00 .00 4,115.96 1.0% 4793 EATON DOANTION FUND 9,435 1,884.25 11,319.13 2,731.00 .00 8,588.13 24.1% 4794 KILLAM DONATION FUND 9 11,068.15 11,076.71 10,599.83 .00 476.88 95.7% 4795 WOOD END DONATION FUND 8,710 7,149.41 15,859.24 7,547.36 298.00 8,013.88 49.5% 4796 COOLIDGE DONATION ACCOUNT 8,161 9,895.86 18,057.10 10,988.28 .00 7,068.82 60.9°% 4797 PARKER DONATION FUND 14,898 5,601.76 20,500.01 12,162.87 .00 8,337.14 59.3% 4798 HIGH SCHOOL DONATION FUND 20,969 27,226.55 48,195.82 5,975.28 .00 42,220.54 12.4% 4799 SPECIAL ED GIFTS & DONATIO 8,212 7,138.00 15,350.00 7,777.04 .00 7,572.96 50.71-. TOTAL GIFTS & DONATIONS 100,182 109,179.63 209,361.55 89,986.82 6,836.55 112,538.18 46.21 GRAND TOTAL 31,862,596 3,046,789.88 34,909,386.01 28,209,715.78 582,373.41 6,117,296.82 82.5% ** END OF REPORT - Generated by Sharon Angstrom ** 303 I o I I I o I I"r am o� rM I I I I I I I N �G N I �McO d m M a O V' O N ti V OCL N N M M O N �t CO M 1D OJ ol U � M M O M n V W M ; � r N N c0 In th y O (O (O O N O O O O r- 0 O O a N O co W� O fa rM NO O O W OO •! O O Vi rl�Clt N NO OO O V1cl co m OON(MOJ In M m W It M V n co M to w TN O N co LOM h N v fA O a E M f0 w C 4 d C a0 E ° o y ` c c E o 0 c a c C 3 y O E "' w y v 017 IO p E c y H t v E u c vC w a N C y U N Q y O N q a) 0 N N y N d N N A y 'C y y N y N N N C d A E ` IOi y a N C y C N N U L y b O y y y C 'D N O y N y i w N N 'O N y N N N "0 N N N fdh U ydj N d N C C U y N y N N N N Sc w y V- yy N C (d/1 c c C N V N N N C Vdi d N d N N N y N L T pd N "d' N O N N W N N "o a N; 11, d N€ N w N c" y N` y p_ U N C N C N`' �.:a > 0 y jp V x3x-'xmxmx'"xA RW xt O oxuxax�x_-'xy�xamx,�mx�axc�C�xLxmdx�x: xoxmxEx� x�A:W�`oxdJcJ((�xd�: xm3x0ox �W Up W�W�W�W?�W dUa Ci i0W Com. RwUdWU 0v ° c dw owLW O W CW ~ EW C) Lu .2 UJ EW W OW ..0Lu HUw UVW �p iiW O.W dWi)dw �,W„W p O 2 O N 2 WU" N U' O O. m IL J = F- W W J O. LL U) LL = j (7 W w CONDUCT OF TOWN MEETING Reading's Town Meeting is conducted in accordance with the rules set down in Article 2 of the Charter and the General Bylaws. Although Town Meeting Time Third Edition is the basic source, a Town Meeting Member need only be familiar with what is contained in the Charter. These notes are intended to outline the major points all Town Meeting Members should know, and which by knowing will make Town Meeting more understandable. Organization • Town Meeting consists of 192 elected members, of which 97 constitute a quorum. • There are two required sessions: The Annual Meeting in Spring which is primarily for fiscal matters and acceptance of the annual budget, and the Subsequent Meeting in November. Special Town Meetings may be called at any time that the need arises. • There are three main committees which review certain Articles and advise Town Meeting of their recommendations: Finance for all expenditures of funds, Bylaw for all bylaw changes, and the Community Planning and Development Commission for all zoning changes. Their reports are given prior to discussing the motion. General Rules Of Procedure • The Meeting is conducted through the Warrant Articles which are presented (moved) as motions. Only one motion may be on the floor at a time; however, the motion may be amended. Often two or more Articles which address the same subject may be discussed together; however, only one is formally on the floor, and each when moved is acted upon individually. Note that the vote on one may influence the others. • Members who wish to speak shall rise, state their name and precinct in order to be recognized. • A Member may speak for ten (10) minutes but permission must be asked to exceed this limit. • Seven (7) Members can question a vote and call for a standing count, and twenty (20) can ask for a roll call vote; however, a roll call vote is seldom used because of the time it takes. Principal Motion Encountered At Town Meeting The following motions are the principal ones used in most cases by Town Meeting to conduct its business. Experience shows that the Members should be familiar with these. • Adjourn: Ends the sessions, can be moved at any time. • Recess: Stops business for a short time, generally to resolve a procedural question or to obtain information. • Lay on the Table: Stops debate with the intention generally of bringing the subject up again later. May also be used to defer action on an Article for which procedurally a negative vote is undesirable. Note that tabled motions die with adjournment. • Move the Previous Question: Upon acceptance by a two-thirds (2/3) vote, stops all debate and brings the subject to a vote. This is generally the main motion, or the most recent 305 2.1 amendment, unless qualified by the mover. The reason for this as provided in Robert's Rules of Order is to allow for other amendments should they wish to be presented. • Amend: Offers changes to the main motion. Must be in accordance with the motion and may