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Home My WebLink About2014-04-28 Annual Town Meeting Warrant Reportn u N ANNUAL TOWN MEETING APRIL 289 2014 TABLE OF CONTENTS Article Title Sponsor Page It I Election 2 2 Reports Board of Selectmen 3 3 Instructions Board of Selectmen 3 4 Amend the Capital Improvement Program Board of Selectmen 4 FY2014 — FY2023 5 Amend the FY2014 Budget Petition—Bill Brown 4 6 Amend the FY2014 Budget Finance Committee 6 7 Additional Funding — Smart Growth Board of Selectmen 7 Stabilization Fund 8 Fund OPEB Trust Board of Selectmen 8 9 Authorize Debt — Allow MWRA Sewer Loans Board of Selectmen 9 10 Authorize Debt — West Street Project for Board of Selectmen 10 MWRA Billing 11 Accept Water Easement — Belmont Street Board of Selectmen i l (already recorded drainage & sewer easement) 12 Accept Sewer Easement— Whittier Road Board of Selectmen 12 13 Approve FY2015 — FY2024 Capital Board of Selectmen 13 Improvements Program 14 Adopt FY2015 Budget Finance Committee 14 15 Approve Affordable Housing Trust Fund Allocation Plan Board of Selectmen 15 16 Approve Revolving Funds Board of Selectmen 16 17 Authorize FY2015 Chapter 90 Expenditures Board of Selectmen 18 18 Remove Town Meeting Members Pursuant to Section 2.6 of the Reading Home Rule Charter Board of Selectmen 19 F- APPENDIX FYI5 Budget (yellow pages) 22 Capital Improvements Program (blue pages) 251 Conduct of Town Meeting 277 Town Meeting Handout Guidelines 284 • • 0 COMMONWEALTH OF MASSACHUSETTS `. Middlesex, ss. Officer's Return, Reading: By virtue of this Warrant, I, on March 3 , 2014 noted and warned the inhabitants of the Town of Reading, qualified to vote on 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: IN IM 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 Reading Library, Local History Room, 64 Middlesex Avenue 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 28, 2014, 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 March 3 12014. A true copy Attest: Al Laura Gemme, Town Clerk ,L.�LiiYII 1 TOWN WARRANT a rNay COMMONWEALTH OF MASSACHUSETTS Middlesex, as. 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: Precincts 1.2.3.4.5.6.7 and 8 . Reading Memorial High School Hawkes Field House Oakland Road TUESDAY, the FIRST DAY OF APRIL, A.D., 2014 from 7:00 a.m. to 6:00 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; One member of the Board of Assessors for three years; Two members of the Board of Library Trustees for three years; One member of the Board of Library Trustees for two years; One member of the Municipal Light Board for three years; One member of the Municipal Light Board for one year, Two members of the School Committee for three years; One member of the School Committee for one year; and Sixty Eight 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; Two members for one year; Precinct 3 Eight members for three years; One member for one year; - Precinct 4 Eight members for three years; Precinct 5 Eight members for three years; Precinct 6 Eight members for three years; Two members for two years; Precinct 7 Eight members for three years; Precinct 8 Eight members for three years; and O One member for one year. and to vote on the following question: Question 1: Shall the Town of Reading be allowed to exempt from the provisions of Proposition two and one-half, so called, the amounts required to pay for the bonds issued in order to renovate and expand the Reading Public Library? Yes No and to meet at the Reading Memorial High School, 62 Oakland Road, in said Reading on MONDAY, the TWENTY-EIGHTH DAY of APRIL A.D., 2014 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, Town Accountant, Treasurer -Collector, Board of Assessors, Director of Public Works, Town Clerk, Tree Warden, Board of Health, School Committee, Contributory Retirement Board, Library Trustees, Municipal Light Board, Finance Committee, Cemetery Trustees, Community Planning & Development Commission, Town Manager and any other Official, Board or Special Committee. Board of Selectmen Background: This article appears on the Warrant for all Town Meetings. At this Annual Town Meeting, the following reports are anticipated: L ➢ State of the Town (Board of Selectmen) ➢ Charter Committee Update (Moderator) ➢ Zoning bylaw review update (Zoning Advisory Committee) Finance Committee Report: No report. Bylaw Committee Report: No report. ARTICLE 3 To choose all other necessary Town Officers and Special Committees and determine what instructions shall be given Town Officers and Special 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 Special 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 2014-23 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 Backaround: This Article is included in every Town Meeting Warrant. The Reading General Bylaw states (section 6.1.3) "... 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 2014-2023 CIP: 4,4ea,uuu school schematic design (Early Childhood Center project) +$ 300,000 West Street road project (fund with debt in Article 10) +$ 50,000 Skim Coating and Crack Seal Patch (swap with parking lots below) $ 32,000 Refrigerated Food Service Van (Schools) $ 15,000 Safety nets for tennis courts (Community Services/Recreation) - $ 50,000 Parkin lot imnrnvemeMs rmnvu r.....ah.ae .e... ;....,a._.._. FYI 5: +$2.000 +$ 39,000 Replace elder/human services van (Community Services) +$ 20,000 Technology project: $80k phone system upgrade (Administrative Services) +$ 12,000 Dump Truck #22 (Public Works) - $ 69,000 Delay replacement of Fire Alarm truck until FY18 (Fire) Finance Committee Report- The Finance Committee recommends all of the proposed amendments to the FY 2014 - 2023 Capital Improvements Program by a vote of 9-0-0 at their meeting on March 26, 2014. 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. # Late Note: On April 9' the Board of Selectmen will meet jointly with the School Committee, Finance Committee and Board of Library Trustees to discuss holding a Special Town Meeting on April 28'", effectively 'inside' the Annual Town Meeting. if this happens, the $485,000 School schematic design item listed above will be handled in that Special Town Meeting, and therefore the motion at Annual Town Meeting will remove this from Article 4. • ARTICLE 5 To see if the Town will vote to amend one or more of the votes taken under Article 11 of the April 22, 2013 Annual Town Meeting relating to the Fiscal Year 2014 Municipal Budget, as amended by Article 11 at Subsequent Town Meeting on November 12, 2013 and further amended by Article 5 at Special Town Meeting on February 13, 2014 and see what sum the Town will raise by borrowing or transfer from available funds, or otherwise, and appropriate as the result of any such amended votes for the operation of the Town and its government, or take any other action with respell • thereto. __ Background: General Fund — Wages and Expenses By Petition Account Line Description Decrease Increase 28 Martin Road M92 Public Works Expenses Veteran's monuments 45 Howard Street $ 4,000 RC Marden Subtotals 1 $ 4,000 414PearlStreet Net Operating Expenses George Perry $ 4,000 8 From Free Cash 15 Colonial Drive $ 4,000 In accordance with Section 2-13: of the Town of Reading Home Rule Charter we the undersigned registered voters submit the following Warrant Article for inclusion in the Annual Town Meeting Warrant of 2014. "To see if the Town will appropriate from the tax levy or other funds the sum of Four (4) Thousand dollars to provide monuments at the Veterans sections of Charles Lawn and Wood End Cemeteries, said funds to be expended by and under the direction of the Custodian of Soldiers and Sailors Graves." Name Address Precinct William Brown 28 Martin Road 8 John Holland 45 Howard Street 4 RC Marden 13 Bunker Avenue 1 Arthur H.Vars 414PearlStreet 1 George Perry 230 Franklin Street 8 Felix Salatore 15 Colonial Drive 1 Frederick Livingstone 52 Causeway Road 6 Ben Cru i 112 Winthro Avenue 7 Mildred Barton 15 Puritan Road 7 Alan Barton 15 Puritan Road 7 William Hecht 73 Martin Road 8 Olive B. Hecht 73 Martin Road 8 John Se alla 115 Hanscom Avenue 7 Phil B. Pacino 5 Washington Street D6 5 Carol R. Whi ' 17 Chesnut Road 7 Janice M. Jones 52 Sanborn Street #2 5 Finance Committee Report: The Finance Committee recommends the subject matter of Article 5 by a vote of 8-0-0 at their meeting on March 19, 2014. Bylaw Committee Report: ARTICLE 6 To see if the Town will vote to amend one or more of the votes taken under Article 11 of the April 22, 2013 Annual Town Meeting relating to the Fiscal Year 2014 Municipal Budget, as amended by Article 11 at Subsequent Town Meeting on November 12, 2013 and further amended • both by Article 5 at Special Town Meeting on February 13, 2014 and by Article 5 at Annual Town Meeting on April 28, 2014 and see what sum the Town will raise by borrowing or transfer from available funds, or otherwise, and appropriate as the result of any such amended votes for the operation of the Town and its government, or take any other action with respect thereto. Backaround: General Fund — Wages and Expenses Finance Committee Account Line Description Decrease Increase B99 Benefits Health Insurance -$250,000 $300,000 -# Worker Compensation - $50,000 C99 Capital (see School schematic design (Schools) $485,000# $532,000 Late Note below) Skim Coating and Crack Seal Patch $50,000 Food Services van (Schools) $32,000 Safety nets for tennis courts (Recreation) $15,000 Parking lot repairs D -$50 000 E99 Vocational School Minuteman enrollment higher than budgeted $ 15,000 education G91 Town Admin. Pay & Gass Nov. TM funding (not used) -$40,000 $ 50,000 wages Vacant positions -$30,000 314/14 Special Election poll workers & setup $20,000 692. — Town Admin. Laptop upgrades for Police cruisers $10,000 $ 16,800 Expenses Police assessment center $6,800 M92 Public Works Fuel -$20,000 $ 20,000 Ex enses M93 Public Works Approximately $1.2 million spell ($625,000 budget) - $575,000 Snow & Ice M94 Public Works $ 50,000 Street Lights M95 Public Works $1001000 Rubbish N91 — Public Safety Fire Overtime $100,000 $100,000 W es N92 — Pubic Safety Police Academy tuitions (2) reimbursed by $ 17,000 Expenses employees directly to the General Fund $7,000 New olive officers 2 uniforms & ear $10,000 Subtotals1 $520000 $1256800 Net O ratio Ex nses Zee $ 735,800 From Cash 1 1 $ 735,800 We have not seen any enrollment increases in Health Insurance, which when combined with a surprising mid -year reduction in some retiree premiums set by the Federal government allows an • expected budget surplus to be used for other expenses. Excellent worker compensation policies and procedures by the joint Town, School & RMLD Safety Committee led to lower premiums. The School Committee and Administration have requested funding for a school space schematic design concept for Early Education. They also need a new food service van, a few years earlier than expected because of equipment failure. Recreation has requested some funding for the Tennis Courts Field at Birch Meadow (behind the High School) to improve safety. After a difficult winter, the scheduled parking lot repair funding is cancelled, because this money is better spent on road repairs (potholes & skim coating). November 2013 Town Meeting approved funding results of a pay & class study for the Town Administration department, to be spread out to other Town departments depending on the results. As those results are not yet available, those funds are returned for other general fund uses as promised. Vacant positions during the year helped fund the costs of the Special Election held in March 2014 —the state is expected to reimburse those costs, but perhaps not until the next fiscal year. Microsoft's sudden decision not to support one of their older operating systems has caused a need to replace/update some Police Cruiser laptops faster than planned, as requested by federal law enforcement authorities. Turnover in the Police department causes some expenses for hiring and promotions, seen in both lines G92 and N92. Injuries in the Fire department have led to higher than expected overtime, which should be reduced once an injured employee completes the retirement process. Surpluses in Fuel, Street Lights and Rubbish help fund the deficit in snow and ice. Finance Committee Report: The Finance Committee recommends the subject matter of Article 6 by a vote of 9-0-0 at their meeting on March 26, 2014. QBylaw Committee Report: None # Late Note: On April 9m the Board of Selectmen will meet jointly with the School Committee, Finance Committee and Board of Library Trustees to discuss holding a Special Town Meeting on April 2e, effectively 'inside' the Annual Town Meeting. If this happens, the $485,000 School schematic design item listed above will be handled in that Special Town Meeting, and therefore the motion at Annual Town Meeting will remove this from Article 6.. ARTICLE 7 To see if the Town will vote to transfer funds received from the Commonwealth of Massachusetts in payment for development within the Town's 40R Smart Growth Zoning Districts from Free Cash into the Smart Growth Stabilization Fund, or take any other action with respect thereto. Board of Selectmen Background: The Town of Reading has received an additional $300,000 in payments from the State for the 40R Smart Growth project at Reading Woods. Another $150,000 payment is in process, but the timing is uncertain. This Article will move the $300,000 amount from Free Cash and into the 40R Stabilization Fund, which will therefore have a $353,000 balance. Prior 40R funds have been allocated to roadway and sidewalk improvements, but none are planned for FY15 due to the significant amount of construction projects already planned. Finance Committee Report: The Finance Committee recommends the subject matter of Article 7 by a vote of 7-0-1 at their meeting on Marchl9, 2014. One member abstained because of a possible professional conflict of interest. ® Bylaw Committee Report None ARTICLE 8 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 FY14 budget the town voted $450,000 in the general fund, $45,215 in the water fund, $7,901 in the sewer fund and $5,783 in the storm water fund for Other Post Employment Benefit (OPER) contributions. Although savings from health insurance premiums are available, this year they are needed to pay for the snow and ice budget so no further contributions are proposed. This Article will therefore move the total of all these OPEB contributions ($508,899) to the irrevocable trust for Other Post -Employment Benefits liabilities. As of June 2011 the Town's total OPEB liability (including the General Fund, the three Enterprise Funds and the Light Department) was $94.5 million. At that point the Town engaged in a two-pronged strategy to reduce this unfunded liability. First, an irrevocable trust was approved by Town Meeting, and funding strategies were established. Second, the growth in health insurance premiums was reduced through a collective bargaining process with the unions. - A just released OPEB valuation as of June 2013 shows these efforts have had strongly positive results, as the Town's total OPEB liability was $87,2 million — a $27.3 million reduction at a time when actuarially a $7.5 million increase was expected. The bulk of that decrease was due to the funding strategies established. 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 (about $1 million • below full funding) projected over thirty years. The latter will transition to a full funding scheduled as is possible, is required by law or after the Pension Fund is fully funded in FY28. Here are the results of an area survey as to how other communities approach the OPEB funding issue. While there is a wide range ofresponses, we note the clear trend towards taking this liability more seriously than even a year or two ago: Middlesex League Communities - OPEB Funding Strate ies Amount Community Funded Descd tionlNotes Arlington $6.8 million Annually appropriate the difference between $500K an the non- contributory pension appropriation; as non -contributories decrease, funded amount increases. Raised the retiree contribution for health insurance from 10% to 15% and annuall a ro nate $155K to OPEB. Belmont Burlington $0.8 million $1.75 million The Town is trying to develo a tic far an annual fundin mechanism. No funding policy In place as of yet. Considering allocating a set % of free rash annually, building an amount into the operating budget annually, or both options in combination. Currently funding $5001k per year out of free cash. Lexington $4.0 million Town earmarked Medicare 0 revenues over the past several years to the OPER trust. Melrose $50,000 Ci has no fundingProtocol to date. Reading $2.9 million ($1.5 million is RMLDI Funding strategy described above. No formal policy has been adopted by FINCOM because of the loss of flexibility for funding other operating budget priorities. 11 Stoneham $0 Town is aggressively funding the pension liability with a projected fully funded date of 2023. Intent is to pay this off and then begin funding OPEB. Plan to set up trust fund soon and potentially add any one time revenues windfall that might be received. Wakefield $3.7 million Town changed health insurance plans and allocated some of the savings achieved to OPEB. Currently, funding $1.8 million each year. Watertown $1.1 million Funds set aside in an OPEB Stabilization Fund (i.e. not a legal OPEB trust fund). Town is on an aggressive funding schedule for pension liability (2019) and intends to reallocate pension funding to OPEB upon fully funded status. Wilmington $100,000 The Town set aside token funds in an account still controlled by the town i.e. not a le al OPEB trust fund). Considering adding $Book in FY15. Winchester $0.9 million No funding policy in place. The Finance Committee is hoping to adopt one within a year. Woburn $1.2 million The City has set aside the Medicare D reimbursement over the past several ears in a trust fund. Finance Committee Report: The Finance Committee recommends the subject matter of Article 8 by a vote of 8-0-0 at their meeting on March 19, 2014. Bylaw Committee Report: None ARTICLE 9 To see what sum the Town will raise by borrowing or transfer from available funds, or otherwise, and appropriate for the purpose of making extraordinary repairs and/or replacement of sanitary sewer collection systems, including the costs of consulting services, audits, plans, documents, cost estimates, bidding services and all related expenses incidental thereto and necessary in connection therewith, said sum to be expended by and under the direction of the Town Manager; and to see if the Town will authorize the Board of Selectmen, Town Manager, or any other agency of the Town, to apply for a grant or grants, to be used to defray the cost of all, or any part of, said sanitary sewer improvements; and to authorize the Town Manager to enter into any and all contracts and agreements as may be necessary to carryout the purposes of this Article, or take any other action with respect thereto. Board of Selectmen Background: At Subsequent Town Meeting in November 2013 the motion voted was insufficient for full participation in the MWRA's Infiltration and Inflow (UI) Local Financial Assistance Program: MWRA Assistance • The assistance is provided through a combination grant and no -interest loan • Phase 8 Allocation is $421,000 $ 189,450 (45%) Grant $ 231,550 (55%) Non-interest loan • Loan payback to the MWRA - Equal installments over a Five -Year Period beginning one year after distribution of the funds The November voted motion for $231,550 did not allow the Town to receive the grant portion of this program, so a new motion for the full amount of $421,000 is requested. There is no change to the Sewer 1/1 program, nor any project Impact of this delay in correcting the vote. Finance Committee Report: The Finance Committee recommends the subject matter of Article 9 by a vote of 9-0-0 at their meeting on March 19, 2014. This Article is a housekeeping issue. Bylaw Committee Report: None • ARTICLE 10 To see what sum the Town will raise by borrowing or transfer from available funds, or otherwise, and appropriate for the purpose of making roadway, pedestrian and similar improvements, including the costs of easements, consulting services, audits, plans, documents, cost estimates, bidding services and all related expenses incidental thereto and necessary in connection therewith, said sum to be expended by and under the direction of the Town Manager; and to see if the Town will authorize the Board of Selectmen, Town Manager, or any other agency of the Town, to apply for a grant or grants, to be used to defray the cost of all, or any part of, said roadway, pedestrian and similar improvements; and to authorize the Town Manager to enter into any and all contracts and agreements as may be necessary to carry out the purposes of this Article, or take any other action with respect thereto. Board of Selectmen Background: At Subsequent Town Meeting in November 2013, Town Meeting authorized $1 million in debt under Article 8 for the local share of the West Street road project. The Town's share of the project costs consist of engineering, non -participating Items, easement acquisition and a project contingency. In February 2014, MassDOT determined that the full cost of the traffic control interconnect conduit and associated cable is a non -participating item, different from previous guidance we had received. This Article seeks to authorize $300,000 for additional debt to pay for that item, which is too large to be covered by the previous contingency amounts. The West Street Roadway Improvement Project is a roadway safety improvement project on West Street beginning from the Woburn City Line and extending in the northerly direction to just north of its intersection with Willow Street. The project also includes improvements to the intersection of Woburn Street at Summer Avenue. The project limits extend approximately 7,500 feet (1.4 miles) along West Street and an additional 2,500 feet (.5 mile) along the intersecting side streets for a total project length of approximately 10,000 feet (1.9 miles). The improvements consist of roadwayreconstruction, geometric improvements, drainage improvements, sidewalk construction, curbing, wheelchair ramps, installation of new traffic signals at three (3) locations and signal upgrades at two (2) intersections, pavement markings and signage. The project is designed by the Town of Reading's consultant Greenman -Pedersen, Inc. (GPI) in accordance with MassDOT construction standards and is bid as a Commonwealth of Massachusetts MassDOT project. The additional Town's share of the project to be authorized under this Article is identified on the attached list. Engineering Services $193,300.00 Construction Costs (Non -Participating Items)' $780,000.00 Easement Acquisition $171,350.00 Total $1,144,650.00 Contingency $155.350.00 Total Project Cost $1,300,000.00 10 Note: The non -participating item cost is an estimate only. The Town of Reading's final cost will be based on actual Bid prices received, and the 20% Contingency is expected to be sufficient. Surplus funds, K any, will come back to Town Meeting in order to be directed at another future debt authorization. Finance Committee Report: The Finance Committee recommends the subject matter of Article 10 by a vote of 9-0-0 at their meeting on March 19, 2014. Bylaw Committee Report: None ARTICLE 11 To see if the Town will vote to authorize the Board of Selectmen to acquire by purchase, gift, eminent domain or otherwise, permanent water easements upon and over the existing sewer and drain easements located on Assessors Map 28 Lots 112 and 113 which easements are shown on a plan entitled: 'Water Sewer and Drain Easement located at 87 and 93 Belmont Street, Reading, MA" dated March 5, 2014, prepared by Bay State Surveying Associates", a copy of which is on file in the Town Clerk's Office, upon such terms and conditions as the Board of Selectmen shall determine to be appropriate, for the purpose of constructing and maintaining water improvements; and, further, to see if the Town will vote to raise, appropriate, transfer from available funds, accept gifts or borrow a sum of money for this purpose and any expenses related thereto, and to authorize the Board of Selectmen to enter into all agreements and take all related actions necessary or appropriate to carry out this acquisition, or take any other action with respect thereto. Board of Selectmen Background: The purpose of this Article is to authorize the Board of Selectman to take a water easement over the properties of 87 Belmont Street (Assessors map 28 lot 112) and 93 Belmont Street (Assessors map 28 lot 113) to permit the installation, maintenance and repair of a new water main. The Town of Reading has an existing sewer and drain easement that the water easement can be added to. So there is no need to take any additional area. The purpose of the easement is to enable the Town to install a new water main connecting Belmont Street to Ivy Street. The new main will eliminate a major dead end in the water distribution system as well as improve fire flows and water quality to the Libby Avenue area. The easement modification, expanding the use of 2,819 +/- s.f, of the existing sewer and drain easements to include a water easement is depicted on the plan entitled 'Easement Modification 87 & 93 Belmont Street, Reading, MA; prepared by Bay State Surveying Associates dated March 12, 2014. The value of the easements is currently being appraised and will be available prior to Town Meeting. It is expected that the cost to obtain the water easement will be less than $500. Location Owner Easement Area 93 Belmont Street Christina Sanchez and Christopher White 1,447+/- s.f. 87 Belmont Street Edand W. Anderson Jr. and Lynda P. Anderson 1,372+/- s.f. L10 11 \ CEPMI�EM OF PdC .Eqw �.