not substantially alter the intent of the motion. In accordance with Robert's Rules of Order, only one primary and one secondary motion will be allowed on the floor at one time, unless specifically accepted by the Moderator. • Indefinitely Postpone: Disposes of the Article without a yes or no vote. • Take from the Table: Brings back a motion which was previously laid on the table. • Main Motion: The means by which a subject is brought before the Meeting. The Following Motions May Be Used By A Member For The Purpose Noted: • Question of Privilege: Sometimes used to offer a resolution. Should not be used to "steal" the floor. • Point of Order: To raise a question concerning the conduct of the Meeting. • Point of Information: To ask for information relevant to the business at hand. Multiple Motions Subsequent (Multiple) Motions If the subsequent motion to be offered, as distinct from an amendment made during debate, includes material which has previously been put to a vote and defeated, it will be viewed by the Moderator as reconsideration and will not be accepted. If the subsequent motion contains distinctly new material which is within the scope of the Warrant Article, then it will be accepted. An example of this latter situation is successive line items of an omnibus budget moved as a block. Subject To The Following Considerations • The maker.of any proposed multiple motion shall make their intent known, and the content of the motion to be offered shall be conveyed to the Moderator - prior to the initial calling of the Warrant Article. • Once an affirmative vote has been taken on the motion then on the floor - no further subsequent alternative motions will be accepted. (Obviously does not apply to the budget, for example.) • Also - There can only be one motion on the floor at any one time. You have the ability to offer amendments to the motion that is on the floor. You also have the ability to move for reconsideration. Town Of Reading Bylaw - Article 2 Town Meeting General 2.1.1 Date of Annual Town Election The Annual Town Meeting shall be held on the third Tuesday preceding the fourth Monday in April of each year for the election of Town Officers and for such other matters as required by law to be determined by ballot. Notwithstanding the foregoing, the Board of Selectmen may schedule the commencement of the Annual Town Meeting for the same date designated as the date to hold any Federal or State election. 2.1.2 Hours of Election 306 The polls for the Annual Town Meeting shall be opened at 7:00 AM and shall remain open until 8:00 PM. 2.1.3 Annual Town Meeting Business Sessions All business of the Annual Town Meeting, except the election of such Town officers and the determination of such matters are required by law to be elected or determined by ballot, shall be considered at an adjournment of such meeting to be held at 7:30 PM on the fourth Monday in April, except if this day shall fall on a legal holiday, in which case the meeting shall be held on the following day or at a further adjournment thereof. 2.1.4 Subsequent Town Meeting A Special Town Meeting called the Subsequent Town Meeting shall be held on the second Monday in November, except if this day shall fall on a legal holiday, in which case the meeting shall be held on the following day. The Subsequent Town Meeting shall consider and act on all business as may properly come before it except the adoption of the annual operating budget. 2.1.5 Adjourned Town Meeting Sessions Adjourned sessions of every Annual Town Meeting after the first such adjourned session provided for in Section 2.1.3 of this Article and all sessions of every Subsequent Town Meeting, shall be held on the following Thursday at 7:30 PM and then on the following Monday at 7:30 PM, and on consecutive Mondays and Thursdays unless a resolution to adjourn to another time is adopted by a majority vote of Town Meeting Members present and voting. 2.1.6 Posting of the Warrant The Board of Selectmen shall give notice of the Annual, Subsequent or any Special Town Meeting at least fourteen (14) days prior to the time of holding said meeting by causing an attested copy of the warrant calling the same to be posted in one (1) or more public places in each precinct of the Town, and either causing such attested copy to be published in a local newspaper or providing in a manner such as electronic submission, holding for pickup, or mailing, an attested copy of said warrant to each Town Meeting Member. 2.1.7 Closing of the Warrant All Articles for the Annual Town Meeting shall be submitted to the Board of Selectmen not later than 8:00 PM on the fifth (5th) Tuesday preceding the date of election of Town officers, unless this day is a holiday in which case the following day shall be substituted. All articles for the Subsequent Town Meeting shall be submitted to the Board of Selectmen not later than 8:00 PM on the seventh (7th) Tuesday preceding the Subsequent Town Meeting in which action is to be taken, unless this day is a holiday in which case the following day shall be substituted. 