�K�.C:.L.T� GYLpIfIpIMFYNCH 7 Finance Committee Report: The Finance Committee recommends the subject matter of Article 11 by • A vote of 9-0-0 at their meeting on March 19, 2014. Bylaw Committee Report: None ARTICLE 12 To see if the Town will vote to authorize the Board of Selectman to release all of the Town's right, title and interest in approximately one hundred forty-one (141) square feet of the drain and sewer easement located upon the property at 63 Whittier Road, Assessors Map 33, Parcel 122, presently owned by Joseph A. and Marie A. Field, as shown on a plan entitled 'Easement Adjustment Plan of Land, 63 Whittier Road, Reading, MA" prepared by Edward J. Farrell of 110 Winn Street, Suite 203, Woburn, MA dated November 25, 2013, or take any other action with respect thereto. Board of Selectmen Background: The Town currently has title and interest of a sewer and drainage easement over the property located at 63 Whittier Road, Assessors Map 33, Parcel 122. Both the existing and proposed dwellings protrude into the easement. In order for the residents to construct a new dwelling as planned, they have requested the abandonment of a portion of the sewer and drain easement. The easement is occupied by an existing As sewer main only, and if approved, the resulting easement area is of sufficient size to enable the Town to provide proper maintenance or repair of the sewer main. 12 If approved the Town will release all right, title, and interest to approximately one hundred forty-one V (141) square feet of the drain and sewer easement as depicted in the plan below. R �a sa® ter: EASEMENTADJUSTMENT PLAN of LAND 63 WHITTIER ROAD READING, MASS. �1--= NOuv,eW2Sm13 M EDWARD J. FARRELL rnarEs,ww. um:cw.s.ox r rONTm Snrtx+-as,e20.9-YNanv. eta oen.ay.mlz Finance Committee Report: The Finance Committee recommends the subject matter of Article 12 by a vote of 8-0-1 at their meeting on March 19, 2014, even though it is unlikely that the Town will actually spend any money on relaxing this easement. Bylaw Committee Report: None ARTICLE 13 To see if the Town will vote to approve the FY 2015-24 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 Backaround: The Reading General Bylaw states (section 6.1.3) "... No funds may be appropriated for any. capital item unless such item is included in the Capital Improvements Program (CIP), 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. 13 Article 4 made changes to the ten-year CIP covering FY14-FY23, and included all the detailed changes required to be disclosed by bond counsel. This Article changes the ten-year period to FY15-FY24, and • therefore only drops the current year and adds in FY24. Other minor changes have occurred that only impact FYI and beyond. Please see the Blue Pages in the Appendix of this Warrant Report for the F15-FY24 Capital Improvements Program. The following changes are proposed to the FY15-24 CIP: General Fund FY15: see Article 4 FYI to FY24: Various changes made Water Enterprise Fund FYI 6:none FYI to FY24: Various changes made Sewer Enterprise Fund FYI 5•none FY16 to FY24: Various changes made Fund FYI 5•none Finance Committee Report: The Finance Committee recommends the subject matter of Article 13 by a vote of 9-0-0 at their meeting on March 26, 2014. Recall that placing items in the Capital Improvement Program is a prerequisite, but in itself does not authorize spending funds towards these items. Bylaw Committee Report: None ARTICLE 14 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 2015 - beginning July 1, 2014, or take any other action with respect thereto. • Finance Committee • 14 Background: Please seethe Yellow Pages of this document for full details of the FY 2015 budget. Finance Committee Report: Please see the Yellow Pages — Spending Scorecard of this document for the votes by the Finance Committee for line items in the FY 2015 budget. The Finance Committee recommends the subject matter of Article 14 as explained by these votes at their meeting on March 26, 2014. Bylaw Committee Report: None ARTICLE 15 To see if the Town will vote to approve an Affordable Housing Trust Fund Allocation Plan pursuant to Chapter 140 of the Ads 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. 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; F ♦ Maintain or operate affordable housing; l`/. ♦ Develop new or rehabilitate existing housing as affordable homeownership or rental units; The purpose of the Affordable Housing Allocation Plan is to providea framework for the Town to expend funds on affordable housing. The current AHTF balance of $260,232.60 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. That sum has been fully been utilized. 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. 40B. 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 last fall, 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 2015. Last November, Town Meeting approved a part-time Regional Housing Services position in the Community Services department. Since that time Reading has had a conversation with several area 15 communities to create a Regional Housing Services Office (RHSO), with Reading as the 'lead town'. The Reading Board of Selectmen has executed an inter -municipal agreement with North Reading, Saugus and Wilmington to begin this RHSO effort. Other communities are expected to join within the • next year. The RHSO plans to hire a shared staff person to monitor and administer affordable housing requirements. This will include working on the Subsidized Housing Inventory (SHI) as well as maintaining ready buyer and ready renter lists. Affordable Housing Trust Fund Allocation Plan FY 2014 Pursuant to Article 15 of the 2014 Annual Town Meeting, an Affordable Housing Trust Fund Allocation Plan for the Fiscal Year 2015 in accordance with the provisions of Chapter 140 of the Ads of 2001 is as follows: Available Balance — Unrestricted Funds: $260,232.60 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 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: The Finance Committee recommends the subject matter of Article 1s by a vote of 7-1-1 at their meeting on March 19, 2014. Bylaw Committee Report: None ARTICLE 16 To see if the Town will vote to authorize revolving funds for certain Town Departments under Massachusetts General Laws, Chapter 44, Section 53E % for the fiscal year beginning July 1, 2014 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 Account Spending Revenue Allowed EX enditure Lrml Year End Authori Source Ex arises Balance Fees as provided or in Reading Consulting and engineering Conservation General Bylaws services for the review of Commission Section 5.7, designs and engineering $25,000 Available for Consulting Conservation attends rk for the protection of expenditure Fees Commission Protection etlands. next year 16 0 ® or take any other action with respect thereto. Board of Selectmen Backaround: 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. There was no activity in the Conservation Consulting Revolving. Fund during Fiscal Year 2014. The balance as of March 3, 2014 remains at $0. 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). These funds are allowed to be used directly for purposes of plan review, inspections, legal expenses, initial property value appraisal and appeals, and general management of the Community Services operations related to three developments as well as for the construction of curbs, sidewalks and pedestrian safety improvements and records archiving and management. The balance available as of March 3, 2014 in this fund is $797,490, and of that total $55,000 is proposed to be used to help offset some of these related activities in the FY15 Community Services budget. A spending strategy for this balance will be developed in time for the FY16 budget: continued support of certain Community Services budget items, community economic development programs, and transfer to Free Cash are some of the options. 17 Legal, oversight and inspection, plan review, Building, Plumbing, initial property appraisals Wiring, Gas and and appeals, Community other permits for Services general $200,000 he Oaktree, management, curb Addison-Wesley/ sidewalks and pedestrian Inspection Pearson and safety improvements, Available for Revolving Town Johnson Woods records archiving and other expenditure Fund iManager developments project related costs. inextyear Public Health Clinic fees, charges Materials and costs vailable for Clinics and Board of and third party associated with clinics and $25,000 xpenditure Services Health reimbursements public health programs next ear Library Library Charges for lost or Acquire Library materials to Available for Materials Director and damaged Library replace lost or damaged $15,000 expenditure Re lacementrustees materials items next ear Utilities and all other Available for Matters Cabin Recreation maintenance and operating $10,000 expenditure Rental Fees expenses next ear rector of ublic Works Ddministrator on the commendati of the Sale of timber; fees Available for own Forest or use of the Town Planning and Improvements $10,000 expenditure ommittee Forest to the Town Forest next year ® or take any other action with respect thereto. Board of Selectmen Backaround: 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. There was no activity in the Conservation Consulting Revolving. Fund during Fiscal Year 2014. The balance as of March 3, 2014 remains at $0. 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). These funds are allowed to be used directly for purposes of plan review, inspections, legal expenses, initial property value appraisal and appeals, and general management of the Community Services operations related to three developments as well as for the construction of curbs, sidewalks and pedestrian safety improvements and records archiving and management. The balance available as of March 3, 2014 in this fund is $797,490, and of that total $55,000 is proposed to be used to help offset some of these related activities in the FY15 Community Services budget. A spending strategy for this balance will be developed in time for the FY16 budget: continued support of certain Community Services budget items, community economic development programs, and transfer to Free Cash are some of the options. 17 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 March 3, 2014 in this fund is $44,443. 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. Beginning this year, the Board of Health and staff requested that the uses of these funds to be broadened to allow public health programs. One example of such a program is to offer discounted bicycle helmets to people in the community. • 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 March 3, 2014 in this fund is $9,596. • Matters Cabin Operating Fund — The log cabin on the Matters conservation land was purchased several years ago, and was recently 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 March 3, 2014 in this fund is $863. • 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 Committee is in the process of determining how to proceed in beginning this work, and those results are expected in the spring of 2014. The balance available as of March 3, 2014 in this fund is $0. It is anticipated that timber harvesting on a limited basis could begin in FY 2015, and therefore. there will be future proceeds which can be used for the purposes of the revolving fund. Finance Committee Report: The Finance Committee recommends the subject matter of Article 16 by a vote of 9-0-0 at their meeting on March 19, 2014. Bylaw Committee Report: None ARTICLE 17 To see what sum the Town will vote to appropriate by borrowing, whether in anticipation of reimbursement from the State under Chapter 44, Section 6, 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, Massachusetts General Laws, or take any other action with respect thereto. Board of Selectmen • 18 Background: The purpose of this Article is to make Chapter 90 funds for road improvements available to the Town. The Article authorizes expenditures upon receipt of the grant. Last year, both the 10 Governor and Legislature approved a figure over $900,000 for Reading. During the year the Governor refused to release that full amount because his $300,000 increase from recent levels was predicated on tax increases that were not embraced by the Legislature. We are therefore planning on a FY15 figure closer to $600,000, but it is anyone's guess at this point what might happen. We are learning that legal opinions vary widely across the Commonwealth about Town Meeting voting these funds. Actions range from those that meticulously correct the voted FY14 figures to exactly match has been released by the Governor (perhaps forgoing any unlikely opportunity to receive the higher amount at year end) to those that have Town Meeting take no role at all in the Chapter 90 funding process. For now we will ask that Town Meeting simply vote to accept the Chapter 90 funds provided by the state. Finance Committee Report: The Finance Committee recommends the subject matter of Article 17 by a vote of 9-0-0 at their meeting on March 19, 2014, Bylaw Committee Report: None ARTICLE 18 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 get sworn in within 30 days of being elected or appointed, or who did not attend at least half of the Town Meeting sessions during the previous year. There are 17 members who meet these criteria. The remaining Town Meeting Members from Precincts 1, 2, 3, 4, 5, 6, 7 and 8 will be asked to meet in a caucus before this Article is taken up, and to evaluate the particular circumstances of each of these situations for the listed Town Meeting members within their precinct. The affected precincts will then make a recommendation to Town.Meeting as to whether the member should be removed. Precinct 1 Roger J D'Entremont William Grace Precinct 2 Peter C Coumounduros Marcia Nigro Dresser Richard J Moore Reginald T Peters Precinct 3 Brian S Donohue Joseph P Westerman Precinct 4 Richard P Abate Stephen A Goldy Precinct 5 Jared P Belliveau 19 Precinct 6 Keith J Driscoll John M Miles Precinct 7 Jesse M Downing Gary D Phillips Bryan EJ Walsh Precinct 8 .Sean E Quinn Finance Committee Report: None Bylaw Committee Report: None 20 • • • 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 28, 2014, 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. rfi1 U 11 u Given under our hands this25' day of February , 2014. w4 arse est SELECTMEN OF READING Constable 21 p N N L' - N .. UFF - m m O O O m C L N v 2 d J y 3 E E m E m 3 Fo. 'm- m m N N p N L m0075 m , y i U C Z L J « U m v O o H >; n Zoo m EZ a O c' u m o N 3 m .p E- m m e n y a �?3 V Zcam F--6 DVS U C qq O C m C D m N O j 6 �J-' « {) O ui m O« O d' y m la dm ooaEn °oy ac y cmy8 o'E E2Ham- m c0d °M�6V-O 'r&c° `ac m O0N d yEmni C v ooow°mot5 rna 3n m E �$, m m E J m cN o ° m E>= y83 c 0 o '0 do c"U c v= 2En o cU-o 2Cc 6 Q. - ymNcC a f2 m Oy L LGdyy O UNc Omp p E m > N T m N O C J 5 G C mo W C E C y O? OOO C `Q > N 2 L N O E n C C N U m C >E0pgorV L b C O C F Ma oO mFnCpo Fdom:°! 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M p r N o M b m a r • 0 103 • Fi,: cal Year 2015 �, ., Sc oaI Coa_mrnit�t,e Bud�a�t Reading Public Schools 82 Oakland Road www.reading.kl2.ma.us READING PUBLIC SCHOOLS Fiscal Year 2015 School Committee Budget July 1, 2014 - June 30, 2015 School Committee Members Harold Croft, Chairperson Christopher Caruso, Vice Chair Jeanne Borawski Lisa Gibbs Karen Janowski Charles Robinson Dr. John F. Doherty Superintendent of Schools Reading Public Schools 82 Oakland Road Reading, Massachusetts http://reading.kl2.ma.us E February 4, 2014 J 105 District Administrators Mary C. DeLai, Assistant Superintendent of Finance & Administration Craig Martin, Assistant Superintendent of Learning & Teaching Alison Elmer, Director of Student Services Elizabeth Conway, Human Resources Administrator Lynn Dunn, Director of Nursing Joseph P. Huggins, Director of Facilities Kristin Morello, Director of School Nutrition Jason Cross, METCO Director Deborah Butts, RISE Preschool Director School Administrators Reading Memorial High School Kevin Higginbottom, Principal Laura Olsen, Assistant Principal Michael Scarpitto, Assistant Principal Thomas Zaya, Assistant Principal, Athletics & Extracurricular Activities A.W. Coolidge Middle School Sarah Marchant, Interim Principal Marie Pink, Assistant Principal W.S. Parker Middle School Doug Lyons, Principal Brendan Norton, Assistant Principal Alice Barrows Elementary School Heather Leonard, Principal Birch Meadow, Elementary School Eric Sprung, Principal Joshua Eaton Elementary School Karen Feeney, Principal J.W. Killam Elementary School Cathy Giles, Principal Wood End Elementary School Joanne King, Principal 106 PersonnelResources....................................................................................................................... 26 StudentAchievement..................................................................................................................... 27 FinancialOverview.................................................................................................................................. • Table of Contents IntroductorySection.....................................................................................................................................6 31 ExecutiveSummary ...................................................................................................................................6 SchoolCommittee Message..................................................................................................................6 35 35 Superintendent's Message...................................................................................................................7 BudgetDrivers ................................. .................................. .... :............................................................. 17 Reading Public Schools Strategy for Improvement of Student Outcomes ........... 4 ......... 4 ...................20 36 BudgetProcess and Timeline.............................................................................................4................21 36 InformationOverview.........................................................................................................................23 37 District Enrollment and Student Demographics.........................................................................4...23 38 PersonnelResources....................................................................................................................... 26 StudentAchievement..................................................................................................................... 27 FinancialOverview.................................................................................................................................. FY2O15Revenue Sources................................................................................................................30 FY2O15Expenses by Category ......................................................................................................... 31 FY2O15Revenue and Expense Budget Projection..........................................................................32 OrganizationalSection................................................................................................................................ 35 35 Townof Reading.....................................................................................................:............................... OrganizationStructure ............................................................................................................................36 SchoolCommittee............................................................................................................................... 36 DistrictAdministration........................................................................................................................ 36 DistrictPartnerships............................................................................................................................ 37 District Strategy for Improvement of Student Outcomes...................................................................... 38 InformationSection....................................................................................................................................40 EducationFunding...................................................................................................................:.............. 40 StateEducation Aid............................................................................................................................. 40 LocalFunding for Education................................................................................................................42 Allocation of District Resources..............................................................................................................44 - PerPupil Spending..............................................................................................................................44 PerPupil Spending by Category ...................................................................................................... 44 PerPupil Spending by School..........................................................................................................46 ComparableDistrict Spending........................................................................................................ 46 SpecialEducation Spending............................................................................................................ 48 Historical Budget versus Actual Spending....................................................................................... 49 Instilling a jay of learning and Inspiring the Innoaa W leaders of tomorrm Page 1 ./ 107 ® Allocation of Personnel Resources....................................................................................................: so AverageTeacher Salaries................................................................................................................ 54 Student Demographim and Performance Measures.............................................................................. 55 StudentEnrollment ............................................................................................................................. 55 Massachusetts Comprehensive Assessment System :................................................................. ........ 59 Other Measures of Performance ................................................................................... ..................... 65 Student Attendance................................................................._..................................................... . 65 StudentDiscipline........................................................................................................................... 66 GraduationRates............................................................................................................................66 SATScores.......................................................................................................................................67 Advanced Placement Enrollment and Performance ....................................................................... 68 Students Attending Higher Education Institutions ......................................................................... 69 FinancialSection......................................................................................................................................... 71 GeneralBudget Summaries.................................................................................................................... 71 CostCenter Budgets............................................................................................................................... 80 Administration.................................................................................................................................... 80 District Administration by Object................................................................................................... 80 District Administration by Function................................................................................................ 81 RegularDay......................................................................................................................:..................85 RegularDay by Object.....................................................................................:............................... 