2.1.8 Delivery of the Warrant The Board of Selectmen, after drawing a Warrant for a Town Meeting, shall immediately deliver a copy of such Warrant to each member of the Finance Committee, the Community Planning and Development Commission, the Bylaw Committee and the Moderator. 2.2 Conduct of Town Meeting 2.2.1 In the conduct of all Town Meetings, the following rules shall be observed Rule 1 A majority of Town Meeting Members shall constitute a quorum for doing business. 307 Rule 2 All articles on the warrant shall be taken up in the order of their arrangement in the warrant unless otherwise decided by a majority vote of the members present and voting. Rule 3 Prior to debate on each article in a warrant involving the expenditure of money, the Finance Committee shall advise Town Meeting as to its recommendations and the reasons therefore. Rule 4 Prior to a debate on each article in a warrant involving changes in the bylaw or Charter, petitions for a special act, or local acceptance by Town Meeting of a State statute, the Bylaw Committee shall advise Town - Meeting as to its recommendations and reasons therefore. Rule 5 Every person shall stand when speaking as they are able, shall respectfully address the Moderator, shall not speak until recognized by the Moderator, shall state his name and precinct, shall confine himself to the question under debate and shall avoid all personalities. Rule 6 No person shall be privileged to speak or make a motion until after he has been recognized by the Moderator. Rule 7 No Town Meeting Member or other person shall speak on any question more than ten (10) minutes without first obtaining the permission of the meeting. Rule 8 Any non -Town Meeting Member may speak at a Town Meeting having first identified himself to the Moderator. A proponent of an article may speak on such article only after first identifying himself to the Moderator and obtaining permission of Town Meeting to speak. No non -Town Meeting Member shall speak on any question more than five (5) minutes without first obtaining the permission of the Meeting. Non -Town Meeting Members shall be given the privilege of speaking at Town Meeting only after all Town Meeting Members who desire to speak upon the question under consideration have first been given an opportunity to do so. Rule 9 Members of official bodies and Town officials who are not Town Meeting Members shall have the same right to speak, but not to vote, as Town Meeting Members on all matters relating to their official bodies. Rule 10 No speaker at a Town Meeting shall be interrupted except by a Member making a point of order or privileged motion or by the Moderator. Rule 11 Any person having a monetary or equitable interest in any matter under discussion at a Town Meeting, and any person employed by another having such an interest, shall disclose the fact of his interest or his employer's interest before speaking thereon. Rule 12 The Moderator shall decide all questions of order subject to appeal to the meeting, the question on which appeal shall be taken before any other. Rule 13 When a question is put, the vote on all matters shall be taken by a show of hands, and the Moderator shall declare the vote as it appears to him. If the Moderator is unable to decide the vote by the show of hands, or if his decision is immediately questioned by seven (7) or more Members, or if the Moderator determines that a counted vote is required such as for a debt issue or Home Rule Petition, he shall determine the question by ordering a standing vote, and he shall appoint tellers to make and return the count directly to him. On request of not less than twenty (20) members, a vote shall be taken by roll call. Rule 14 All original main motions having to do with the expenditure of money shall be presented in writing, and all other motions shall be in writing if so directed by the Moderator. Rule 15 No motion shall be received and put until it is seconded. No motion made and seconded shall be withdrawn if any Member objects. No amendment not relevant to the subject of the original motion shall be entertained. Rule 16 When a question is under debate, no motion shall be in order except: • to adjourn, • to lay on the table or pass over, • to postpone for a certain time, • to commit, • to amend, • to postpone indefinitely, or • to fix a time for terminating debate and putting the question, and the aforesaid several motions shall have precedence in the order in which they stand arranged in this rule. Rule 17 Motions to adjourn (except when balloting for offices and when votes are being taken) shall always be first in order. Motions to adjourn, to move the question, to