85 RegularDay by Function................................................................................................................. 86 SpecialEducation................................................................................................................................ 89 SpecialEducation by Object ............................................................................................................90 Special Education by Function........................................................................................................ 92 DistrictwidePrograms.........................................................................................................................94 HealthServices................................................................................................................................ 95 Athletics........................................:................................................................................................. 96 ExtracurricularActivities................................................................................................................. 98 Districtwide Networking and Technology Maintenance................................................................ 99 School Building Maintenance...........................................................................................................101 SpecialRevenue Funds......................................................................................................................105 Federal, State, and Private Grants................................................................................................105 SpecialRevenue Funds..................................................................................................................106 Building Demographic, Staffing, Performance, and Budget Overviews...............................................109 M Instilling a joy ofleaming and inspinngthe Innovative leade, oftomarow Pagel 108 TownBuilding Maintenance.................................................................................................................azo Appendix A: School Finance & Budget laws, Regulations, and Policies..............................................129" Massachusetts General Laws (MGL).................................................................................................129 Code of Massachusetts Regulations (CMR)......................................................................................132 SchoolCommittee Policies................................................................................................................134 Appendix B: School Finance and Accounting.......................................................................................136 FundAccounting............................................................................................................................... 130 School Department Account Structure ........................................................................................:....137 Appendix C: School Committee questions and Responses to the FY2015 Superintendent's RecommendedBudget.........................................................................................................................142 Table of Figures Figures: Historical Per Pupil Expenditures -Reading compared to the 5tateAverage Per Pupil.................................8 Figure 1: Unfunded FY'15 Budget Requests..................................................................................................................8 Figure 3: Per Pupil Expenditure - ReadingCompared to the State Average...............................................................15 Figure 4: FY'15 Budget Calendar..................................................................................................................................22 Figure 5: Historical and Projected Enrollment by Grade Level.....................................................................................23 Figure 6: Special Education Entailment Trends ............................................................................................................24 Figure 7: Enrollment History far Other High Needs Populations.................................................................................14 Figure 8: Average Class Size by Grade and School (2013-14 School Year)..................................................................15 Figure 9: Sy'2013-14 High School Class Size ................................................................................................................15 Figure 10: Current and PrajectedStafng Levels........................................................................................................26 Figure 12: English Language Arts WAS Performance History, Class of2014............................................................28 Figure 12: Mathematics MCAS Performance History, Gass of2014..........................................................................28 Figure 13: Science & Technology MCAS Performance History, Class of 2014.............................................................29 Figure 14: Scholastic Aptitude Test Results, Reading versus State.............................................................................30 Flguw1S: High School Graduate CollegarAttendame Rates......................................................................................30 Figure 16: Municipal Revenue Sources.......................................................................................................................31 Figure 17: Expenditures by Cost Center ..........................................................:...........................................................32 Figure 18: Allocation of FY'15 Superintendent's Recommended Budget by Major Function......................................32 Figure 19: Revenue and Expense Projections andAllocation......................................................................................33 Figure 20: District Organizational Chart ......................................................................................................................37 Figure 11: Reading Net School Spending, Required versus Actual..............................................................................41 Figure 22: Historical Chapter 70 Funding Formula Elements......................................................................................42 Figure 23: Historical property valuations and tax rates..............................................................................................42 Figure 24: What the Average Tax Bill in Reading Funds.............................................................................................43 Figure 25: Comparison of Average Tax Bills Reading versus Comparable Communities ............................................43 Figure 26: FY'12 Per Pupil Spending By Category .......................................................................................................44 Figure 27: Instructional Per Pupil Spending by Program, all funding sources.............................................................46 Figure28: FY'121n-District Per Pupil Spending...........................................................................................................47 Figure 29: FY'12 Per Pupil Expenditures by Categoryfar Comparable Districts......_..................................................47 Figure 30: SY'131n-District Special Education Program Enrollment...........................................................................48 Figure 31; Historical Special Education Spending.......................................................................................................48 Figure 32: Special Education Spending as a Percent of Total Budget for Reading and Comparable Districts ............ 49 Figure33: Historical Budget versus Actual5pending..................................................................................................50 Figure34: Staying By Location...................................................................................................................................51 Figure 35: Staffing by Position....................................................................................................................................52 Figure36: Staffing By Cost Center and Position..........................................................................................................53 Instilling aJov of leaning and inspiring the Innovative leaders oftom an ow Page 3 109 110 Figure 37.' Average Teacher Salaries ............................................................................. ................ ............................ W Figurellit: Average Teacher Salaries, Comparison to Peer Districts ................................................. ......................... 55 56 Figure 39: Historical and Projected Enrollment by School ................................ ......................................................... Figure 40. Historical and Projected Enrollment by Grade Level .................................................................................. 56 Figure 41: Special Education Enrollment .................................................................................................................... 57 Figure 42.- Enrollment by Other Subgroup.................................................................................................... ............. 57 Figure 43; Average Class Size, Grades K-22 .................................................................................................. .............. 58 Figure 44: High School Class Sizes by Grade andAwdemk Program ......................................................................... 58 Figure 45: Student M Teacher Ratio bySchool ........................................................................................................... 58 Figure 46. SY'2012-13 MCAS Performance, Reading versus State .............................................................................. 59 Figure 47: Percent of Students Scoring Proficient or Higher on ELA MCAS ................................................................. 60 Figure 48; Percent ofStudents Scoring Proficient or Higher on Moth MCAS .............................................................. 60 Figure 49. Percent of Students Scoring Proficient or Above by Subject and School ....................................................60 Figure 50. Percent of Students Scoring Proficient or Above, ELA MCAS ..................................................................... 61 Figure 51: Percent of Students Scoring Proficient or Higher, Moth MCAS .................................................................. 61 Figure 52., Percent of Students Scoring Proficient or Higher, Science & Technology MCAS .........................................62 Figure 53. Student Growth Percentile, ELA MCAS ...................................................................................................... 63 Figure S4.- Student Growth Percentile, Math MCAS ............................................................................................ :1 ..... 64 Figure 55: MCAS Performance by Subgroup ............................................................................................................... 64 Figure 56.- MCASStudent Growth Percentile by Subgroup ............................................................ ............................ 65 Figure 57. Percent of Students absentfewer than 10 Days .......................................... . ........................................... 65 Figure 58.- Number of Incidents per 100 Students Resulting in Out-of-School Suspension .........................................66 Figure 59. 4-Year Cohort Graduation Rates ..................................... .......................................................................... 67 Figure SO., Reading SATSwresfor Comparable Communities ................................................................................ . .. 67 Figure 61: Writing SATScores for Comparable Communities ..................................................................................... 68 Figure 62: Moth SATScaresfor Comparable Communities ........................................................................................ 68 Figure 63. Percent of./uniouslSeniars Enraged in at Least One AP Course ................................................................. 69 (we Figure 64: Percentage of graduate$ enmiledin postsecondary education within 16 months of high school graduation .................................................................................. ................................................................................ 70 F1gure6.5.- Percentage of students at Massachusetts public colleges enrolled in one ormare remedial courses...... 70 Figure 66. General Fund Expenditures by Cost Center ................................................................................................. 71 Figure 67. Contribution of Cost Centers to FY`15 Budget Increase ............................................................................. 72 Figure &g. Cost Center Budget Proportions ................................................................................................................. 73 Figure 69. Change In Cost Center Budgets Yearover Year ................. r ........................................................................ 73 Figure 70, General Fund Expenses and Budget by Category ...................................................................................... 74 Figure7i: General Fund Expenses and Budget by Cost Centerand Object ................................................................ 75 Figure 72: General Fund Expenses and Budget by Location ............ . ......................................................................... 76 Figure 73: General Fund Expenses and Budget by Location and Cast Center .............................................................77 Figure 74: Administration Cost Center by Object Category ........................................................................................ 80 Figure75: DistrictAdministration Budget by Function .................................................. ............................................ 81 Figure 76. DistrictAdministration Staffing ................................................................................................................. 81 Figure 77. District Administration Budget by Detail ................................................................................................... 84 Figure78. Regular Day Budget by Object ................................................................................................................... 85 Figure79., Regular Day Staffing .................................................................... ; ............................................................. 86 Figure 80. Regular Day Budget by Function ................................................................................................................. 87 Figure 81: Regular Day Budget by Detail .................................................................................................................... 88 Figure 82. Special Education Enrollment .................................................................................................................... 89 Figure 83: SY'2013-14 Special Education Program Enrollment ........................................................ .......... .............. 90 Figure 84: Special Education Budget by Object .......................................................................................................... 90 Figure 85.- Special Education Staffing ................................................................................................................ ... ...... 91 Figure 86. Special Education Budget by Function ....................................................................................................... 92 Figure 87. Special Education Budget by Detailed Expense Category .......................................................................... 93 Figure 88: Districtwide Programs by Object ............................................................................................................... 94 Instilling a joy of leami% ard Inspiring the innovative leaders oftamorray Page 4 110 Figure 89.' District-wide Budget by Program ................................................................................................................ 94 Figure 90.' District-wide Program Staffing .................................................................................................... . . ..... . . ... 95 Figure 91: Health Services Program Budget by Detail ...... .............................................................................. ... . ..... Figure -92: Athletics Program Budget by Detail .............................................................................................. 97 Figure 93: Participation In High School Athletic Programs ................................................... ........................... ............ . ........ qg Figure 94.- ExtracurrioularActl0ties Program Budget by Detail ...................................... . .. *'* .................................99 . ........ ............ 99 Figure 95: Districtivide Networking and Technology Maintenance Budgetby Detail .........................:....................100. Figure 96: SY'2013-14 Technology Inventory ................................................................................................. ........... 101 Figure 97.- School Building Maintenance Budget by Object ...................................................................................... 101 Figure 98.' School Building Maintenance Budget by Function ................................................................................... 102 Figure99.- School Building Maintenance Expense perSquare Foot Comparison ......................................................103 Figure 100: School Building Maintenance Stof fing ................................................................................................... 103 Figure 101: School Building Maintenance Budget by Detail ..................................................................................... 104 Figure 202: Summary OfFedena4 State, andlirivate Grants .................................................................................... 105 Figure 103: Change in Grant Funded Positions ......................................................................................................... 106 F1gune1O4: Revolving FundACtivityandStatus asojJune30,2013 ................................................................... . ... 107 Figure 105: Revenue OffsetSummialyfor FY'14 ................................. ..................................................................... 108 Figure 106. Town Building Maintenance Budget by Object .................... ................................................................. 126 Figure 107.- Tom Building Maintenance Budget by Function .................... ............................................................. 126 Figure 108. Town Building Maintenance Budget by Location .................................................................................. 127 Figure 109: Tom Building Maintenance Cost per Square Foot Expense by Building, FY'23 .....................................117 Instilling arov of Wining and Inspiring the Innoanmve leaders of tomorrow Page 5 111 11 Introductory Section Executive Summary School Committee Message The Reading School Committee is pleased to consign the FY2015 Reading School Budget to the Town after extensive perusal, dialogue, and discussion..A close reading of this document reveals it to be not only practical and ambitious but also a didactic means of communicating the true strengths and structure of this District. Herein is a distinct quality of clarity in concert with extreme detail; both of which yield unquestionable transparency. This budget should be viewed as more than a'maintenance' budget as it not only seeks to complete its role in transition from the previous budget to the next, but is also driven by distinct educational philosophy. To that end, the 4.9% increase In this budget is driven by comparable cost of living Increases for our dedicated employees and increased needs brought about in the areas of special education, behavioral health, and English Language Leamer services. Although this School Committee recommended budget is approximately $485,000 over the Finance Committee recommended Increase for Town and Schbol budgets, we feel that we cannot in good conscious, omit any of the increases In services that directly affect our students. A critical driver and a strong shift in philosophy in this budget is our approach to salary. Of course there Is expected expense due to step and cost of living increases however this budget acknowledges the need ® to bring our salaries into line with comparable districts in Massachusetts. There is strong feeling that we on no longer remain in the bottom third of per pupil expenditure and remain competitive in maintaining and attracting the best professionals possible. Another compelling driver of this budget is the Behavioral Health Initiative which must grip our collective vision steadily. The FY2015 budget maintains the momentum accrued from the past three years. The academic and emotional needs of each student must be foremost in our concern thus it is evident throughout the District that there remains a need for additional psychological and counselling services. This budget underscores the consistent assurance that our high needs students are supported in special education or other specialized programs; and are provided with appropriate resources. The FY2015 budget clearly emphasizes the need to prioritize technology in the FY2016 budget thus there is an intent during the current school year to engage a consultant to perform an IT audit which would. specify and clarify means of gaining efficiency while preserving expenses. Thus the FY2015 budget is clearly a maintenance budget In a technological sense but does indeed make a strong case for clarity and continued investment that extends back to the FY2013 and 2014 budgets and forward to the FY2016 budget. Ideally we'd like the Town of Reading to not only accept the strength of this budget as a cornerstone for the future but also to employ this extensive analysis of the District's fiscal status to learn the complexities of the Reading School finances. 1 would like to thank the School Committee itself for vigor and insight in our part of the budget process. Thanks too clearly goes to Dr. John Doherty Mary Delai, and the Central Office Finance and Operations staff for countless hours expended upon detail and clarity Instilling a lay of leamhig and Inspiring the Innovative leaden of tamomow Page 6 112 while ensuring that this Committee and the Town received an efficient and pragmatic picture of the Superintendent's Recommended Budget for FY2015. Superintendent's Message I am pleased to present the FY2015 Superintendent's Recommended Budget of $40,603,540 representing an Increase of $1,902,175 or 4.92%. This budget was developed with significant input from district and school administrators, staff, and the school community. The majority of this rather significant funding increase primarily addresses just two priorities: • Aligning pay scales for school employees (Including substitute teachers) with comparable school districts in Massachusetts to ensure that we continue to attract, recruit, and retain highly qualified and effective personnel • providing sufficient resources to ensure that our high needs populations are appropriately placed and supported in special education and other specialized programs either within or outside of the district Funding that remains within the base budget will be used to continue several strategic initiatives that have been and are continuing to be Implemented in our schools including: • Implementing the Literacy and Mathematic Massachusetts Curriculum Frameworks, Educator Evaluation System, and District Determined and Local Measures of Student Success • Addressing the academic, social, and emotional needs of all students through the implementation of the Massachusetts Tiered System of Support Our base budget also allows us to continue maintaining our low class sizes (18-22) in Kindergarten through Grade 2 where possible, our middle school interdisciplinary model, our 21" Century learning initiatives Including the use of mobile learning devices, our behavioral health initiatives, our technology infrastructure, all of our regular day programs, and our school facilities. While the requested funding 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. Our school district is one of the most efficient districts in the Commonwealth when it comes to spending. Our academic achievement ranks in the top quartile of the state while our per pupil spending ranks 305" out of 327 operating districts In the Commonwealth, based on state data from the 2011-12 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 1 below shows. Our current per pupil places us among the lowest 10% of all districts in the state. While we continue to be proud of our record of efficiency, we must recognize that Innovation and excellence require strategic investments that we have been unable to make over the past several years due to financial constraints. Insd1ling a fay of learning and inspiring the nrwat1w leaders ofu,aa, w Page • 113 Figural: Watoriral Per Pupil Expandibres- Reading compared to the state Average Par Pupil 15AW 3,000 14,000 BudgetaryIm Identified Need ' 2-500 13000 2.0 FFE struggling students who need targeted social, emotional, and behavioral supports to succeed a areas 3.0 FTE • i 12,000 860,000 Additional special education staff to address the growing teaching and administrztive demands on 3.0 FTE 11AW 8195,000 2 10.000asi ' y 400 1,500 8,000 7,000 1'ODO 6,000 FYW FY07 FYOB FY09 HIM FY31 FY12 —State Average Reading . Difference ® This budget includes funding to address contractual obligations based on the assumption that salary schedules for all bargaining units must be adjusted to ensure that salary and wages are competitive. In addition, this budget funds both known and anticipated special education needs, which are rather significant In the year ahead. This budget also includes the continued funding of a five to six year technology replenishment cycle adopted in Fiscal Year 2013, and Investments necessary for effective Implementation of the Massachusetts Curriculum Frameworks, Educator Evaluation, and the Tiered System of Student Support. We also continue our increased reliance on district revenue offsets while maintaining conservative assumptions regarding state and federal grant revenues in light of the continuing uncertainty regarding the impacts of federal sequestration. Not included in this budget are funds for extraordinary increases in water and sewer or electricity rates or unanticipated enrollment Increases. As in years past, there are a significant number of important needs that were Identified by building administrators, staff, and the school community that were not addressed in this budget in light of fiscal constraints. These needs are identified below. Figura 2: Unfunded FY75 Budget Requests Imdlling a)or of lamming arid Inspiring the Innovative leaders of tampmav Page 8 114 BudgetaryIm Identified Need act School adjustment counselors at the elementary and middle levels to provide more courselingto 2.0 FFE struggling students who need targeted social, emotional, and behavioral supports to succeed 8130,000 3.0 FTE Tier 2 academl4 social and emotional supports 9 all levels (e.g. general education tutors, staff trained In applied behavior analysis) 860,000 Additional special education staff to address the growing teaching and administrztive demands on 3.0 FTE teachers, the increasing complexity of the needs with which students are omsentin, the pervasive 8195,000 Imdlling a)or of lamming arid Inspiring the Innovative leaders of tampmav Page 8 114 and graving proficiency gap between spectal education ant general education stutleMs, and the need torovide for more inclusive settings thmu hout the district Additional time for pemeducators to collaborate with teachers, serve as a teacher resource, learn how to modify curriculum and Implement accommodations, and take advantage of professional $115,000 developmento onunidles w two hours per eek for instructional paraeducawn) uiditlonal (un ling for professional development (or man, particularly in the area of behavioral heahh, tlered a tems of su port, and effective use of data and technology $50•D00 Insvucuonal coaches to model effective teaching practices for staff and to help implement the new 2.0 FTE Massachusetts curriculum frameworks particulady in the areas of math and literacy $130000 Additional time for teachers to collaborate, learn, and grow in their professional practice Ito be accomplished through additional funding for substitutes during the school day or time beyondthe $90,000 school day for collaboration Instructional technology at the elementary level(currently five schools share one full-time 1.0 FTE s ecialist) $65,000 Addltlonal techmaintenance stiff to service the lnueased amount oftechnology employed 1.0 FTE throw houtthetData or informanagement specialist to assist administrators and teachers in managing, 1.0 FTE monitorirepand anal zing all of the educational data available to districts and schools $50,000Dlstrictwide tecleadership position to lead and manage the day to day operations of our 1.0 FTE technolo andh 21n centu learnin and teachin emlronment $95,000Increased fundichnolo maintenance and re IenishmeM $50,000 Additional genentenance staff for facilities department 1.0 FTE $50,000 Additional fundi ng to allow for planned intim cycle of 15-20% of classrooms rbullding Ear ar $120,000 TOTAL BUDGETARY IMPACT $1 11801000 1 If all of the above had been added to the requested FY2015 budget, the increase would have been $3.O8 million (a 7.96% Increase) rather than the $1.9 million increase proposed. A Discussion of Unfunded District Needs The needs and priorities of our school district are based on both the vision of the school district as well as what evidence is telling us about the performance of our schools and our students. In the section below, we discuss the vision of our school district. Here we focus on the trends, patterns, and evidence that we are seeing in our schools. Over the last two years, the state has developed an Early Warning Indicator System (EWIS) to help districts identify students who may be at risk of not achieving key education benchmarks. At the middle school level, the benchmark used is whether a child is likely to pass all Grade 9 coursework. At the high school level, the benchmark is whether the child will likely graduate. As of October of the current year, we have 35 students In our middle schools that are identified as highly or moderately at risk of not being successful in the 9' grade. For the same time period at the high school, we have 42 students that are at moderate or high-risk of not graduating, including 9 seniors, 14juniors, and 19 sophomores. The challenge that we face is that we do not have specialized supports in place for many of these struggling students and, at the secondary level, we lack any tutoring or behavioral health supports for general education students. This makes It difficult for schools to provide the Tier 2 supports necessary to minimize the risk of these students not succeeding. One commonly suggested solution was to provide up to three academic tutors— one for each of the secondary schools. This recommendation was not incorporated into the FY2015 budget. • 0 Inmiling a joy of learning and nspiring the Innovative leaders of tomorrow Page • 115 ® Another alarming trend is the increase in the number of students across our district hospitalized for mental health concerns. At the high school alone, since September of 2012, there have been 40 hospitalizations. last year, there were twenty students hospitalized during the school year. This year, in just the first three months of the school year, there were 20 hospitalizations. In addition, there are 17 students with behavioral concerns that are inhibiting their success in school, 60 students with academic concems that would benefit from additional help, 126 students who need more guidance support, and 25 students that require social worker supports not being provided by either district staff or outside providers. Similar trends have been observed at both the middle and elementary level as well. The need for increased mental health counseling was also highlighted in our most recent Youth Risk Behavior Survey results. At Reading Memorial High School, the rate of students Who report having serious considered suicide In the past 12 months was 14% (which is higher than the statewide rate of 13%). The rate of students who report having made a plan to commit suicide (a marker of severe suicidality) was 13% (also higher than the state rate of 12%). Thirteen percent of students reported having actually attempted suicide In the past 12 months. That rate ranged from a low of 10% in 12a' grade to a high of 16% in I& grade. Twenty-one percent of students reported Injuring themselves on purpose, e.g. "cutting", in the past 12 months. In order to better address the needs of these students, administrators and staff felt that an Increase in the number of social workers and/or adjustment counselors to provide counseling services to students was needed. In the proposed FY2015 budget, one additional social worker at the high school was added to the budget. Both the elementary and middle school levels also expressed a need for these services but these requests were not Included in the requested budget. ® Special education is another area where needs appear to be outpacing resources. Ouradministrators and educators are committed to providing education services to all students In the most inclusive environment possible. Over the last decade, the district has increased the number of in -district special education programs from one program to seven programs. When accounting for the programs that exist across all grade levels, there are nineteen building -based programs across our nine schools, including the RISE Preschool program. The job of a special education teacher entails a number of responsibilities beyond Instruction. Special education teachers must develop accommodations, collaborate with teachers on curriculum modifications, attend team meetings, and perform initial evaluations, annual evaluations and three year reevaluations. While caseloads vary from year to year, special education teachers are typically responsible for 2-4 initial evaluations, 5-10 annual evaluations, and 3-8 reevaluations each year. Given the length of time these processes take, a teacher could spend over 10% of their time engaged in testing and evaluation of students. Two of the most common suggestions to address these growing demands were additional teachers to reduce caseloads or additional paraeducators to assist with some of the clerical duties associated with special education processes. No special education teachers were added to the FY2015 requested budget. Four special education paraeducators were Included In the FY2015 requested budget; however, these positions address increased student needs as required by their IEPs. Administrators as well as staff also recognize the need to build the capacity of staff to more effectively address the growing and changing needs of students as well as the changing educational landscape. In particular, a common request was for more professional development funding for teachers to learn about strategies and best practices for addressing social, emotional, and behavioral health; developing and Implementing student interventions in these areas; and more effectively using data and technology Ins0lling a )oy of learning and inspiring rico I nOWAVC leaders of tamorraw page 10 116 in their dally practice. As shown in Figure 1 above, had an additional $50,000 been added to the FY2015 requested budget, approximately one-third to one-half of our staff could have been provided with these additional professional development opportunities. Over the past two years, our schools have been working to implement the new Massachusetts Curriculum Frameworks. The new frameworks have resulted not only in changes in curriculum but also changes In teaching practices. The keyto successful Implementation is to provide staff with sufficient time to collaborate and share best practices. Collaborative activities include realigning current curriculum to the new frameworks, developing new curriculum units and lesson plans, developing new assessments, and learning new teaching strategies from one another. This work is accomplished either during the school day by employing substitute teachers to replace collaborating teachers or beyond the school day by paying teachers for this additional time based on the contractual curriculum rate which is currently $40 per hour. While some funding has been included for these activities, increased funding would allow for even greater collaboration and more effective implementation of these changes. In addition to the collaborative work that teachers are doing to Implement the new Massachusetts Curriculum Frameworks, the district should also provide instructional coaching for teachers using instructional "experts" to model effective practices in the classroom. These coaches could also coordinate and provide professional development for teachers and paraprofessionals for new curriculum units and lesson plans. They could also ensure that curriculum is aligned horizontally across schools and grades as well as vertically preK-12. A modest amount of funding (less than $20,000) has been included in the FY2015 budget for curriculum stipends for teachers to serve in this role next year. This Is certainly a solution that will benefit teachers in the district but not as ideal a solution as full-time instructional coaches, particularly in the areas of math and literacy where the new frameworks have changed most significantly. Administrators and staff suggested that 2.0 FTE instructional coaches (1.0 FTE in math and 1.0 FTE in literacy) would best serve the needs of the district. These positions werenot Included in the FY2015 requested budget. One need that was highlighted by all of our elementary schools was additional instructional technology support. Cumently, Reading employs one instructional technology specialist that services all five elementary schools. In essence, this means that this individual is able to spend no more than one day per week at each school. In contrast, our middle schools and high school each have their own Instructional technology specialist. At the middle and high school levels, the instructional technology specialists spend about half their time working with teachers on integrating technology Into the classroom and the other half is spent working directly with children. At the elementary level, the Instructional technology specialist is able to spend a limited amount of time with teachers but has no student contact. Furthermore, this Individual is also tasked with deployment of technology in the elementary schools, e.g., IPad setup and deployment, as well as data Integration tasks such as setup and changes to the elementary report card and data updates to our student Information management system. This individual is clearly overwhelmed as is evidenced from our experience with iPad deployment this year. All of our elementary schools were able to fund additional technology purchases through gifts and donations, year end funds, or grants. Many elected to purchase IPads for classroom use. Because we have just one specialist serving five elementary schools, full deployment of these iPads was not completed until December. While the devices were deployed late, teachers still needed to be trained in the use of the devices. This training did not begin until November and will continue through January and beyond. Clearly, we are not able to maximize the value of these technology investments if we do not have the staff necessary to effectively manage the devices and train staff on their use. IMIling a jay of learning and Inspiring the lnrx.aluve leads, of tomorrow Page 11 117 Asa district, we have invested a significant amount of money in our technology infrastructure and our technology inventory. We currently have well over 2,500 computers and mobile devices in our district which are being services by 3.5 FTE computer technicians for a ratio of 714 devices per technician. Ideally, we would want that ratio to be no more than 500 devices per technician which would require the addition of 1.5 FTE technicians in our district. This request was not included in the FY2015 proposed budget. We also have a robust enterprise wireless network that requires continuous monitoring to ensure connectivity of all wireless devices used throughout our schools, including BYOD devices. Additionally, we have Invested heavily in our information management systems to allow us to employ state of the art tools for more robust data analysis and data -informed decision making. Clearly, to ensure that our infrastructure, networks, technology, and data systems are optimized, compatible, and reliable requires strong management and leadership. However, Reading Public Schools currently has no districtwide Director of Technology position to oversee technology and Information management operations in our district. Most districts striving to create the type of 21`t century learning environment that Reading has created have funded such a position. A Director of Technology would be responsible for strategic planning, educational technology selection and investment, asset tracking, enterprise communications, Internet and data security, data management, system reliability and interoperability, and technology optimization. A lack of leadership In this area leads to fragmented Implementation, suboptimal planning and communication, increased downtime, and lack of consistency with respect to operations, maintenance, and deployment. The need for a districtwide technology director Is something that has been discussed in this district for a decade. While not included In the FY2015 budget, this need must be addressed within the next year or two either through re -allocation of resources or through additional resources. In order to better understand the needs and deficiencies in this area, it Is our Intent to engage a consultant this year to perform an IT audit. This audit should help us to better assess our needs and Identify where to make changes to gain efficiencies and/or reduce costs so that we might fund this position for our district. As mentioned above, we have invested a significant amount of time, energy, and money in implementing information management systems in our district. These systems include: • Administrator's Plus, our student information management system • MUN15, our ERP system for financial accounting and human resources management • Edline, our website and learning management system • Blackboard Connect, our emergency email, text, and phone communication system • BaselineEdge, our student intervention, benchmarking, and teacher evaluation management system • Aesop, our absence management and substitute placement system • SchoolDude, our facility maintenance and building rental management program • SchoolSpring, our recrulting and applicant tracking system • Atlas, our curriculum mapping system • e5chool, our tuition and fee payment and management system • MySchoolBucks, our school nutrition planning and payment management system All of these systems house critical data that allow us to better track, monitor, and report on key metrics that measure student, school, and district performance. In addition to these systems, there are also a number of national and state databases that we use to access Important Information. Currently, we lack the supports necessary to ensure compliance with data security protocols and regulations, to assist administrators and staff In using the data in meaningful ways to Inform Instruction and assessment, and ImnliM aJoy of learrJM and inspiring the Innovative leaders of tonwnox Page 12 118 to assist district administrators in employing this data to facilitate In the day-to-day management and operations of the district. We are learning that an increasing number of districts are employing data e specialists or data managers to assist with this important function. Currently, we call upon our help desk technician, who has a background in database management, to assist us as needed with some of these tasks. However, a full-time data specialist would enable us to address the critical needs in this area and make better use of the data and analytic tools available to us. Two years ago, an additional $100,000 was added to our base operating budget to allow us to employ a 5-6 year technology replenishment cycle. Presently, we are replacing technology that has been in the district for 6-7 years and has far outlived its useful life. As we know, technology is evolving at an exponential rate and keeping up with these changes will require a greater investment than $100,000 per year. For example, our district has approximately 350 Wad 2 devices that were purchased over the last few years. We are currently hearing that Apple will no longer be supporting this generation of (Pads in the near future which may render them nearly obsolete in the not too distant future. This means those devices will likely need to be replaced in another couple of years. These types of changes will, no doubt, continue in the future. Initially, we had Included an additional $50,000 to Increase this replenishment funding to $150,000 but this request was removed from the final requested budget. Our Facilities Department presently maintains our eight school buildings and seven town buildings. In addition, we have also been assisting with the maintenance of the Maters Cabin over the last two years. We have also been informed that anew cemetery garage could be added to the list of buildings to be maintained by our Facilities Department in the future. Furthermore, the Reading Public Library is scheduled for a major renovation and addition over the next two years. Currently, the department maintains 1,300,000 square feet of space and employs three maintenance staff including one general maintenance person, one licensed electrician, and one licensed plumber. The recent re-classification of a general maintenance position to a licensed electrician position has resulted in significant savings to the departinent. We presently estimate the savings will be on the order of $30,000 to $50,000 per year. It had been the Intent of the department to translate those savings into a second general maintenance position, thereby increasing maintenance staffing to 4.0 FTE and reducing the total square footage per maintenance staff from 433,333 to 325,000. The creation of this position would likely result in additional savings as the Individual would perform some of the carpentry, painting, and finish work that Is currently being done by a contractor whose labor is billed at the prevailing wage which is nearly twice the contractual wage for this position. This position was not Included in the FY2015 requested budget and, instead, the savings was used to offset Increases in other areas of the budget. Another request that we received from administrators and staff in nearly every building was for increased painting of classrooms. Currently, we do not include funding In the building maintenance and repair accounts for painting. Painting needs are typically addressed at year end with any funding that remains as a result of sound budget management, energy savings, or overtime savings. As a resuh, there is no funding for an annual cycle of classroom painting. An amount of $120,000, if added to the budget, would allow for approximately 15-20% of classrooms in each building to be addressed each year such that every classroom would be painted once every five to six years. This type of investment allows for classrooms to be kept clean, fresh, and bright in appearance which leads to a classroom environment more conducive to learning. This amount was initially included in the FY2015 budget but was removed prior in the final request to reduce the overall budget increase. Inablkng ajoy of learning alr¢pinng the Inoue" leaders of tomm w Page 13 119 Emnornk Outlook While uncertainty has certainty dominated the economic landscape in recent years, there seems to be Increasing optimism regarding the economic outlook over the next couple of years. Current predictions by both the Congressional Budget Office and the Federal Reserve are that the nation's gross domestic product will grow in 2014 and 2015. Those predictions rest on the assumption that the current laws in effect under sequestration remain in effect and that the resulting deficit reduction is what spurs economic growth. On December 10th, the House and Senate Budget Committee released a two-year budget agreement proposal (ahead of a scheduled December 13d' deadline), which provides for spending increases in 2014 and 2015 and helps to ease the uncertainty a bit. The agreement, which must be passed by both the House and Senate, provides for sequester relief and budget deficit reducing measures. It is believed that school districts would get some relief from the sequestration cuts if this agreement is passed. The plan would roll back most of the sequester cuts for the 2014 and 2015 allowing lawmakers to potentially boost Title I and IDEA spending. Passage of this plan would likely bring fiscal stability at the federal level through the conclusion of our 2015 fiscal year. It is believed, however, that any new Initiatives, such as the Obama administration's preschool funding plan, are unlikely to be funded under the still -constrained spending plan. The Massachusetts outlook also appears to be favorable. According to Alan Clayton -Matthews, Northeastern University economics professor and director