lay on the table and to take from the table shall be decided without debate. Rule 18 The previous question shall be put in the following form or in some other form having the same meaning: "Shall the main question now be put" and until this question is decided all debate on the main question shall be suspended. If the previous question is adopted, the sense of the meeting shall immediately be taken upon any pending amendments in the order inverse to that in which they were moved, except that the largest sum or the longest time shall be put first and finally upon the main question. Rule 19 The duties of the Moderator and the conduct and method of proceeding at all Town Meetings, not prescribed by law or by rules set forth in this article, shall be determined by rules of practice set forth in "Town Meeting Time Third Edition" except that to lay on the table shall require a majority vote. 2.2.2 Attendance by Officials It shall be the duty of every official body, by a member thereof, to be in attendance at all Town Meetings for the information thereof while any subject matter is under consideration affecting such official body. 2.2.3 Appointment of Committees All committees authorized by Town Meeting shall be appointed by the Moderator unless otherwise ordered by a vote of the Members present and voting. All committees shall report as directed by Town Meeting. If no report is made within a year after the appointment, the committee shall be discharged unless, in the meantime, Town Meeting grants an extension of time. When the final report of a committee is placed in the hands of the Moderator, it shall be deemed to be received, and a vote to accept the same shall discharge the committee but shall not be equivalent to a vote to adopt it. 2.2.4 Motion to Reconsider 309 2.2.4.1 Notice to Reconsider A motion to reconsider any vote must be made before the final adjournment of the meeting at which the vote was passed but such motion to reconsider shall not be made at an adjourned meeting unless the mover has given notice of his intention to make such a motion, either at the session of the meeting at which the vote was passed or by written notice to the Town Clerk within twenty-four (24) hours after the adjournment of such session. When such motion is made at the session of the meeting at which the vote was passed, said motion shall be accepted by the Moderator but consideration thereof shall be postponed to become the first item to be considered at the next session, unless all remaining articles have been disposed of, in which case reconsideration shall be considered before final adjournment. There can be no reconsideration of a vote once reconsidered or after a vote not to reconsider. Reconsideration may be ordered by a vote of two-thirds (2/3) of the members present. Arguments for or against reconsideration may include discussion of the motion being reconsidered providing such discussion consists only of relevant facts or arguments not previously presented by any speaker. 2.2.4.2 Federal or State Law Affecting Reconsideration The foregoing provisions relating to motions to reconsider shall not apply to any such motion made by the Board of Selectmen and authorized by the Moderator as necessary for the reconsideration of actions previously taken by Town Meeting by reason of State or Federal action or inaction or other circumstances not within the control of the Town or Town Meeting. In the event such a motion to reconsider is made and authorized, said motion may be made at any time before the final adjournment of the meeting at which the vote was passed, said motion may be made even if the vote was already reconsidered or was the subject of a vote not to reconsider, and reconsideration may be ordered by a vote of two- thirds (2/3) of the Members present. 2.2.4.3 Posting and Advertising Notice of every vote to be reconsidered at an adjourned Town Meeting shall be posted by the Town Clerk in one (1) or more public places in each precinct of the Town as soon as possible after adjournment, and he shall, if practicable, at least one day before the time of the next following session of said adjourned meeting, publish such notice in some newspaper published. in the Town. Said notice shall include the vote to be reconsidered and the place and time of the next following session of said adjourned meeting. The foregoing notice provisions shall not apply when a motion to reconsider any Town Meeting action is made publicly at Town Meeting before the adjournment of any session of any adjourned Town Meeting. 