of the New England Economic Partnership, "The outlook for the future is much better than it has been and that has a lot to do with restoring confidence and consumer demand." According to Clayton -Matthews, "By 2015, we'll be in a growth spurt phase of the recovery where people's spending catches up to their wants. The Jobs, they'll be there and people will be willing to spend, which begets more jobs." On December 11d', Michael Widmer, President of the Massachusetts Taxpayers Foundation told a Statehouse hearing that he predicts a 4.7% Increase in state tax revenues. The Massachusetts Department of Revenue projects similargrowth. Widmer states that, if the estimates are correct, there will be enough money for. legislators and the governor to fund small increases in popular programs such as local aid without a tax increase. He cautioned, however, that non -discretionary spending for pensions, debt service, Medicaid and other areas, along with expanded transportation commitments, will consume a large share of the new tax revenues. The Town of Reading continues to maintain a solid record of financial management, bolstered in part by the refinancing of some school debt in early 2012 which resulted in savings to taxpayers through a reduction in the cost of the RMHS debt exclusion. Reading currently has a very healthy free ash posStion with the highest level of free cash reserves in the last decade. Free ash reserves have Increased from $1,703,703 In 2003 to a July 1, 2013 balance of $7,584,869— an increase of 345% over the last decade. When compared to other communities in Massachusetts, Reading's free ash amount is ranked 32"d of 351 communities In Massachusetts. As a percent of the budget, our free ash position places.us at 75'", firmly within the top quartile. With respect to per capita income, Reading's value of $42,071 places us in the top quartile, at 72"d of 351. Our equalized property value is ranked 130"' of 351, placing us within the upper half of Massachusetts communities. With 90% of the assessed valuation in our community coming from residential properties, the town relies heavily on local residential property taxes to fund municipal and school operations. Our average y■�' family tax bill, which currently stands at $6,458, is ranked 50 in the state and our total tax levy of err Instilling a joy of seaming and Inspiring the lnrwaNve leaders of tomorrow Page 14 120 $56,444,070, is ranked 71"of 351. Conversely, with respect the percent of our local operations funded by state aid, currently at Just under 15%, we rank 138'". While there are annual discussions around the tax rate and suggestions to assess commercial properties at a different rate than residential properties, 237 of the 351 communities in Massachusetts assess residential and commercial properties at the same rate. In Reading, less than 9% of the total tax base comes from commercial and industrial properties. Overall economic conditions in Reading appear positive. Reading's unemployment rate is around two percentage points below the state's unemployment rate which Is below the national unemployment rate. New growth appears to be on the rise and total new growth applied to the levy limit has more than doubled over the last three years, increasing from 324,532 In 2012 to 741,495 In 2014. Foreclosures in Reading are down from a high of 18 in 2010 to Just 2 I 2013. With respect to education spending, the total amount spent in Reading on education ranks 70 out of 351 communities. Education spending as a percent of the total budget in Reading averaged 50% between 2000 and 2012—slightly ahead of the state average of 48%. When education spending is normalized based on enrollment, Reading's per pupil spending ranks 305'" out of the 327 operating districts in Massachusetts, down from 293`° in the prior year, while we rank in the top 10-15% of districts with respect to educational outcomes. Figure 3 shows how the gap between Reading's per pupil expenditure and the state average has been widening over the last several years. Figure 3: Per Pupil Expenditure - Rendin. Cn.,".red 1..x. e.... .--- 1%000 3,000 14AM 13,000 7.500 12AW • • � • _ 11,000 2,W0 10WO 91000 1,500 8,000 7.000 I,WO 6AN SAM sm FY06 FYO7 FY08 Fr09 M0 N11 N12 —StrteAwrep —Reeding — Difference Between FY10 and FW13, the district received a significant amount of federal stimulus funding from such sources as the American Recovery and Reinvestment Act (ARRA), State Fiscal Stabilization (SFS), and Education lobs Act (EdJobs). These funds, totaling $3,957,915, were used to address program and technology improvements and school health Insurance costs and were strategically invested so as to minimize any negative Impact on the General Fund once exhausted. Approximately $30,000 in Race to Instilling a Jvr of leaming and impinng the lnnoeative leaders aftomorron Page 15 • 121 the Top funding is available to us in F1"14. At this time, there are no additional Race to the Top funds ® available following the conclusion of this fiscal year. Our community benefits from a significant amount of state funding in the form of Chapter 70 state aid as well as the special education reimbursement grant or "Circuit Breaker". In FY'14, Chapter 70 funding totals $9,930,333, an increase of 0.3% over FY13 funding levels. Chapter 70 funding is based on a funding formula that begins with the calculation of a Foundation Budget amount for each district which is the minimum amount necessary to provide an adequate education to the children in our district. The amount of Chapter 70 funding Is then calculated as the difference between the Foundation Budget amount and the community's ability to pay (as measured by its equalized property value and per capita income). The Circuit Breaker grant reimburses the town up to 75% for special education costs that exceed $39,701.76 (FY'13 threshold amount). In Fy"09 and FY'10, reimbursement rates were far lower than the 75%, at 42% and 44% respectively. In F1"11, the rate was Increased to 65% and in FY'12, to 70%. For FY'13 (funds distributed in FY'14), the reimbursement rate has returned to 75%. Overthe last several years, the School Department has worked diligently toward the goal of prefunding the Circuit Breaker offset. State regulations allow a school district to carry forward the balance of circuit breaker funds received In the prioryear. The goal of this regulation was to allow budget certainty for the amount of circuit breaker reimbursement offset. Those districts that were able to carry forward the entire amount of the prior year's grant would know with certainty the amount of offset to be used in the subsequent yeafs budget. We are pleased that we have achieved that goal and our FY15 Circuit Breaker amount of $1,186,247 Is the amount that we will be receiving this year. That amount will deposited to our FY'14 Circuit Breaker Special Revenue Fund to be used as an offset to our FY'15 budget. This amount Is ® $10,000 less than our FY'13 reimbursement amount due to a lower SY12-13 claim. The FY2015 School Committee Budget document reflects our organizations commitment to excellence and continuous Improvement. In that vein, this document reflects in large measure the standards of the Association of School Business Officials International's Meritorious Budget. We continue our efforts to enhance the transparency of our budget, to incorporate measures of performance for improved accountability, and to assist the taxpayers of Reading in understanding how the dollars Invested in Reading Public Schools are allocated and utilized to educate the youth of this community. In,tilling a Joy d learning and Inspiring the lnnovaWe leaders of tamorrov Page 16 122 Budget Drivers The FY2015 School Committee Budget is $40,603,540, an increase of $1,902,175 o14.92%. The 10 discussion below provides details on the major budget drivers based on expenditure category. The three major drivers of the Increase to the FY15 budget include: An increase in salary expenditures to fund anticipated step and cost of living increases for -collective bargaining association members to bring salaries in line with comparable districts in Massachusetts; - As ignIficant Increase in special education out of district tuition due to an Increase in the number of assumed out of district placements, including several high cost placements and three students who have moved into the district this year and are currently placed out of district; and An additional 5.5 FTE positions to address student needs and compliance with new DESE regulations for English Language Learners Salary and Other Compensation FY'15 School Committee Budget: $34,107,787 FY14 Adopted Budget: $32,498,901 $ Increase: $1,607,689 The budget assumes step increases, column changes (where applicable), and cost of living adjustments for all collective bargaining units and cost of living adjustments for all non-union employees. Increases are intended to bring salary schedules In line with comparable school districts. Ten percent of this Increase is for the addition of 5.5 FTE which Includes a 0.5 FTE English Language Learner (ELL) teacher, a 1.0 FTE social worker for the High School, and 3.4 FTE special education paraeducators to address student needs associated with grade level transitions or as required by the children's IEPs. An additional 8% funds a 2.5% average cost of living increase for non-union employees as well as additional amounts beyond the 2.5% for certain categories of employees whose salaries lag significantly behind market rates. Most notably, the salaries for computer technicians have been increased by 17% to raise them to the salaries paid In comparable districts. 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. We are also proposing to increase the pay rates for substitute teachers by 25% to make them more competitive with rates paid by neighboring districts which accounts for another 8.8% of the increase. The remaining 73.2% of the increase is to fund Increases for collective bargaining unit members, two thirds of which funds increases for certified staff and the remaining one third for non -certified staff. Contract Services FY15 School Committee Budget: $1,298,485 FY'14 Adopted Budget: $1,292,768 $ Increase: $5,717 In this category of expenditures, there are several significant Increases in particular line hems for FY15 but the majority of those are offset by decreases in other line Items leading to the very modest net Increase. The more significant increases include: special education legal services reflecting historical trends, special education consultation services due to an increase in the number of students requiring vocational services, professional development services to allow for professional development on the Instilling alW of learning and Inspiring the mnoseve Indian oftanorrvrr Pagel] 123 new Massachusetts Curriculum Frameworks and related instructional practices, and regular day transportation due to homeless transportation obligations not anticipated In FY'14 and expected to continue Into FY'15. These increases are offset by decreases in therapeutic services as students placed out of district will no longer require these in -district services and school committee labor counsel services with the conclusion of collective bargaining activities assumed to happen prior to the start of FY'15. Also, the additional $10,000 that was added to grant writing services in FW14 has been eliminated in FWSS as a cost saving measure. Materials, Supplies, and Equipment FW35 School Committee Budget: $904,497 F1"14 Adopted Budget: $886,126 . $ increase: $18,371 The increase in this category is due to additional text and materials required for the implementation of a new health curriculum for Grades 3-5. This increase of $30,000 was offset by decreases in other expense lines in this category. Other Expenses FY'15 School Committee Budget: $1,365,796 FY"14 Adopted Budget: $1,346,756 $ Increase: $19,040 Increases In this category stem from Increases in software licensing and support, network hardware, and telephone repair services. In the area of software licensing and support, the additional amount is ® needed for a three year renewal of our Internet security and anti-virus software as well as anew license for a cloud computing solution that is being Implemented in the current year. The additional amount allocated to network hardware is to be able to fund equipment replacement for equipment that is currently beyond the warranty period. With respect to telephone repair services, we have found over the last two years that we have not budgeted sufficiently for line changes and additions that occur at the beginning of each school year due to classroom and office changes. Special Education Tuition & Transportation FY'15 School Committee Budget: $3,858,195 FY'14 Adopted Budget: $3,584,350 $ Increase: $273,845 - 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 day tuitions but an Increase in expenses for public collaborative and private residential tuitions. The net increase in tuition due to these known or anticipated placement changes is $158,152. In addition, the offset from the states special education reimbursement grant, known as circuit breaker, will be slightly lower in FW15 than in FW14. The FY'15 amount used in the budget is the amount granted to us in FW34. That amount will be canted forward into W15. The amount is lower because the district's FY'13 claim amount was lower due. The net result is $10,381 less in offset than the current year. The remaining increase of $105,312 is due to the Increase in special education transportation expense due to the increased Insulting a joy of learrdng and Inspiring the Innovative eadersdtamorrca, Page 18 124 number of students to be transported to out of district placements and a contractual rate increase of 3%. Energy & Utilities FY'15 School Committee Budget: $1,135,050 FY14 Adopted Budget: $1,166,344 $ Increase: ($31,294) Energy and utilities is the second category of "accommodated cost" in our municipal budget. Over the last several years, we have seen continued and often substantial savings in this area of the budget as a result of energy conservation measures, favorable weather trends, and favorable natural gas pricing. In FY35, this budget area is decreasing once again, due to a continued downward trend in energy consumption that we have been seeing over the last two years. The consumption decreases come predominantly in the area of natural gas and electricity. Our natural gas pricing remains very low due to a competitive contract that extends through lune of 2015. With respect to electricity, Reading Municipal Ught Department recently announced an emergency 9% increase to FY'14 rates. We have Incorporated this 9% Increase in our FY'15 budget and also factored in an additional 5% rate increase assumed to take effect in FY'15. While we are not anticipating a considerable change in consumption, we have seen a decrease at the High School which has caused us to reevaluate the consumption figure upon which our F1"15 budget is based. Grant and Revenue Offsets F1"15 School Committee Budget: $2,066,270 FY14 Adopted Budget: $2,073,881 $ Increase: $(8,808) 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 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, and athletic and extracurricular user fees remain unchanged from F1"14 budgeted level as participation is anticipated to remain relatively consistent. The revenue offset for In -district special education tuition is down $35,735 based on the expected number of students that will be attending our programs next year. Revenue from the preschool program Is Increased by $26,638 due to Increasing participation. The revenue offset for building rental Income was Increased by $5,000. The revenue offset for extended day programs was increased by $7,500. The METCO grant offset was decreased by $10,000 due to our expectation of a decrease'in the state's funding of this program as well as an increase in transportation costs for the program. 40 Instilling a Joy of leaming and insplring the Innovative leaders oftona Page 19 • 125 Reading Public Schools Strategy for Improvement of Student Outcomes Vision It Is the vision of the Reading Public Schools to instill a joy of learning and inspire, engage and support our youth to become the innovative leaders of tomorrow. This will be accomplished 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 quantitative and qualitative evidence, a collaborative and team approach to learning and teaching, and a safe and nurturing learning environment. 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 Theory of Action If the Reading Public School District strategically allocates its human and financial resources to support high quality teaching, a commitment to the academic, social, and emotional needs of our students, the hiring and support of effective staff, and measurements of school performance and 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. Strategic Objectives ® The Reading Public Schools Strategic Objectives for 2013-14 Include: 1. Learning and Teaching -Deepen and refine our focus on the Instructional core to meet the academic, social, and emotional needs of each child. 2. Performance Management-Buildo system that measures school performance and differentiates support based on need and growth. 3. Investment and Development -Compete for, support, recruit and retain, top talent while creating leadership opportunities and building capacity within our staff. 4. Resource Allocation -Improve the alignment of human and financlol resources to achieve strategic objectives. Strategic Initiatives 1. Implement the Massachusetts Curriculum Frameworks for Mathematics and Literacy, which Includes updated interactive curriculum maps, meaningful and relevant assessments, and strong Instructional practices (Learning and Teaching) a) Develop and pilot District Determined Measures in all areas b) Implement the use of mobile learning devices c) Review and revise the elementary report card and conference system Instilling ap/ of learning and inspiring the lnnovatWe leaders of tatnotrav Page 20 126 2. Develop and implement a plan to address the academic, social and emotional needs of our students using the Massachusetts Tiered System of Support (Learning and Teaching) 0 a) Improve safety protocols and procedures - b) Improve the use of data by district and staff 3. Continue to improve the Reading Educator Evaluation Process and other staff evaluation systems (Performance Management) 4. Improve the use of time, communication, and resources to support staff (Investment and Development) a) Revise the induction program for new teachers S. Develop and implement along range plan for expanding early childhood education (Resource Allocation) Budget Process and Timeline The process used to develop the FY2015 School Committee 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 in October 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 was allocated for the school department budget. At the October 30, 2013 Financial Forum, the proposed increase in general fund revenue allocated to the school department for non-acwmmodated costs was 3.0% or an increase of $1,018,440. During the next step of the budget process which occurs in early to mid-November, the Assistant Superintendent of Finance and Administration 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 Imtlllirg aloy ofleaming and i-pinng the lnnovaUve leaders oftomorrow page 11 • 127 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 Assistant Superintendent of Finance & Administration 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. L During the month of March, the Finance Committee reviews the budgets of each municipal department, including the School Department. The School Committee, Superintendent, and Assistant Superintendent of Finance & Administration 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 FT15 General Fund Appropriation is set and is implemented for the fiscal year beginning on July 1, 2014. Flgura l: FY1S Budget Calendar FY34- FY24 Capital Plan to Finance Committee September 24 Town Meeting Warrant Closes September 24 Financial Forum I October -30 Budget Preparation Information sent to all administrators MM-0dober Budget Input meetings with staff October2l-Novemberg Principals present goals and budgetary needs October 29 -November 8 Bullding/deparment budget requests submitted to Central Office Nmember8 Town Meeting November 12-21 Superintendent Reviews building/department requests and performance goals November 12 -November 30 Finalize F rIS Salary Projections December 1 Budget development deliberations undertaken by Administration December Superintendent's Budget Finalized December 30 Budget document distributed January9 Budget overview, presented W School Committee January 16 Budge (cost carder)presentations and deliberations by School Committee January 21, 23,27 Open Public Hearing on Budget January 27 Financial Forum January 29 School Commmee voce on Superlmenderd's Budget February3 School Committee Budget forwarded to Finance Committee and Town Manager February7 School Committee meets with Finance Committee March 12 School Budget voted at Annual Town Meeting April 29, May 1, or May 5 Instilling alay cf learning and inspiring the Innovative leaders of tomorrow Page 22 128 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. The enrollment projections used were developed using the `cohort survival method` which is based on a ratio of the number of students in a grade in one year to the number of students in that grade in the prior year. Kindergarten projections are based on the number of live births reported by the Massachusetts Department of Public Health. Rpre 5: Hhtodcal and Projected Enrdlment by Grade Level Enrollment History& Pmjedim b % k6D5 t16 \7 w m " tl w W10 '16'11 '11-'11 '1N13 'WH 'IVIS WS ']6'17 Y]'nl aFlemx-5 aMkde6-8 •Mg09-U District -wide enrollment for SY'2014-15 is projected to increase by 83 students, from 4,432 to 4,515. While enrollment at the elementary school dropped this year by 27 students, the projection shows elementary enrollment for next year rebounding to nearly its highest level in the last 5 years, an increase of 53 students. Middle school enrollment is also projected to increase by 54 students as the current year's large fifth grade transitions to sixth grade. High School enrollment is projected to decrease by 26 students next year. While historically, anywhere from 4% to 13% of eighth grade students do not move on to Reading Memorial High School, the enrollment numbers shown above do not Include any adjustment for this attrition. The Reading Public Schools provides special education services to eligible students ages three to twenty- two years of age 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 Instilling ajoy of learning and Insonng the innovaa kaden of Wnccrcw Page 23 129 A 11 IAN 1,500 ' —'� Aw — .500 — — — AM Xo — 500 — b % k6D5 t16 \7 w m " tl w W10 '16'11 '11-'11 '1N13 'WH 'IVIS WS ']6'17 Y]'nl aFlemx-5 aMkde6-8 •Mg09-U District -wide enrollment for SY'2014-15 is projected to increase by 83 students, from 4,432 to 4,515. While enrollment at the elementary school dropped this year by 27 students, the projection shows elementary enrollment for next year rebounding to nearly its highest level in the last 5 years, an increase of 53 students. Middle school enrollment is also projected to increase by 54 students as the current year's large fifth grade transitions to sixth grade. High School enrollment is projected to decrease by 26 students next year. While historically, anywhere from 4% to 13% of eighth grade students do not move on to Reading Memorial High School, the enrollment numbers shown above do not Include any adjustment for this attrition. The Reading Public Schools provides special education services to eligible students ages three to twenty- two years of age 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 Instilling ajoy of learning and Insonng the innovaa kaden of Wnccrcw Page 23 129 A 11 enrollment data. As this table indicates, the number of students receiving special education services has Increased by 4.1% between last school year and this school year and the total number of students is the third highest In the last decade. This increase of 30 students has contributed to the additional demands on our special education staff. Figure 6: Special Education Enrollment Trends Academic Year Total Enrollment N of Students %of Students St dents of Statewide st of Students Out of District 2005-06 4282 694 16.0 '16.4 73 2006-07 4332 707 16.1 16.7 67 2007-08 4416 753 16.8 16.9 73 2006-09 4428 771 17.2 17.1 63 2009-10 4392 758 17.0 17.0 59 2010-11 4509 734 16.3 17.0 51 2011-12 4447 766 16.9 17.0 64 2012-13 4483 737 16.4 N/A 64 2013-14 4432 767 17.3 N/A 50 Figure 7shows 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. Figure 7: Enrollment History for Other High Needs Populations Academic First Language Not English Limited English PreRcient Low -Income Free Lunch Reduced Lunch Year pT % g % g I-% st % a % 2006-07 72 - 17 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 2. 78 1.8 14 0.3 172 3.9 125 2.8 47 1.1 2009-10 83 1216 0.4 204 4.6 152 3.5 52 1.2 2010-11 75 L7 14 0.3 231 5.2 176 3.9 55 L2 2011-12- 72 1.6 IS 0.3 254 5.7 204 4.6 5o LI 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 66 239 5.4 55 12 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 251n grades 3-5. As Figure 8 shows, most elementary schools are within these ranges with the exception of Grade 2 at Birch Meadow and Wood End; Birch Meadow has one Grade 2 class with 23 students while Wood End has two Grade 2 classes at 23 students. Instilling a Joy of learning and Inspiring the Innovative leaders of tommrow Page 24 130 figure 8: Awnee a.. Size M rmdn ""d o�.oma." o-._- 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, with the exception of the 7r" grade class at Coolidge Middle School. Overall, class sizes at the middle school have greatly improved over SY'2012-13 when class sizes averaged 26 at Grade 6 and.27.5 at Grade 8. The class sizes are now much more balanced on average. This is largely due to the advancing of last year's large 8d grade to the High School this year. 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. As this figure shows, average class sizes are much Improved over Sy'2012-13 due to the Investment in additional teaching staff made in the FY2014 budget. Average class sizes last year for Grades 9 through 12 were 20.8, 21.6, 20.7, and 18.7. Figure 8 shows that average class sizes at all grade levels for required courses are now at or under 20 students. 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, with the exception of Grade 10 social studies, are all below 20 students. In contrast, last year two-thirds of the sections had average class sizes at or in excess of 20 for the college prep courses. fiture 9: 31"2013-34B Shed❑aaa 91a Gradex Grader Gradei Greda9 Ghat GMe3 Grada6 Grade) GM09 Grades Grade lO Gradev Grade 11 Bvrosvr ISS 39.0 19.3 11.0 2041 23.0 10 11 II 80th Meadow 2do 20.0 323 M7 720 710 Eaton ]87 20.0 Me 723 M3 147 Eriseh oil.. 17.0 MS 19.0 723 323 215 24.6 25.2 19.6 Wood End 30.3 no 333 M3 213 21.0 18.5 30A C xild, 23.4 28.3 185 28.0 200 25.8 265 72s Padre' 16A 20.2 11.0 12.5 23.1 11.1 7A.0 75.4 311 nigh Srhed Studies 18.020.7 23.8 20.9 17S 1 70.0 1 19.3 1 19.3 Average 183 20.1 Ma 3L7 ZIA YL2 249 3A0 SLG 1)S MO lAl lA3 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, with the exception of the 7r" grade class at Coolidge Middle School. Overall, class sizes at the middle school have greatly improved over SY'2012-13 when class sizes averaged 26 at Grade 6 and.27.5 at Grade 8. The class sizes are now much more balanced on average. This is largely due to the advancing of last year's large 8d grade to the High School this year. 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. As this figure shows, average class sizes are much Improved over Sy'2012-13 due to the Investment in additional teaching staff made in the FY2014 budget. Average class sizes last year for Grades 9 through 12 were 20.8, 21.6, 20.7, and 18.7. Figure 8 shows that average class sizes at all grade levels for required courses are now at or under 20 students. 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, with the exception of Grade 10 social studies, are all below 20 students. In contrast, last year two-thirds of the sections had average class sizes at or in excess of 20 for the college prep courses. fiture 9: 31"2013-34B Shed❑aaa 91a • ImullingaJoyofleamingand Inspiring the innovative leaders oftomo Page 25 • 131 College Pref r;.:`. ;iY °Sim"Co�eee Prep.. Honors AP. 6redeT13.321.5 11 fi 9 10 11 II 9 10 11 li subject Eriseh 13.5 17.5 21.6 23.6 2215 24.6 25.2 19.6 22.7 275120...7 Math 19,7 18.5 30A 21.6 23.4 28.3 185 28.0 200 Science 16.0 16A 20.2 11.0 12.5 23.1 11.1 S7A 21.0 27.0Socal Studies 18.020.7 23.8 20.9 23.7 23.2 29.3 Average 17.7 17.5 Al 222 219 219 24.9 19.6 25.2 Ii9 !lA • ImullingaJoyofleamingand Inspiring the innovative leaders oftomo Page 25 • 131 Ll 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, 81% 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 FTE's, 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 SW2013-14, we have 561.8 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, 547.7 are funded from the general fund budget while 14.1 are funded from grants. Figure to: cannot and Projected Staffing Lavish p6mh6vNon IT1012 KM53 9)F f}F A3 9.1 FT1013 59 >! 693 noa M AI FY20U ]S]179 n=S %l0U iYN15 muni F da9u1L Mb 111 Mile FR winidua, &I noG15 rAM Ir FNulbn 3310 3373 991 36].9 2 MA 31 WAS ztmum FiuwMn =9 111.3 Most, U9AIAZIAM]SOd 6. 191 IR2 7,0M9)3 NNIM$mYs as 91 490,109 A3 500,412 93 MON. 93 5W633 WY00 LS LS LS K917 Ls 96,416 LS 93591 FMwMwW a3 13 N.]ia03 21]00 as 700 n3 HIM tlaMtTMn U L, 341433, 19 M691 S9 MIM 19 3043116 w<Rtln $.a MS 1A]3.336 M 111151113 11112.1141 us LI]I.m barn wMw as 16.1 M W M 71 141 sitsis 135 MM 6 dTah1 53]4 5IS3 nk1 W.1 3LWM3 351J ]6 SK6 ]36 The FY'15 School Committee Budget includes funding for an additional 4.8 FTE's from current FY'14 staffing levels. The Increase from FY'14 budgeted staffing levels is higher at 9.5 FTE's due to 4.7 FTE's that have been added since the adoption of the FY'14 budget. These adjustments are summarized below. The source of funding needed to support these positions In FY'14 was turnover savings from employees who left the district at the end of SY2012-13 and were replaced by less expensive employees for SY'2013-14 as well as better than anticipated federal grant awards. The 4.8 FTE's that are requested for FY'15 Include 3.2 FTE special education paraeducators needed for known and anticipated changes to programs and student needs, 0.5 ELL teacher to ensure compliance with current and new regulations, 1.0 FTE social worker for the High School TSP program, and 0.1 FTE Increase in occupational therapy support. There is also a shift of a 0.6 FTE position from the federal grants to the operating budget due to the lack of a resolution to federal sequestration reductions as part of the FY'15 federal budget proposal. This decrease in the grant funded positions is offset by an Increase to the special education operating budget which is why this additional 0.6 FTE does not appear in the total of 566.6 FTEs in FY2015. In tiling a joy of learning and Inspiring the innovative leaders of t nnonow Page 26 132 Regular Educed. Elementary Teacher 1.1 Additional FDK Staffing Guidance Counselor 0.2 Additional staffing needed for highercaseloads High School Teacher -0.0 Funding Used to offset increase in guidance and special ed Paraprofessionals 2.3 Kindergarten staffinglevels increased Tutor 0.8 Increased support Special Education Elementary Teacher -LO Position remained on grant High School Dept Chair 0.6 Restructuring High School Teacher O.6 Position shifted off grant Paraprofessionals LB Additional supports required by program and IEP needs Pre -School Teacher 45 Position remained on grant School Nurse -LO Services now contracted out (funds shifted to contract services) Social Worker -1.0 Services contracted out (funds shifted tocontact services) Team Chair -0.1 Decrease forout of district liaison support Grant Funded Elementary Teacher L6 Positions shifted to grant High School Teacher -LO Position shifted off grant Pre -School Teacher O.8 Position shifted to grant Tutor -LS Position shifted off grant Net Adjustments 0.7 StudentAchievetnent - Reading Public Schools has a strong record of performance, not just in academia, 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 (ACO, 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 2014) In English Language Arts, Mathematics, and Science & Technology in Grades 4, 6, 7, 8, and 10. Instllllrgafoyofleamingardlmpumgthe inn iveleadeaoftomorroa page 27 0 133 C C InOling a JW of learning and Inspiring the lnnwative leaders of tomorrow Page 28 134 Figure 13: science & Technology MCAS Performance History, Class of 2014 As you can see from the figures above, student performance improves quite dramatically between Grade 4 and Grade 30 for these Current students. The percent of students scoring advanced or proficient Increased from 67% to 97% In ELA and from 53% to 93% In Mathematics. Performance in Science & Technology, which was only administered three times to this class, increased from 64% 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. 0 Instilling a Joy of learning andinspldng the lnriwati. leaders of tomorrow Page 29 • 135 r1 U Hgum 14: Scholastic Aptitude Tet Result, Readlrlg verws Sate An overwhelming majority of Reading High School graduates continue their formal education at two or four-year colleges. Historically, between 87% and 92%of all graduates continue on. Thefigure below shows the historical data on placement choices for graduating seniors. Figure IS: High Schad Graduate College Attendance Rates 600 - 4Year Gduatlonra r. Rate 580 Percent to 2 -Year Colleges 560 2012 540 96.6 520 N/A 500 2011 480 95.9 460 State Reading State Reading State Reading State Reading 2009 -ID 20MI1 2011-12 2012-13 ■Reading ■Writing ■Math An overwhelming majority of Reading High School graduates continue their formal education at two or four-year colleges. Historically, between 87% and 92%of all graduates continue on. Thefigure below shows the historical data on placement choices for graduating seniors. Figure IS: High Schad Graduate College Attendance Rates Financial Overview FY2015 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 GImtllling a joy of learning and inspiring the innovative leaders oft=c,rrov Page 30 136 Numberof Graduates - 4Year Gduatlonra r. Rate Percent to 4Year Colleges Percent to 2 -Year Colleges Total Percent Contlnuing_, 2012 294 96.6 N/A N/A N/A 2011 295 95.9 82. 5 87 2030 352 86.1 83 7 90 2009 317 93.7 83 8 91 2008 326 94.2 80 9 89 2007 289 89.6 85 7 92 2006 312 95A 79 11 90 Financial Overview FY2015 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 GImtllling a joy of learning and inspiring the innovative leaders oft=c,rrov Page 30 136 necessary to cover school department accommodated costs) is projected to Increase 3.9% in Fy'15 while contributions from grants and revolving funds decrease by 0.4%. 0 Figure 16: Mu ildpal Revenue Sources runldpal Revenue Sources property Taxes K479,102 3.4% 55,774,186 2.4% 57,776,285 Other Local Revenues 5,380,000 -0.4% 5,652,474 5.1% 5,881000 Intergovemmemal Revenues 12,955,108 -11% 13,096,149 LI% 13,423,553 Transfers&Available 4,406,704 7.3% 4,834,942 9.7% 3,731739 Free Cash 697,733 -19.2% 110501000 515% 1,580,080 Total Municipal Revenues 77,918,647 13% 81407,751 3.2% 87,311577 3:001 Revenue Sources General Fund Revenues 35,802,757 2.7% 36,624,806 4.6% 38,051,573 Grant & Revenue Offsets 2,017,000 29.2% 2,073,881 2.8% 2,066,270 Total School Revenues 37,019,757 3.9% 38,639,687 &S% 41117.703 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 3.6% 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 Foundatlon amount to the community's ability to pay as determined by Its per capita income and property values. For F1"15, the Town is predicting a modest 2.5% increase In State Aid. It is also Important to note that the Town is utilizing $1,500,000 of its free cash reserves to help support the FW 15 Operating Budgets. FY2015 Expenses by Category The budget of the Reading School Committee 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 costcenters 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 17 below, the FT2015 School Committee Budget reflects an increase of 4.9%. The largest dollar Increase to the budget is in the Regular Day Cost Center ($995,272) followed by Special Education ($778,032). These increases account for 93.2% of the total Increase of $1,902,176. 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. Instilling alayofleaming and lmpiringthe innovative leadersoftommow page 31 • 137 LJ cigar. 17: ExpenaRuru by Cast timer As Figure 18 shows, the vast majority of the school department budget funds instructional services comprising 76.2% of the total. This is followed by operations and maintenance (including technology infrastructure and maintenance) at 8.8%, payments to other districts (essentially out -of -district special education tuitions) at 6.996, other school services (including therapeutic and health services, transportation, athletics, and extracurricular activities) at 5.7%, and district administration at 2.3%. Figure 18: Allocation of Fru Sdwel Committee Budget by Maier Function PY2015 Revenue and Expense Budget Pro)ecdon 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. Instilling a jay of learning and hopidrythe MnoABM ixdxadtdnonwv Page 32 138 Actual Actual Actual Adopted Requested Expended Expended Expended Budget Budget % Cost Center FY2011 FY2022 FY2013 FY2014 FY2015 Change Administration 842,487 893,747 924,728 923,024 937,583 1.6% Regular Day 21,500,377 21,220,673 22511,254 22,793,060 23,788,331 4.4% Special Education 9,401,244 9,763,662 9,346,219 10,420,626 11,198,659 7.5% Dlstrictwide Programs 1,291,416 1,248,517 1,311,587 1,375,971 1,509,648 9.7% School Facilities 3,334,380 2,885,152 3,081,509 3,188,684 3,169,319 -0.6% Grand Total 36,369,904 36,011,751 37,175,297 38,701,365 40,603,540 4.9% As Figure 18 shows, the vast majority of the school department budget funds instructional services comprising 76.2% of the total. This is followed by operations and maintenance (including technology infrastructure and maintenance) at 8.8%, payments to other districts (essentially out -of -district special education tuitions) at 6.996, other school services (including therapeutic and health services, transportation, athletics, and extracurricular activities) at 5.7%, and district administration at 2.3%. Figure 18: Allocation of Fru Sdwel Committee Budget by Maier Function PY2015 Revenue and Expense Budget Pro)ecdon 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. Instilling a jay of learning and hopidrythe MnoABM ixdxadtdnonwv Page 32 138 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. Figure 19: Revenue and Expanse Projections and Alloutlon Bents Gpital Debt Energy Flnandal Special Education VowOonal Education el .... 13,329,635 1,937,700 4539:575 1,9111168 744gA 3.344,235 325,000 ;898,93) IN 10c. -am AN 3.401 -119% -M% 3.2% 1%St5,o50 2,355,500 %81,8500 1,930,945 750,000 3,598,098 37tZO 2,956413 L4% 21.6% -]25%.. 1.5% 1.416 7.6% :14.2% 2.036 14.335,155 1,964000 1;32 I,927,064 ,fi)0 7figm0 3,828J17 W,= %003.410 PmPeity Tales 54,4)9,1@ 3.4% 55,"4,195 14% A,T76,285 Other Local Reven ues 5,wt8 -04% 5,652,424 5.1% 5,880000 Inergovemmental Revenues ]2,9551103 .0.1% 1310961149 LUG 23,03,553 CAapterm 9,903,202 StlraalOeportmenr(66.96%) 9,914,544 01% 101112,835 Tmenfen&A.11able 4,406,704 7.3% 4834941 9.76 3,734]39 -, Bents Gpital Debt Energy Flnandal Special Education VowOonal Education el .... 13,329,635 1,937,700 4539:575 1,9111168 744gA 3.344,235 325,000 ;898,93) IN 10c. -am AN 3.401 -119% -M% 3.2% 1%St5,o50 2,355,500 %81,8500 1,930,945 750,000 3,598,098 37tZO 2,956413 L4% 21.6% -]25%.. 1.5% 1.416 7.6% :14.2% 2.036 14.335,155 1,964000 1;32 I,927,064 ,fi)0 7figm0 3,828J17 W,= %003.410 :. &if; -16.8% -10.816 23% 6.4% 0.2% 1.6% • Tobi Marvnodahtl cents 2%076,350 :Im 2%45%156 IN ......29.58%019 0.1% levenue to Operating Budgets Munldpal Goeemmem(3113%) 15,6361848 57x ]6,539,236 5.1% 17,11&103 3.5% StlraalOeportmenr(66.96%) 3;544934 4S1 33,97,993 43% 35,124,548 3.5% Town Far1110es Io9%1 439,499 3.6% 410.961 `-55% 469,660 14..7¢ chool Eapames(Non-Accommodated) Salary and Other Compensation 3L4N,554 58% 32,498,901 3.D6. g4107178J SM contract 5111ces 964124 39% 1,292,768 34.1% 1,298,485 04% elatedals, Supplies & Equipment 8191HO 10.1% M,126 "am 904,492 11% Other Expenses 1,331,0]2 21.6% 1,346,756 1.2% 113651796 1.4% Reven.0asets (2017,000). ` }g.2% 12m3,�1 18% (206612)01 drool Eapenses(NorvAaommodned) 3;5]1,465 33,95,4,6)0 4.2% 35,610,295 0.9% Mmlhpens4stArmmmociated) Speclal Education 4,590,235 4,7840978 4.2% 5'W'ut2 5.5% QroultBmaker (1.290,o0) (L396.6281 -7.2% (L186,247) -ilia Energy$utlBtles 1,175,589 1,166,344 -0.8% 11135,050 -2% dadolbpensea(,smmmodaled) ..405,823 4.)50,694 61% 4,99%245 &M f14School committee's Budget 37,M,21B7 38,701,365 4.4% 40,603,540 4.9% TOW Revenue 36,)25!13 381698,687 5.4% 40,117,7% 3.716 Total Expense 37,053,287 38]01,365 44% 40,6031540 4.9% 6rova OJRwbitrcOvarUMal6metie I2n.6M1.. ra.,.� .._ As Figure 19 shows, the F'15 School Committee Budget request exceeds current projected available I revenues by $485,747. ImMiling a jay of leaming and imparting the Innovative leaders oftomomma Page 33 t 139 V Next Steps and Contact Information The F1"15 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. The timeline for the next steps in the budget development process is summarized below. Fy'15 School Committee Budget Presentation to Finance Committee March 12, 2014 Annual Town Meeting April 28, May 1, May 5, 2014 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@readina k12 ma us G Mary C. DeLai Assistant Superintendent 781-670-2880 Marv.DeLaI9Dreadine. k12.ma.us �. Instilling ajoy of leamirg and Impinng the Innovative leaders dton cw Page 34 140 Organizational Section member Board of Selectmen and a Town Manager. The Town of Reading is to Middlesex County, Massachusetts, United States, some 10 miles (16 km) north of central Boston. Reading was incorporated on lune 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 roll 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 64), W.S. Parker Middle School (grades 6-8), and five elementary schools (grades K-5): Alice Barrows, Birch Meadow, Joshua Eaton, J.W. Klllam 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, 2013, the enrollment at our schools Is: RISE Pre -School (grades Pre -K) 103 Alice Barrows Elementary School (grades K - 5) 369 Birch Meadow Elementary School (grades K-5) 384 Joshua Eaton Elementary School (grades K - 5) 455 J. Warren Klllam Elementary School (grades K-5) 463 Wood End Elementary School(grades K-5) 338 A.W. Coolidge Middle School (grades 6-8) 449 Waiter S. Parker Middle School (grades 6-8) 564 Reading Memorial High School (grades 9-12) 1307 Total Enrollment 4432 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 Collaborative. Through these collaboratives, Reading Public Schools is able to partnerwith other districts In the area to provide special education as well as • • Instilling aiWafleaming and Inspiring the Inmate lea&e &tom.,, Page 35 • 141 professional development and other services to our students and staff at a lower mst 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 memben'term of office expires and become open for re-election. The current membership and terms of the Reading School Committee are as follows: Harold Croft, Chairperson, Term Expires 2016 Christopher Caruso, Vice Chairperson, Term Expires 2015 Charles Robinson, Term Expires 2016 Karen Janowski, Term Expires 2014 Lisa Gibbs, Term Expires 2014 Jeanne Barowski, Term Expires 2014 (one-year appointment to fill vacancy left by Robert Spadafora) 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 Finance & Administration, Assistant Superintendent for Learning and Teaching, 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, 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 20 provides an overview of the organizational structure of the district. Instilling a joy of learning and inspiring the lnnw ve leaders of tomorrow Page 36 142 Figure 20: 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 volunteertime. Town of Reading The municipal government of the Town of Reading is the district's most Important partner. Of mune 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 many resources and Collaborate to efficiently manage the operations of the Community. Reading Education Foundation • 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. Instilling a Jay of learning a,d;nsxnng the innovative leaders of tomaraw Page 31 • 143 Y\ X v A....��..� ^ v v � v v ^ ^ ^ ^ v � 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 volunteertime. Town of Reading The municipal government of the Town of Reading is the district's most Important partner. Of mune 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 many resources and Collaborate to efficiently manage the operations of the Community. Reading Education Foundation • 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. Instilling a Jay of learning a,d;nsxnng the innovative leaders of tomaraw Page 31 • 143 Parent-Teacher Organizations Parent Booster Organizations 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 Goals for S1°2013-14. District Improvement Plan Goal 1: Over the next two school years, the Reading Public schools will Improve the behavioral health of all students as measured by the data provided by the Early Warning Indicator System, the Youth Risk Behavior Survey and other locally determined measures. Strategic Objectives Addressed: Learning and Teaching, Performance Management Action Steps: • Assistant Superintendent for Learning and Teaching, RMHS Wellness Department Chair, Assistant Principal for Athletics, RCASA staff and Health Education Teachers continue to implement new health curriculum. • Assistant Superintendent for Learning and Teaching, Director of Student Services and Behavioral Health Coordinator will work with building principals to Implement the Massachusetts Tiered System of Support for all students. • Implement the ALICE enhanced lockdown system. • Continue to improve each school's safety and security procedures. • Administer the SRSS screener as a tool to identify students who may be at risk. • Review participation levels in middle school and high school athletics, extracurricular, club, and community service activities to determine if there Is a need to Increase participation levels. • Work with elementary and middle school principals to review data of students leaving the Reading Public Schools from Grade 5 to 6 and Grade 8 to 9 and Identify ways to Increase the number of students who stay In the Reading Public Schools. • Identify additional revenue sources to assist in the funding of the implementation process. I%— Instlllirg aJay of learning and Impinng the innwanve leaders cf tomorrow. Page 38 144 • Provide ongoing proactive communication to parents and community about different initiatives. District Improvement Plan Goal 2: 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. Strategic Objectives Addressed: Learning and Teaching and Resource Allocation Action Steps: • Review different options for Increasing Elementary Space • Work with School and Town officials to Identify the best options for Killam, Elementary Space, and Full Day Kindergarten that is educationally sound and is financial feasible for the community • Implement Full Day Kindergarten for all students • Work with the High School Principal, Assistant Superintendent for Finance and Administration, and Director of Facilities to Identify space solutions, both short term and long term, to address space needs at Reading Memorial High School. • Work with Building Principals and Central Office Administrators to identify support needs to successfully implement teaching and learning initiatives in the district. • Work with staff and administration to Identify opportunities to add more professional learning time to the school year. District Improvement Plan Goal 3: During the 2013-14 and 2014 -IS 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. Strategic Objective Addressed: Performance Management Action Steps: • Identify a committee of staff and community members that will give Input Into the development of a Reading Public Schools Communication Plan. • Develop an annual reporting tool that will measure the effectiveness of the school district. • Conduct a communications audit which will assess the current level of effectiveness of communication in the district. • Develop a draft communication plan using the recommendations from the audit and other survey data. • Develop a final plan for implementation. • Implement the plan and monitor for effectiveness. Instilling a JOY Mteaming and Inspiring the lmawdve leaders aftomomm Page 39 145 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 F1"15 School Committee 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 abetter 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. As a result, when districts' foundation budgets are presented in per pupil terms, there is considerable variation. The FY13 statewide average Is $10,352 per pupil, but the range for academic districts is from $7,026 to $15,144.' 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 lora) 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. Figure 21 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 spendingamount. 