2.2.5 State of the Town The Selectmen shall, at each Annual Town Meeting, give to the Members information on the "State of the Town." 2.2.6 Annual Precinct Meeting Town Meeting Members and Town Meeting Members -elect from each precinct shall hold an annual precinct meeting after the annual Town election but before the convening of the business sessions of the Annual Town Meeting. The purpose of the meeting shall be the election of a Chairman and a Clerk and to conduct whatever business may be appropriate. Chairmen shall serve no more than six (6) consecutive years in that 310 position. Additional precinct meetings may be called by the Chairman or by a petition of six (6) Town Meeting Members of the. precinct. 2.2.7 Removal of Town Meeting Members 2.2.7.1 Notice of Attendance The Town Clerk shall mail, within thirty (30) days after the adjournment sine die of the Annual Town Meeting, to every Town Meeting Member who has attended less than one-half of Town Meeting sessions since the most recent Annual Town Election, a record of his attendance and a copy of Section 2-6 of the Charter. 2.2.7.2 Precinct Recommendation All Precinct meeting held prior to consideration by Town Meeting of the warrant article pursuant to Section 2-6 of the Charter. Town Meeting Members of each precinct shall adopt a recommendation to Town Meeting on whether each member from the precinct listed in the warrant per Section 2-6 of the Charter should be removed from Town Meeting. The Chairman of each precinct or his designee shall make such recommendations along with supporting evidence and rationale to Town Meeting. 2.2.7.3 Grouped by Precinct The names of the Members subject to removal in accordance with Section 2-6 of the Charter shall be grouped by precinct in the warrant article required by said section. 2.2.8 Meetings During Town Meeting No appointed or elected board, committee, commission or other entity of Town government shall schedule or conduct any hearing, meeting or other function during any hours in which an Annual, Subsequent or Special Town Meeting is in session or is scheduled to be in session. Any such board, committee or commission which schedules or holds a meeting or hearing on the same calendar day, but at a time prior to a session of Town Meeting, shall adjourn or recess not less than five (5) minutes prior to the scheduled session of Town Meeting. Any board, committee or commission may, at the opening of any session of Town Meeting, present to that Town Meeting an instructional motion requesting an exemption from this bylaw and asking that Town Meeting permit it to meet at a date and hour at which a future session of Town Meeting is scheduled, and may present reasons for Town Meeting to give such permission. Notwithstanding the foregoing, any board, committee or commission which meets the requirements of M.G.L. Chapter 39, Section 23B concerning emergency meetings may, upon meeting such requirements, conduct such a meeting or hearing at a time scheduled for a Town Meeting. 2.2.9 Rules Committee The members of the Rules Committee, established under Section 2-12 of the Charter, shall hold an annual meeting within thirty (30) days after the adjournment of the Annual Town Meeting for the purpose of electing a Chairman and a Clerk and to conduct whatever business may be appropriate. Additional Rules Committee meetings may be called by the Chairman. In the absence of a Chairman, the Moderator shall convene a meeting of the Rules Committee within sixty (60) days after a vacancy for, the purpose of electing a new Chairman. 311 FAX: (781) 942-9070 Website: www.readingma.gov Town of Reading 16 Lowell Street Reading, MA 01867-2685 Town Meeting Handout Guidelines TOWN CLERK (781) 942-9050 To ensure that all Town Meeting members have access to the same information, distributed in the same manner, please follow the below listed guidelines for handout materials: Materials that are prepared by a Town Board / Committee / Town Department must include the following: o Article name and number o Name of Town Board / Committee / Commission or Town Department o Date the document was created o Contact Information o Approval of Town Clerk's Office Materials that are prepared by petitioners or other voters must include the following: o Article name and number o Contact information of person who created handout o Date the document was created o Approval of Town Clerk's Office All handouts: • Must contain facts only unless specifically stating "This is the opinion of " • Should be on white paper only • Should be double -sided copies if more than one page • May be distributed only by giving adequate copies for all Town Meeting members (192) to the Town Clerk or designee by 6:30 PM on the night in which the subject article will be discussed • All handouts not approved will be removed and recycled • All handouts not distributed must be picked up at the end of each night or they will be recycled at the end of each night. All PowerPoint Presentations: • Must consult with the Town Clerk before the meeting • Provide a copy before the meeting • All presentations will be given using the Town of Reading laptop computer February of 2010 312