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 tenter entitled,"Cutting Class: Underfunding the Foundation Budget's Core Education Program,"' examined the adequacy of the Foundation Budget and ' Massachusetts Department of Elementary and Secondary Education web site. ' http://www.massbudget.org/report_window.php7loc=Cutting_Clam.html insU[Ung a joy of leerrA%and lmpidng the innovatise leaders oftanwrtwv Page 40 146 identified "major gaps" between what the foundation budget says districts need for certain cost 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 On average, districts in Massachusetts spend 19% above Foundation (based on FY12 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 22 below indicates, Reading spends less above Foundation than the state average. In Fl"13, Reading's actual net school spending exceeded required net school spending by 15.3% compared to the state average of 19%. Figure 22 also shows that the trend over the last three fiscal years has been a decline in the percentage above Foundation that we have been spending. This figure also shows historically the amount of Chapter 70 aid that the town has received to support education. In FY13, Chapter 70 aid represented 22.5% of actual net school spending in Reading'. • a 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 joyof ieaming and Inspiring the Innovative leaders of rono Page 41 • 147 Figure 22: Historical Chapter 70 Funding Formula Elements 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. AIIIIIN This law, referred to Proposition 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 S$ override vote to permanently increase the tax burden. The last successful Proposition 2 X 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 23: Historical property valuations and tax rates - NINE Year End "W YnrEnd FY'30 Year End FY'31... YXrEnd "Um Ff'13 Year End Population hquM 23,426 Mual 24,528 Dollen M "cal Mundadon Pat Fauodsdun 6R bel clhn b" Fo N.sd,o Ftt Na5dlool Pd Ner/IM6ar ever/ Via, $23,236490 Ma Budget C88 Contin n Ald GB S9endN51N551 on SPm6h8 Of B umnnem undo %93 3426 $13.21 18,%9296 $13.w 14,934,]63 1,474,005 16.WB,B18 1614okA. 0 0.0 %N 3A" 1.3 16,168$19 09 15,BWX1 I'7e 6 20.8 1""Ij37 3.5 II,Bm,]W 13 ig613 4).2 %95 3$37 1.9 1BA12MI 4.1 16,333493 1$M,6tl 9.1 !1,250,134 36 18,835,191 7.0 W1,ASs 3.1 PY% 3450 3.3 19,962502 3.5 164!5550 1%69,855 IA) 19,685415 AS 20469,140 6.6 ISMS. 1.1 %91 3.166 3.1 265390 5.5 VAns11 laeso16 15.1 191'00,500 4.3 21'196,6" 6.6 1,852/60 9.3 m8 3,138 1.0 26 341 45 11,200.1% 3"S4D WS NS4A4 IS 233?QS95 1.2 1,112,701 19.2 Fl99 3539 1.6 23,261.892 5.1 nl45j4 4,199j15 25.0 2Z VuA10 B.1 15,357,41 B.5 3,9]3- 13.0 FYW ON 4.1 24,344556 16 19,602413 4,993$51 161 24413415 9.5 nUS311 1.6 2{2814 20.6 MI 4.141 1.0 25,408,201 4.4 2%114,966 5,111102 143 25,132,168 4.1 51,908%5 SS 3.013,911 11.9 Pro 4124 -04 26,503314 A3 20,234,146 5,916A22 33 16,650.008 31 "449529 3.3 3AW,181 120 Free 4111 1.3 21435458 3.5 21,3",186 6,321,032 3.5 21AnX8 39 30,624,41 26 3,!80513 11.6 n0I 4}50 -0.3 21,298414 It 21456161 1,01;703 -0,6 21,MN4 1.1 USIS,115 4.2 4,116001 15.1 Fnd 4,136 d? 28,212,906 11 2;211435 6,082,103 00 20,293482 1.0 33,976,446 64 51661564 ..1 M 4161 0.6 29453,124 4.4 23,1%.W9 6190,153 3.4 23434006. 4.2 %S21.@B 13 rAnX1 MI %01 4,175 0.3 31463,016 6.5 24,943,136 ;1".890 13.1 31,463,026 6.7 36413,101 5.2 65W,775 13.1 rM6 4150 " 331100639 $.5 ":15].631 1411,96] Me 861966)9. 5.5 W,M,Ie6 '1.1 6508%3 19.6 %09 4111 ]S 35,%5469 6.6 2612L6" 8189,951 3.1 34.4a1 S 3.1 39,936061 01 55W182 SA2 me V. e2 W414,84 3.1 2aa63:411 9038.131 9S 35530,311 68 40A7X4' - -IS 5.106551 144 "it Via 4.3 35,612461 3A 26,1M5" 9432516 3.9 36,116,840 IS R,184411 4.1 6.065701 16.8 002 {250 . X,431,213 '1A 4Y,2"Sl., 9AW I2I 0.5 36152,912.. 1., Q}59461 as 54066" I54 %13 4II 0.1 36.136402 4.1 4333,550 9903,703 44 38,136.W1 3.B 46X69% 3.9 5,811.182 1513 Local Funding for Education Reading relies heavily on local revenue sources to fund public education, most notably, local property taxes. In 1980, a ballot initiative In Massachusetts to limit the growth of local property taxes passed. AIIIIIN This law, referred to Proposition 2 %, went Into effect in 1982. Essentially, the personal property tax may not Increase more than 2.5% of the prior year's levy limit, plus new growth and any overrides or exclusions. A community may vote to allow for a Proposition 2 S$ override vote to permanently increase the tax burden. The last successful Proposition 2 X 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 23: Historical property valuations and tax rates - NINE Year End "W YnrEnd FY'30 Year End FY'31... YXrEnd FY112 Year End Ff'13 Year End Population 23485 23,426 24,139 24,528 25411 25,624 Numterof Voters 16,548 16410 16,822 16AW 11,611 11,821 Valuation of Real Estate $3,142,874,053 $3,685$49542 $3599582,141 $3,102,250,141 $3,119,855,3M $3,640$14408 Valuation of Personal Property $23,236490 $341298590 $65,116,160 $45295,130 $44,156,280 $441]3.1,1 Toolfissessmentvalue $3,185,110,143 $3,119,841,931 $3445,160,601 $3,141545,812 $3,164,013406 $3466,631500 TUBate r 1 Valuation S12.60 $13.21 $13.75 $13.w 10.15 Ii1cm 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 53% of the average tax bill. notllling aioy of learning and inspiring the innovative leaders oftomorrow Page 42 148 Figure 24: What the Average Tax Bill in Reading Funds 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 bythe Massachusetts Department of Revenue, on an annual basis. In the figure below, we compare the average tax bill in Readingto 12 other communities that are often used as peers for benchmarking and comparison purposes. As you can see from Figure 25 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 25: Comparison of Average Tax Bels Reading versus Comparable Communhlm FY'13 Dollars FY'13Percent Schools $3,425 53% Public Safety $645 10% Public Works $379 6% General Government $264 4% Library & Recreation $156 2% Finance $484 g% Insurance and Other Unclassified $981. 15% Health & Human Services $47 1% Ime ovemmental $75 1% Total Median ProTax Bill $6,458 10016 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 bythe Massachusetts Department of Revenue, on an annual basis. In the figure below, we compare the average tax bill in Readingto 12 other communities that are often used as peers for benchmarking and comparison purposes. As you can see from Figure 25 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 25: Comparison of Average Tax Bels Reading versus Comparable Communhlm 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. 0 Instilling a joy of leaming and Inspiring the Innovative leaders of tomorrow Page 43 • 149 Y0!s..W Nn.9 5 $l Teller AMrre l Ta114 gr.N $.0 TW µFunkTW4 un Tulp t.k .4 aaN= na.3�ea Tvea saft Yµ bnY ivla to NnY lnt Tn In luno MnY Tuea bnY Nn4 �K $Q961 12 1S 1^'- $9j16 13 1 $vv,] II 1ION 13 I$S $ia69 R 10 $516) 6] ]a 10 $5.653 KA" 9 $STA )0m $Wa W ! $SII) )a $SLLt 66 a $".ID . 65 ! $!. 66n $5110 69 p 5591. !3 a $SW f! 9 55.60) ]1 10 $S!N 6) 9 $f.SL 36 ! so ! $gN 3] 9 $],650. 9] J $Irsn� M $Mb L BS 11 Wan $a9s3 U Il $51)8 e3 ]1 $$1M 89' IS $S.Y)a an1aE e9 er. $UE6 iN 13 $4}]9 1z6 5493E 136 IS $aYo I3] 1 $'. 11 $NI) 43 5 $5}R S] $)194 $]RJ1 MMMMr $1.06 a9 6 $59R 50 6 $4161 49 6 $4350 $0 6 $6359 !I 6 t' kue 50 ) $4rs6 st ) $4109 50 $6.393 sl ) $,A's S6 7 ✓64ry $3,814 iW v $WO sss $9A55 3n Is $4.199 . $495x ss1 u aN $6,4]$ u 4 $4594 u 5 $4]]9 i3 s s6m1 4! 9 $)FW as 5odur t u 3.! A3 u 96) veAwn a .$433) )L $1.911 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. 0 Instilling a joy of leaming and Inspiring the Innovative leaders of tomorrow Page 43 • 149 Allocation of District Resources Resource allocation is one of our four district strategic objectives. The objective isto 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 78.6% 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 26 below. The expectation would be, of course, that the highest level ofperpupil spending would be in the "Classroom and Specialist Teacher" category. As one can see, however, the "Payments,to Outof-District Schools" category is actually the highest per pupil amount. Figure 26: FM32 Per Pupil Spending By Category Instilling a JW of teaming and inspiring the Innovative leaders of tanarow Page 44 150 General Wn4 m detans Grant, aevoNE406 ONerrunds Tatar Epend0ulas MFunds N%of TMI Eapencift. Psr Pu 0 state Averse Per PON Ogfaeace b/WDWk jstate- IAmIN Wn 1,301$05 204.073 1,505,579 30% 330 471 p33) Innex peal Leaden6lp 2,623,992 149,649 2,772,640 5.5% 623 055 (232) ClaumomaM Specialist Teaehers 17$16.362 ;015,767 19$37,129 390% 4,307 5,135 (1391 OMer TeaOleg SeMn, 3585,30 33L744 3837,065 7.8% all 1A27 (147) Rofasslonal Oeve10p m 036,034 3 .sm 1,340,550 23% 256 232 24 In46 10rw l Materials, EWIMeln and Ttthrobn 0047318 232,604 1A35,xa 2.1% 233 377 (144) Wldaric4 CoumeOr%antl TesOng L17L736 45,526 3,217,262 2.4% 273 397 (314) Pupil Servius ;549,032 1.943509 3,393,341 6.8% 763 1,249 (487) Operatbm eM MalmeMn[e 1000,053 330,159 4,130212 0.1% 939 11035 IN Imunrra, RetirementPmBnmsaM Otber 6,880.704 93,800 6374,664 13.9% 1's% 2,364 090) Peymemsto 0u[-Of-OhtrktXMob 3J5Mt 657,167 4430,232 08% 5085 21549 37,176 TOW E hdaarn 40630,702 4207 673 50.030.373 1 10014 11,061 13,1136 2,585 Instilling a JW of teaming and inspiring the Innovative leaders of tanarow Page 44 150 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 F1"12, the basis was 68 students. This is the reason that our figure is so much higher than the state average. In calculating the overall state average, however, R 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. The Classroom and Specialist Teachers category Is the next highest per pupil amount. A comparison to the state avenge 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 $65,194 compared to the state average of $70,962, a difference of $5,768. 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, thirty-nine 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 avenge 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. When the figure for this category is adjusted for transportation, the difference between Reading's per pupil and the state average per pupil is $189 per pupil, much more aligned to the other categories. 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 FWSO and FY12 we reduced our professional development as well as our curriculum expenses significantly in order to minimize personnel cuts during these lean budget years. In FY12 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 training needs. 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, Instilling a kyof kamnli and lmpinng the lnnovadve leaders of torw Page 45 • 151 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 27 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 $19,101 for Barrows Elementary School to a low of $3,405 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 FY14 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. The special education per pupil differential between Coolidge and Parker which existed last year (the gap in the special education per pupil stood at $3,000 last year) has been narrowed substantially with the additional staffing provided to Parker In the FY'14 budget. Figure 27: Instructional Per Pupil Spending by Program, all WMIng sources School Total. Enrollment. PPE -Regular Educations. _ PPE -Special Education, Special Education Enrollment PPE -Special Education (using Special Ed Enrollment Barrows 388 $4,086 $2,412 49 $19,101 Birch 393 $4,332 $898 36 $9,807 Eaton 453 $4,020 $1,082 40 $12,248 Klllam 446 $4,231 $1,238 51 $10,829 Wood End 358 $4,696 $1,528 55 $9,944 Coolidge 462 $5,303 $1,984 104 $8,812 Parker 593 $4,979 $1,417 110 $7,638 RMHS 1285 $4,976 $877 331 $3,405 ' Mean $4,578 $1, ' T71S2 ' $10,224 Median "... $4,514 $1,328 $9,876 Comparable District Spending As mentioned In the Introduction to this section, comparing our district's per pupil spending with comparable peen 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 peen 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, equalized property value, average single family tax bill and size of municipal budget. The chart below shows that Reading ranks 12a out of 13 in per pupil spending for in -district students at $10,077. The average per pupil spending for these thirteen comparable districts is $10,822 or $744 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 $3,297,408 in funding to the district's budget. WImtllling a jar of learning and inspiring the l nnovative leaders of tomcrro Page 46 152 Figure 28: FY'121n-DIArTa Per Pupil Spending $15,D6o In- Ol4tdct �_ Adminb- tmtbn - Rank $14,000 V Rano Pmhbl pTeaahen Rank cbsrroomeHank ' Sp.1aIDt Renk $13,000 $10,881 5'I $329 8 $380 $12,60) $134 8 $4,6128 $11,66) $10,117 $10,000 $463 $9,000 $450 $8,060 $171 57AM $4,439 ROOD O� p� t1 y�' �N_r��(�Q• In comparing per pupil spending for the various functional categories that DESE tracks (see Figure 29), one can see that Reading ranks among the five lowest of the comparable districts in all categories with the exception of professional development. 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. Figure 29: FT'12 Per PuWlF nditurea m,r two.., 4-r,........�wi.. kt Name In- Ol4tdct �_ Adminb- tmtbn - Rank •VB°ppm' Metedals,i p ul mentONT V Rano Pmhbl pTeaahen Rank cbsrroomeHank ' Sp.1aIDt Renk $10,881 5'I $329 8 $380 2 $134 8 $4,6128 L615FORD $10,117 11 . $463 3 $450 1 $171 5 $4,439 11 HAM $14,222 1 $862 1 $287 5 5220 9 $5,679 1 ON $10,411 8 5358 6 $233 9 `" $73 11 $4,629 7 HAM $10,416 7 $290 12 $168 12 $53 12 $4,866 4 SFIELD $10,166 10 $288 13 $241 7 $232 2 $4,583 10 SHFIELD ULIleTotal, $10,193 9 ' 5390 5 $265 6 $74 10 $4,803 5ON $11,424 2. $419 4 $291 4' $154 6 $5,361 2NDOVER $10,553 6 $314 9 - $180 11 - $45 13 $4,273 13 ING $1%an 11 5318 7 $233 8 $Z66 1 $4,367 n WSBURY $9,680 13 $308 10 $335 33f $90 9 $4$91 9 TFORD $11,030 4 $305 11 .$195 10 $194 4 $4,646. 6 CHESTER $11,213. 3 $536 2 $321 37; RAGE 510.822 $at 5256 $l41 54)50INGYMol. AGE -$7M 1461 y5 EAVERAGE $11,319 $4)1 $377 INGVS. STA7EAwRAGE 141,141 -$133 -5144 Ste ;,f)8B In fling a jW of learning and lnspidrui the Innovative leaders of tomorrow page 47 153 a 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 seven 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 198 with the greatest number of students currently in the Language and Learning Disabilities program. Figure 30: SY'131n-District Special Education Program Enrollment 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 to@ion 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 31 shows the historical special education expenditure trends for Reading 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 31: Nlstorimi Special Education Spending Fiscal Year K G,2 G,2 are Gro Gr5 Gr6 -or ' "GA Gr9 ': Gr10 G,11 G112 Total oev. Learobe ctrl 3 4 4 3 3 5 3 3 5 2 11.6% 3 25.4% 35 M.Ueraftlfrll 1 2 1 -4.9% 1 3 21.8 1 2007 4,603,329 8.3% 4,241,134 a Intgnnad Learning Pmg. l 1 2 2 1 1 3 3 2 22.8 1 2009 5 4 a Ingeotldtnin14 Pro, 11 23.6 20.1 2010 5,316,345 -1.7% 1 1 2 - 2011 3 7 uWaWteaming Dhabllitlea -9.2% 20.9 1 3 3 10 8 14 12 8 2 6 67 StuhrKSuppdrt ProlPlll :- 2 T2 1 2 5 2 1 4 4 7 ''V•, 12:. TheraninAk SuD.ftPro m 2 3 6 4 IS TOM 9 2e.' 7 7 9 I6 ..:..22 16 21 23. IS U 29 M 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 to@ion 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 31 shows the historical special education expenditure trends for Reading 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 31: Nlstorimi Special Education Spending Fiscal Year In-District Instruction Yr/Yr% Chane Out -Of -District Tuitions Yr/Yr% Chane""' #varaid ffetFeenta' 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 -13.196 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 20.6 Instilling a joy of learning and inspiring the Innovative leaders of romortov Page 48 154 The data shows that our In -district expenses have moderated significantly over the past few years as financial conditions have limited any significant investments. Financially, we also benefited from a decrease in out -of -district tuition costs in over these years as well. The data show that the gap between the percentage of budget for special education costs between our district and the statewide average has been narrowing over these same years. Over the ten year period shown, In -district costs have increased 59.4% while out -of -district expenses have increased 35.8%. We also observe that we are spending lesson special education as a percent of the total budget than our comparable peen. From FY08 to FT'10, we ranked fourth in the percent of the total budget that special education expense comprises. As of FW12, we dropped to tenth place 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. Figure 32: Special Eduction Spending as a Percent of Total Budget for Reading and comparable Districts Mstrlet '' rYVB %of Total Table '.Bud et Rank Pros %of Total Table Budget Rank W10 %of Total Table Budget.Rank FY'11 %of Total Table Budget Bank IYU %of Total Table Budget Rank Belmont 20.0% 11 21.2% 7 19.8% 9 20.2% 8 21.8% 9 Chelmsford 21.2% 8 23.2% 5 22.0% 5 21.3% 6 23.3% 4 Dedham 24.5% 2 25.7% 1 26.2% 1 75.6% 1 26.2% 1 Easton 17.9% 12 19.4% 12 18.5% 11 18.3% 11 18.7% 12 Hingham 20.2% 30 20.1% 10 21.4% 6 19.6% 30 23.1% 5 Mansfield 20.7% 9 20.9% 8 20.6% 8 21.3% 5 22.1% 7 Marshfield 28.0% 1 22.3% 6 21.1% 7 22.4% 4 23.6% 3 Milton 21.3% 7 20.8% 9 19.D% 10 18.2% 12 21.9% B North Andover 23.3% 3 23.7% 3 23.3% 3 22.9% 3 22.1% 6 Reetlblg 12.8% -4 23.6% 4 22.2% 4 20.9% 7 215% 10 Shrewsbury 22.4% 5 25.6% 2 23.7% 2 24.6% 2 24.6% 2 Westford 12.8% 13 13.4% 13 14.1% 13 14.1% 13 15.3% 13 Winchester 21.4% 6 19.6% 11 18.3% 12 19.6% 9 20.3% 11 �"MlillkWailhaAvenhge Y9.8% 20.1% 9 19.9%. ..19.9% .20.6% 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 33 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. los0111ng a joy Of laming and inspiring the lnnwawe leaders of tomonow page 49 155 0 L_J rtgure 33: Historial Budget veraus Actual Spending 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'14-15 by location, by position type, and by cost center. As Figure 34 below shows, staffing at the elementary schools is fairly consistent and is reflective of overall enrollment at each school. In this table, there is a pronounced change in staffing from FY14 budgeted to FY14 actual and FY15 budgeted. This is due to the shifting of the DLC programs from Barrows to Birch Meadow, which had no special education programs in FY33. In the current school year, the DLC programs for the primary grades were shifted from Barrows to Birch Meadow. This shift will continue over the next three years by grade level. The shift for FYIS is not included in the table below; rather, it only contains the staffing shifts that occurred in the current year that will continue Into next year. It is anticipated that two teachers and three paraprofessionals will shift from Barrows to Birch Meadow next year. Parker is the larger of the two middle schools with 115 more students than Coolidge. While Parker does have more staffing, 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 1,302 students. `✓ Intilling a joy of learning and InsNrIng the Innovative leaders of tomorrow Page 50 156 Figure 34: Staffing By location MO32 FY2013 M014 FY2014Budgeted FM14 M014 M015 MOSS Budgeted _ FTE FTE Bu�eletl FTE Salem Acted FTE Actual Salary Budgeted FTE_ Salm__ District 57.9 59.3 59.4 3,385,253 59.9 3,461,657 60A_ 3,706,321 Barrows 49.8 SLS 52.7 2,640,361 46.9 2,367,854 47.0 2,491,970 Birch Meadow 38.7 38.4 38.4 2,089,507 46.8 2,377,671 46.8 2,522,458 Joshua Eaton 42.9 43.3 43.3 2,466,037 43.8 2,441,223 44.6 2569,490 Allam 44.3 44.2 44.2 2,408,517 45.8 2,472,630 45.8 2,613,641 Wood End 39.2 43.8 44.0 2,268,387 42.7 2,151,483 42.7 2,240,306 Coolidge 59.9 SI 61.2 3,655$17 61.9 3,597,133 63.5 3,803,558 Parker 64.3 65.0 66.0 3,%9,131 66.5 3,939,021 66.5 4,125,420 RMISS 117.1 120.3 126.0 8105916% 127.5 7,881,596 129.3 8576,189 RISE 18.4 19A 19.9 875,7_1620.1 890,110 20.1 938,874 Grand Total 532.4 545.3 557.1 31,818,093 56LB 31,580,378 566.6 33,388,226 Teachers comprise the largest percentage of our district staff at 57.6%. 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%. When combined, teachers and specialists amount for 60.6% of all staff. Paraprofessionals (regular education, special education, and tutors) comprise 17% of our staff. Thus, 77.6% 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 9% of our staff. Custodial staff comprises 3% of our staff. Finally, the area where we are most understaffed - technology - comprises less than 1% of our total staff in the district. • Instilling a joy of learning and lnspldng the Innovative leaders of tomorrow Page 51 �. 157 U Flgure35: Staffing by Position Instilling a Joy of leaming and Inspiring the Innovative leaders of tomorrow Page 52 158 PTI011 PTE pY20L3 RE Pf204 aWg,fed PTE mu and ebd Lb me" MIA A4I IM Actual5ab MIS euda4tad FR Py2O15 aW3Nd Lhry PdMnhwtive Asisbm 5.0 4.8 4.8 234,734 4.8 232.456 4.8 248,986 Asslsbm Principal 5.0 5.0 5.0 503,195 5.0 500$97 5.0 529,646 Behasforel NeaMCOordlnabr LO 1.0 1.0 69734 LO 35,765 1.0 59,450 Computer Techdchn 3.5 5.0 5.0 171%9 5.0 191,117 5.0 229,800 Cunodbn 19.0 183 185 751,3M 1&5 88,905 18.5 770,698 Dindat Abnl.1nrrtos 12 82 8.2 Bn$72 8.2 949,075 8.2 934,AS pllvd Evaluator - LO 1.0 73,242 LO 7zsm 1.0 76.157 EhmenbryTescher 127.9 130.5 130.3 8,478,060 132.0 8,267.930 132.0 8,697.606 ELLTeacher 1.0 1.0 1.0 47,7)4 10 47,774 1.5 81159 Guidance Counselor 4.6 4.6 4.8 299,553 5.0 3 ,366 5.0 324,109 NI6E4hnol0ept Chair 4.2 4.2 4.2 310,244 4.8 355502 4.8 365,313 NIthSchool Teacher 86.6 87.2 916 6,155,111 91.8 6,021570 91.8 6,321,460 Infi.swbms5peclalst 0.2 0.2 0.2 14,933 0.2 14.933 0.2 15,231 Llbrary/Medla Spedann 7.0 7.0- 7.0 468,345 7.0 449,811 7.0 468,097 M.ire..nce SdN 370 3.0 3.0 156,957 3.0 172,931 3.0 177,751 Middle Rhool Teacher 83.7 34.9 89.4 5,609,497 85.4 5,SK353. 85.4 5,823,334 Occupational TlnrapLA L9 2.9 L9 168270 2.9 197564 3.0 210,700 Oaupatlo®6Thengw Assistant 0.3 0.6 0.6 16,259 0.6 2614M 0.6 30,871 Pabprofesslocal 83.1 85.0 88.0 1,959,103 93.1 2,456529 96.3 ;251,043 PhocalTbrapin 1.5 1.5 1.5 107508 1.5 107508 2.5 112,036 Pre -School Teacher 84 6.3 6.3 384,866 6.6 391,510 &6 41803 Pdndpal 80 8.0 &0 912,681 10 869.900 80 994,790 Readln85pe6a1lst 1.0 7.0 7.0 526,816 7.0 526516 7.0 546.608 School Adjustment Counelor 2.0 2.0 LO 129,605 LO 129,605 2.0 134,753 School Nurse 9.8 9.8 9.8 544,887 &B 426,288 18 461,969 Sdm01 Ps9dsolo®n 9.5 9.5 10.5 735,750 10.5 M,722 10.5 mxo Secrebry I5.0 15.2 15.2 562523 15.3 555.722 15.3 saaAsl SoclalworEer - 1.5 - LO 192,957 10 126,663 10 199,755 Speedi/tanpra34PaMologist 10.0 0.2 10.8 745,094 10.8 755,351 lag 778,409 SuperrlsorofSMents - 1.0 1.0 30,750 LO 3;000 LO 32,680 Team Cbl, 5.2' 5.2 5.5 418,565 5.4 aa6.ID6 SA 411991 TechnolMSped.Ilst LO LO 2.0 134,778 10 1341778 10 155.951 Tutor 9.9 1L5 ILO 139,055 10.7 32$.99 10.7 24;827 6nnd Tobi 5320 545.8 557.1 9 093- 561,8 3 878 S66A 33.98x7$ Instilling a Joy of leaming and Inspiring the Innovative leaders of tomorrow Page 52 158 Rgure 36: Ste ing B Cost Center and Po ltim 3dmFhlntlan H1013 ME 9.3 A1a13 FlF 9.3 Mp19 PTlal< MN etM FTx 9.1 EYIM< ]Si R9 ])]911 i(3a19 Nb51PiF M<uNAh f3 PR01! EY301f MN RE WO s/a 91 np,356 MnlnlslmtAepu a 5.0 18 x]) 10 M ]M M 3$956 M 0.Lnut MminlsVabr 4.3 i,3 An 1.3 MMS A! s a M Sy,Z)p hr EOuulFn p3D 3])3 LI,SY994 36f 3119404, M74 yx,w MS 33 ,090'' PUWmPnNpl aq <.3 y5381 - U w,4,6 M 413,4H 13 449,693 Ekrr<,nhryTnann 103-4 3%.] GjMIS =3 6/W,002 105-0 6.6710t4 105.0 7{ pn ELL Toner to 1 K155 1.0 ODI aA yi. LS .1-'. Guiaam<COunselor ta 4.6 2703. Ae 199,55s SA 306.366 SA IN HO&Md0. CMIr 3.0 1B 317 3 - 9.e 39 2WAS aS X9M1YFool Teerladr 1R6 4$973 Se. me 'As-" A]-0.6 $w,Db L4nry/MelaS ealbi ).0 ]A 1.0 4"S 7.0 115.0 3J Mek 67.3 44 Ip j f•)10,9ll hnpmhulorol 30.6 '19.9 39 TYl 19.I 1 3U 656,969 24 6 Pan[I 0.a 0.0seszee so 9 1 W 069900 B.0 09;.]40 RO [IeYst ),0 ).0 517]06 7,0 sItsl, 7A 526.316 )A 546,6pe Yboly Ntmx9pcueNer lA LO -- LO ) 3.0 ) - 1A 76.W 6D,3W 10 )50 10.5 Ep,]33 IO.s )IK,MO $e[nn 11.0 114 s93g3 ILO Mo ]$9 ILO 398310 ILO 616,336 eWorol SiWniq - IA LO >So LOM21� CO I.0 91&71 TKbolo e[hlbL 3.0 3A l,a aH,T! 102 L0 1g,B51Thor R9 99, ass"O .5950 99 alt011 ]0])x9 10) )lYJ ly; )!s6 ]y; 6, 150.!lel 1153 )Lhddctj5 Ip fiQ21 mm LO)69 lA yOirLnNaamirvrann. 1A1.0 1 Lo¢0 LOM Lo 7VQ iASs0 u ml"El.-.rvT.a r 3L0 135 2 lAx ssx53 a!1 1,131]{6xnool0e cMh pA o-4 36 W 39 1qL0 Dy0R6 wxs 7A 1 ) ux U 16136!AO IAO M IA! .1 Its1 it$ 91]323.9169)3 23 at a9RO 3x020.a Q60.6 3 046 0.6 30%2SAx 6,6 Ui;9J3 OA! >LI1 )A6 1.)11.5 Id LS m L5M I3 Ume,F Scx lTeewr 6.0 M 5.0 I935 !.1 1.. Ybpl M�utmen[evesbr sWwlnun. III La 1A 1A s Stan IA Lo 1 a D ]A SAWI 1.0 5&1U 5<[nnn z0 la ,In L0 7),]a0 3AE2�Mu aALS !1!3] mmi 3.0 tae 1 7 ] xA3p me0eR3 19935510.1 !3 i ya 33 93 YA6f RI6 9,if3 3"361 10 OI 141!5 a1usch-l. n 93 Re 109 6a BBAe o3 0l 91. 0.x - 9 0303•t11M0nss Ls Ls ) ssLsa7 03 y9W 0.S ! a5a.s s 35 Y<nb 0.S Lo )2 1A y M ]AL0 10,11> p9 )0p p3.] M,)20.] CEMa1Te[hn M !9 3 7!0 Mow, 0.3 S9 M I as03 59 seem 51 x6,7;0 301 6 Wn erTa[1<6[hn 93 SA 16303 RO 17196 RO 19 11) SA 229= CONRMTIN6Lnbr 0.) 0.7 5 ! 0.7 Was 03 6040 oA IMp hlbt 0.3 W Km 0.i 1196 0.3 1 0.1 1 rea6le 6uWaen .w w 180us aA m z0 7D,2o 3M 16s x0 MS 1Rs 3A w ):O,W$ 17114, !asV.lmM 3AfJ124 L01-0 !.0 ISR69 !A 3.0 SR61 ]A!7 1a ]A iA 393x5 I.0m ILL A 173 lAl2 199 ElerieMa Tx[hr 9.5 3A 3 13 151ye12.0 ly 3 LS 161,]>I H YMdT«wr sA SA 3" RO x ASS IM M 3694, MMal.xbnlr<.wr zs xs 1 6 as 12 Pm- MOIT-Wr L6 Ls 6,331 Lo !396199 76n]m cn.l, x-0 LO Imu 30 i6 7 "LC0 Tuar L) 3U]6 LS a._ 6nne Tonl tn.6 ss13 67.1 sw a !69 v, 9 • I7L9o111ng a)Wfleerning and insplringthe Innovative leades5 oftomp Page 53 • 159 ® Average Teacher Salaries With teachers and specialists comprising almost 60% 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 3.9%. A less veteran staff can also translate to higher professional development expenses since Massachusetts requires a masters degree for teachers to advance from initial to professional licensure. Teachers who are enrolled In a masters degree program in Reading are eligible for a higher amount of tuition reimbursement. Figure 37 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 was largest during the 2009-10 school year but has since Improved modestly. Figure 37: Average Teacher Salaries Figure 38 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 2011-12 school year. I nsalling a joy of learning and Inspiring the Innovative leaders of tomorrow Page 54 160 2005-06 55,678 56,366 (688) 2006.07 55,008 58,258 (3,250) 2007.08 61,212 64,164 (2,952) 2008-09 59,661 67,572 (7,911) 2009-10 60,300 68,781 (8,481) 2010-11 64,129 70,340 (6,211) 2011.12 65,194 - 70,962 (5,768) Figure 38 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 2011-12 school year. I nsalling a joy of learning and Inspiring the Innovative leaders of tomorrow Page 54 160 Figure 38: Average Teacher Salaries, Comparison to Peer Districts $85,000 $80,000 $75.000 $70.000 $65,000 $60,000 $55.000 $50,000 � Sd � ■2007-08 1112008-09 111200910 ■201011 ■]011-12 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 WAS results, graduation rates, and other key indicators. This information is intended to provide readers with a picture of who ourstudents are and how they are performing and to identify areas of need. Student Enrollment Enrollment in ourdistrict has remained relatively stable with an average growth rate ofjust0.3%over the last decade. The three largest increases. in enrollment came during Sy'2007-08, SW2010-11, and 5002006-07. Next year's projected enrollment increase of 2.2% will be the largest in the last decade, with the highest enrollment growth at Reading middle school level (5.4% average Increase). • Instilling ajoyofleamhtg and lnspringthe Innovative leaders oftanomm Page 55 • 161 0 Figure 39: Historical and Projected Enrollment by Schools inm'f 394 as as . W 406 M) a0 in M 399 3W an . eaEw' SH 527 532 350 363 In @ 413 419 Y2 a3 3N 405 4]] Eaton 519 as 525 . 4az as l50 W 425 . en 455 W3 4A en Alnm 59 . W 447 453 . 451 455 M) 451 . 463 432 445 nd 281 2a 4,282 al 364 M a9 346 3W 36] 35a a6 3N m .lid, 496 YB a73 4a2 436 a36 W 476 4a 465 463 M9 4]5 ad S. Paker al . S33 537 3E6 a) se 562 a3 W 593 569 593 M '.—ml L333 L173 L152 4232 L333 L. %233 L. L246 L262 1,2a5 Lan X. 4356 a3 SB ES a) ]2 Y 65 ]a 6) 9) 1. . . 120 . Figure 40: HIStorkal and Projected Enrollment by Grade Level 203203 58 321 Be 354 310 We 357 W 363 320 b3 325 292 302 4,293 aFBOa 65 3W 361 344 350 312 309 348 335 360. 2P 196 320 275 0.262 L 05 67 332 331 bl 345 349 a2 315 350 340 all 222 308 30V 4,293 S00i06 72 292 369 Its 343 346 al 312 313 344 315 327 281 2a 4,282 ] 02 M 324 316 375 328 353 353 355 320 all 315 314 331 263 4,332 200"1@ W 3H 345 318 389 335 349. 349 364 321 305 329 323 312 4.416 2008-09 26 324 343 358 318 393 342 343 34l 362 292 3M 319 307 4,423 alli 0 M a5 .349 363 318 350 a3 341 344 334 298 me 312 4,M A1611 a W 308 351 349 369 315 367 353 .3 324 3)7 301 194 4,459 3n2-12 9W 319 362 315 356 342 366 311 3a 349 312 322 326 297 4,477 M12 W5 a2 342 361 324 356 353 331 303 384 323 314 321 327 4,483 S 24 103 282 319 351 370 327 355 347 362 304 353 323 309 323 4,432 al4ls 120 321 343 343 358 378 319 355 346 366 239 361 323 308 4,530 a�Sli 328 .322 .:367.:..353 30.5. , 3W .:375 33a... 352 3M. .340 ; an 360 319 6556 a161) 335 319 342 356 355 b7 358 3]2 339 355 319 340 288 355 4,554 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 flat language is not English or who have limited proficiency in English, or low income students. The figures below show enrollment for these subgroupsInour district. 4 Projections based on the Reading Public Schools Enrollment Projection Report, Dejong Healy, May 21, 2012 ` instilling a joy of learning and impiring the Innovative leaders of tomorrvx Page 56 162 Figure 41: Special Education Enrollment Academk Year Total Enrollment Hof Students %of Students Students Statewide Hof Students Out of DWct 2005-06 4282 694 16.0 16.4 73 2006-07 4332 707 16.1 16.7 67 2007-08 4416 753 16.8 16.9 73 2008-09 4428 771 17.2 17.1 63 2009-10 4392 758 17.0 17.0 59 2010-11 4509 734 16.3 17.0 51 2011-12 4447 768 16.9 17.0 64 2012-13 4483 737 16.4 N/A 64 2013-14 4432 767 17.3 N/A 50 Figum4b Enrollment by Other Subgroup Academic Year Mrstianguage Not English Limited English Pronclen[ Low -Income She Lunch Reduced Lunch M I % R I % N % g I % H ;%. 200607 71 1 1.7 11 i 0.3 129 1 3.0 82 1.9 47 1.1 2007-08 a5 1.9 17 0.4 158 3.6 114 2.6 44 1.0 2008-09 78 La 14 0.3 172 1 3.9 125 2.8 47 1.1 2009-10 83 1.9 16 0.4 204 4.6 152 3.5 52 L2 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 s0 1.1 2012-13 81 1.8 20 0.5 261 5.8 213 4.8 48 1.1 2013-14 79 1.8 1 26 0.6 294 1 6.6 739 5.4 55 L2 Class Size Reading Public Schools has no formal policy on class size but does have a recommended range of 18 to 22 in Grades K-2, 20 to 25 for Grades 3-5, and 20 to 26 for Grades 6 through 8. There is no recommended range, per se, for High School grades, although the college preparatory level of classes should Ideally have no more than 20 students per class. C 11 0 Inst0ling ajoy ofluming and Inspiring the innovative leaders aftomornm Page 57 • 163 Figure 43: Average Class She, Grades K-12 Figure 44: 1411411 Schad Gua Sieh by Gracie and Academic Program Grade Grade Grade Grade Grade Grade Grade Grade) Grade Grade Grade lO Grade 11 GWOU a. as 19.0 19.3 21.0 20.0 a 12 9 ID Bird, M.W. 210 20.0 22.3 22.7 22.0 21.0 17.3 tot SYb)Endbh 13.3 14.0 15.o Ulan 187 21.0 20.8 22.3 24.3 24.7 25.2 28.3 22.1 23.) ]9.6 ]85 1)A 2i.2 22.) 1B.0 23A 29.3 Milan 17A 21.5 19A 22.3 21.3 21.5 1).9 1dl 22.1 Wand End 215 21.0 22.3 21.3 21.3 21.0 12.5 tot 11.8 tot 12.6 tot Coolid4e Reading Memorial 15.0 to 1 14.7 to 1 15.3 to 1 14.8 to 1 14.9 to 1 25.8 26.5 22.5 Parker - 24.0 25.4 21.1 WBK Sdwd 1).5 21.0 19.1 19.3 Average 183 20.1 ass 21) 219 222 24.9 2G0 21.8 173 =0 ]81 195 Figure 44: 1411411 Schad Gua Sieh by Gracie and Academic Program As Figure 44 shows, the average class sizes for all of the college preparatory level are below the desired cap of 20 students, with the exception of social studies at Grade 10. 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 4S: Student to Teacher Ratio by Schools Alice Barrows 15.1 tot "OsksePrc0 20.5 tot sating C4llgapsm, fb,wn 15.6 tot 13.8 tot Grade 9 10 11 12 9 ID 11 12 9 16 SS z 18.4 tot 17.3 tot SYb)Endbh 13.3 14.0 15.o 18.0 18.S 19.0 21.5 13.5 19.) 18.0 18.0 1).5 16.4 21.6 IRS 30.2 20.) 23.6 30.0 21.0 23.8 22.6 21.6 2L5 20,9 24.6 23.4 23.1 25.2 28.3 22.1 23.) ]9.6 ]85 1)A 2i.2 22.) 1B.0 23A 29.3 2).5Mali 20.0Science 2).013.3 ]V.0' 13.1 tot APem9e 11.0 19.0 12.1 1).9 1dl 22.1 11.9 239 M3 186 282 321 14.0 tot 12.5 tot As Figure 44 shows, the average class sizes for all of the college preparatory level are below the desired cap of 20 students, with the exception of social studies at Grade 10. 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 4S: Student to Teacher Ratio by Schools Alice Barrows 15.1 tot 16.2 tot 20.5 tot 16.7 tot 15.8 tot 15.6 tot 13.8 tot Birch Meadow 12.2 tot 12.9 tot 18.4 tot 17.7 tot 18.1 tot 17.9 tot 17.0 tot Joshua Eaton 16.1 tot 16.7 tot 17.4 tot 17.3 tot 18.4 tot 17.3 tot 17.5 tot J. Warren Killam 15.3 tot 15.5 tot 17.4 tot 14.8 tot 14.4 tot 15.1 tot 14.7 tot Wood End 35.1 tot 14.2 tot 13.9 tot 12.9 tot 13.1 tot 35.4 tot 15.1 tot A.W. Coolidge 11.4 tot 11.2 tot 11.7 tot 12.7 tot 12.3 to 1. 12.3 tot 12.6 tot W.S. Parker 12.3 tot 12.4 tot 14.0 tot 12.5 tot 11.8 tot 12.6 tot 12.5 tot Reading Memorial 15.0 to 1 14.7 to 1 15.3 to 1 14.8 to 1 14.9 to 1 15.1 to 1 15.1 to 1 Figure 45 shows the student to teacher ratio as calculated and reported by MA DESE. The total number is not as meaningful due to the way that teacher is defined by DESE in its EPIMS reporting tool. However, the comparison between schools as to the relative size of the ratio is valid. The data indicate that student to teacher ratios tend to be lowest at the middle school level followed by the high school. This is due to the fact that you have multiple core subject teachers per student, unlike the elementary school level. e Student to Teacher ratio Is calculated by the MA DESE based on SIMS and EPIMS submissions. Itis calculated as the total number of teachers as deflned by DESE divided by enrollment as submitted by districts in SIMS. ® Instilling a My of laming and inspiring the Innovative leaders of tMorrm Page S8 164 Massachusetts Comprehensive Assessment System The Massachusetts Comprehensive Assessment System (MCAS) is 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. As required by the Education Reform Law, students must pass the grade 10 tests In English Language Arts (ELA), Mathematics and one of the four high school Science and Technology Engineering tests as one condition of eligibility for a high school diploma (in addition to fulfilling local requirements). The MCAS results are frequently used as indicators of student performance and, beginning in SY'2014- 15, the Massachusetts Educator Evaluation System will include as one measure of educator performance their students' performance on MCAS. Reading students have always performed well on MCAS exams and typically our district ranks among the top 25% of districts in the Commonwealth. Figure 46 below shows the detailed MCAS performance data for last year. Figura 46. Sf 2012-13 WAS PaAGmlance, Rading verses state GnA,M5uElv[t a0ncI9MwH14XM 015]XICr ATE MgrccE pohNn Nh011mponnaM WamNeINIILe WnRICT Si12 G15T0.1CT 945 GKINICT STpTF d5}HICE ST/SF rl Kr GMOEM-WF M 5] 11 13 K /5 21 36 p 6 911 X/p E -ENGUSHVWGwra ]6 K 3E 31 A9 36 11 22 3 Il 69A p MEN GMOE 01- ENGIISHWIGUILFMiT K 55 10 K <3 , 33 GMOEW-ENGUM TI[S K 52 22 }S i6 AS SC in 30 K GRPOf YS-EXGUXI WIGURGEAXIS M K 19 11 57 47 21 24 l 10 90A 50.5 Wt 0a-1M]HEMPTX3 K 6l K 36 31 3a 35 M 6MOE05-SCIEXCEpXOTE ENG 61 SI 37 10 as 31 33 % 5 13 95.3 XA MEN-fNGMUMIGU/GENNS 93 6] 23 16 K 51 ]3 13 5 l0 93.1 KS GRIGEK.IMMEMATICS ]] 61 36 a 41 3.5 17 24 6 15 L 90.5 50 GWEN-EN USHWIGUAGEA0.R 90 R 19 IS M 59 6 }S 2 ] %1 K GMDE%-6MTMMpTICS K 51 25 l9 la 33 ]3 2] 9 GMOFp-EXGUWMGU/GEWS SO T 33 10 5] 55 1 1s GMOEK-NA]NEMpMS K 55 26 22 37 32 25 25 12 M 62A 39,5 K E09-XIENCEp110TE G 52 X 5 4 l] 3i 41 43 ] 19 W1 X/A GRADE 10, UNGU5H UOGUAGE AXn 9] 91 5] 45 40 K 2 ] 2 2 951 34 GMOE30-IM_ __ 92 p 75 55 17 25 5 13 3 ] %) 45 GXroE10-u1KCEexG]Ec res d n 32 tt s] 45 10 24 1 s %] A NL GRAOFS-FHGLISN I.WGYIGEA515 92 K 19 57 s0 14 23 3 6 %3 53 AUGWB-2MTHMATICS 1a 61 3s L 3] 33 31 35 6 14 ae 4> NLGM U-SCIENCE"OT1x XG K 53 2O 16 46 3] M 35 5 13 366 A • instilling a joy of learning and insoring the lnnovaWe leaders of tortprrov page 59 • 165 Figure 47: Percent of Students Scoring Proficient or Higher on EIA MUS Figure 48: Percent of Students Scoring Proficient or Higher on Math MWS Flgura49: PercentafStudentsScoring Prufldentm Pboee bySubJectand School l Instilling a Jay of learning and inspiring the innovative leaden of to norraw Page 60 " RgUMSO: Percent of Students Scoring Pr Wmt or Above, EIA MCAS Plgura51: Perwdof StedentsSming Progdotw Higher,Math MCAS 100% 95% 90% BS% so 75% IL 7096 65% 60% 55% SOA Barrows Birch Eaton Warn Wood End Coolidge Parker RMHS Meadow 0 2009 IN 2010 0 2011 0 2012 8 2013 Insblfir:g aJoy of learnirp and lrsspinng the lnnwabw leaders oftamorrow Page 61 167 • • Figure 51: Percent of Students Scoring Proficient or Higheq Science & Technology MRS Since 1998, Massachusetts has provided students, families, educators, and the general public with valuable information about student, school, and district achievement based on the Massachusetts Comprehensive Assessment System (MCAS(. This Information has been invaluable in helping schools and districts engage In program evaluation activities— understanding, for example, how well district instruction and curriculum are aligned with the state's curriculum frameworks—or how well a particular subgroup of students is performing by school and district, and across the state. ® Until now, however, we have been unable to answer the question, "How much academic progress did a student or group of students make in one year as measured by MCASr With the development of the student growth percentile model, it is now possible to answer this question. Measuring student achievement and Improvement in this manner will help us understand why results differ for certain groups of students and support the identification of effective practices that help students attain higher levels of academic performance. 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 MCAS scores to changes in MCAS scores of other students with similar scores In prior years. Astudent growth percentile measures student progress by comparing one student's progress to the progress of other students with similar MCAS performance histories. We refer to students with similar score histories as "academic peers." GInstilling a Jay of learning and inspiring the lnnoyatkve leaders of tomorrow Page 67 168 Figure 53: Student Growth Percentile, EUA MCAS b0 70 60 50 40 30 20 10 0 Barrows Birch Eaton xillam Wood End Coolidge Parker RMNS ■ 2009 ■ 2010 1111112011 ■ 2012 ■ 2013 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 Sth grade mathematics grew as much or more than 90 percent of her academic peers (students with similar score histories) from the 4th grade math WAS to the 5th grade math MCAS. Only 1,096 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 peen (students with similar score histories) from the 7th grade ELA WAS to the 8th grade ELA MCAS. This student grew less.in ELA than 77% of her academic peen. Because growth is measuring change In performance rather than absolute performance, it doesn't matter how a student performed on the MCAS 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 astudent may perforin well below the proficlency 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 is helpful to think of growth as a statistic that puts MCAS achievement Into greater context. MCAS achievement scores answer one thing: how did a student fare relative to grade level standards in a given year. MCAS 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 MCAS test score histories. Inrtllling a lay of Warning and IMPinng the innovative leaders of tomorrow Page 63 169 IG Figure 54: Student Growth Percentile, Math WAS The most appropriate measure for reporting growth for a group is the median student growth percentile (the middle store if one ranks the Individual student growth percentiles from highest to lowest). The average or mean is not an appropriate measure when comparing percentiles. A typical school or district In the Commonwealth would have a median student growth percentile of 50.6 For our district, three of our eight schools have a median student growth percentile at or above 50 with the exceptions being Eaton, Killam, Coolidge, Parker, and the High School. This means that while students at these schools may be performing well on the MCAS, their growth is not as substantial as their peers with similar MCAS performance histories. By comparison, last year only one school (RMHS) had median growth percentiles below 50. 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. Data on historical performance and student growth percentiles on the state MCAS by subgroup are shown below. FlptreSS: MCASPerformanaby Subgroup All Students 81 83 83 83 82 76 75 76 76 76 Students with DhabllRMs 52 49 51 48 46 40 37 '40 38 31 Lowincome 61 61 64 65 60 48 47 53 47 M High Needs 54 53 52 45 42 37 African American/Black 68 55 56 55 49 46 33 44 41 44 "MCAS Student Growth Percentiles: An Interpretive Guide; Massachusetts Department of Elementary and Secondary Education, March 2011 InstlgingaMof turning and kupidng the lnnwative leaders of tomorrow Page 64 170 Figure 56: MCAS Student Growth Percentile by Subgroup Students 51 58 52 54 53 59 54 55 53 dents with Disabilities 46 52 49 49 44 59 51 55 48 wlncorne 45 55 54 52 48 53 46 57 45 h Needs - - 49 50 46 55 48 ican American/Black 50 52 54 47 42 36 52 63 53 The data in Figures 55 and 56 illustrates that we have a persistent and growing achievement gap between our higher needs populations and the general student population. With respect to the percent of student scoring proficient or above on MCAS, gaps of 36 to 42 percentage points exist for our students with special needs when compared to all students. That gap is slightly less for students in some of the other subgroups but is still persistent and growing overall. These gaps are being addressed through a number of Initiatives outlined in our district improvement plan goals including the behavioral heahh of our students through the implementation of programs such as the Massachusetts Tiered System of Supports. Other Measures of Performance Student Attendance Student attendance is one measure of how supported students feel which affects their willingness to mine to school. The attendance rates In our district have exceeded the state average by 10 to 12 percentage points over the past five years. Figure 57 below shows Reading's attendance rates (percent of students absent fewer than 30 days) compared to our peers. The data is sorted from lowest to highest rates for the SY2012-13. As the figure Indicates, Reading is positioned in the middle of the thirteen districts with six having better attendance rates and six having less favorable attendance rates. Figura 57: Pwnm of Students absent fewer than 10 Days Instilling ajoy of learning and inspiring the innarative leaders of tomorrow Page 65 171 is El F- L 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 outof-school suspension, and the number of criminal, drug- or tobacco -related, and violent incidents resulting in outof-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. Figure Sg: Number of Incidents per 100 students Resulting in Out-ot-school suspension SIA 120 10A IN 5A 6.0 CA 2.0 RL OA �s yse de or aF- atT a IN 1009 0 3010 0 1011 51012 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. Instilling a joy of leaming and Inspiring the Innovative leaders of tomorrow Page 66 172 Reaping has very high graduation rates averaging in the low to mid 90 percent range for the last several years (a reporting error In 2010 which makes it appear lower than 90%). Reading's graduation rate has averaged 9 to 12 points higher than the state average over the last five years. We also rank favorably among our peers with our graduation rate being the third highest of the group. 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 store 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 W. Reading SAT Saves for Comparable Communities le Oar O -e a2mo •3mr •Dag 0 Instilling a joy of learning and inspiring the lnnOvauveleaders Oftonwrr. Page 67 0 173 KI IN Figure 61: Writing SAT Scores for concerning communities Flamm 62: Math SATScofms for Comoarable Communeles 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 ensuringthat 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 ® Instilling a joy of learning and inspiring the Innovative leaders of tamorrow Page 66 174 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. FIyuH 63: Perrent MJuniors/Seniors Fnrdledinet Leastone AProurse ■� w�■�r 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 third lowest participation of the group. Students Attending Higher Education Institutions Reading Public School graduates have always had a Nigh rate of matriculation Into institutions of higher education, among the highest in the state. Over the past five years, an average of 88% 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 Ib 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 matriculatqd 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. InstilOng a joy of learning and inspldng the lnnovativeleadersdtomorrow Page 69 • 175 i i ii i IF I r ii 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 third lowest participation of the group. Students Attending Higher Education Institutions Reading Public School graduates have always had a Nigh rate of matriculation Into institutions of higher education, among the highest in the state. Over the past five years, an average of 88% 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 Ib 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 matriculatqd 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. InstilOng a joy of learning and inspldng the lnnovativeleadersdtomorrow Page 69 • 175 7 Figure 64: Percentage of graduates enrolled in partsecondary education within 16 Figure 65: Percentage of students 9 Massachusetts public caileges enrolled In one w more remetgal causes MWIN" —E WerWill rr■ rM-■i■■M ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ 1 ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ Figure 65: Percentage of students 9 Massachusetts public caileges enrolled In one w more remetgal causes The analysis of comparable peers in this section highlights one district that seems to continuously "out- perform" Reading Public Schools on some of these key metria of student outcomes. That district is Westford Public Schools. While per pupil spending does not necessarily correlate to student performance or student success, It is Instructive to note where districts target to invest their dollars. In fact, Westford Public Schools spends slightly more than $200 per pupil than Reading, not an exorbitant amount. But what is more telling is in which categories of spending they exceed our district. The two areas that they spend more, per pupil, than Reading are teaching services and counseling supports (guidance, counseling and psychological services). Instilling a jay of teaming and Inspiring the Innovative leaden of tomorrow Page 70 176 MWIN" —E WerWill rr■ rM-■i■■M ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ The analysis of comparable peers in this section highlights one district that seems to continuously "out- perform" Reading Public Schools on some of these key metria of student outcomes. That district is Westford Public Schools. While per pupil spending does not necessarily correlate to student performance or student success, It is Instructive to note where districts target to invest their dollars. In fact, Westford Public Schools spends slightly more than $200 per pupil than Reading, not an exorbitant amount. But what is more telling is in which categories of spending they exceed our district. The two areas that they spend more, per pupil, than Reading are teaching services and counseling supports (guidance, counseling and psychological services). Instilling a jay of teaming and Inspiring the Innovative leaden of tomorrow Page 70 176 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 Committee 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 jwhich includes Health Services, Athletics, Extracurricular Activities, and District -wide Technology), and School Facilities and Maintenance. As Figure 60 below shows, the overall Increase to the FW 15 School Committee Budget is 4.9% or an Increase of $1,902,175. The largest percentage increase is in the area of Special Education while the largest dollar increase Is In the Regular Day budget. Figure 66. General Fund Expenditures by Cart Center As Figure 67 below shows, increases to the regular day and special education cost center budgets make up the majority of the overall increase of $1,902,175; regular day comprises 52.9% of the Increase while special education makes up 41.3% of the Increase for a total of 94.2%. The majority of the increases are attributable to salary increases. Instliling a toy of teaming and lnspldng the lnnorethre leaders of tomorrow Page 71 177 • Actual Actual Actual Adopted Requested Expended Expended Expended Budget Budget. % Cost Center FY2011 FY2012 FY2013 FY2014 FY2015 Change Administration 842,487 893,747 924,728 923,024 937,583 1.6% Regular Day 21,500,377 21,220,673 22511,254 22,793,060 23,788,331 4.4% Special Education 9,401,244 9,763,662 9,346,219 10,420,626 11,198,659 7.5% Districtwide Programs 1,291,416 1,248,517 1,311587 1,375,971 1,509,648 9.7% School Facilities 3,334,380 2,885,152 3,081,509 3,188,684 3,169,319 -0.6% Grand Total 36,369,904 36,011,751 37,175,297 38,701,365 40,603,540 4.9% As Figure 67 below shows, increases to the regular day and special education cost center budgets make up the majority of the overall increase of $1,902,175; regular day comprises 52.9% of the Increase while special education makes up 41.3% of the Increase for a total of 94.2%. The majority of the increases are attributable to salary increases. Instliling a toy of teaming and lnspldng the lnnorethre leaders of tomorrow Page 71 177 • Figure 67: contribution of Cost Centers to MIS Budget humese TKMlobgy.0.5%. `REmWYratbM1Qals Egrawnkular,i A k,fis,23%— Meats SeMm.3.C%J The largest cost center for the district budget is regular day at 58.6% of total expenditures. Thenext largest is special education which comprises 27.6% of the budget. School facilities make up 7.8% of the budget with other district programs comprising 3.7%. The smallest cost center is district administration which makes up 2.3% of the total FY'15 School Committee Budget. As Figure 68 below indicates, there have been relatively modest shifts between costs centers from the current budget year to next year. Regular day, school facilities, and administration have declined, while special education and districtwide programs have increased. Figure 69 shows the Increase in each cost center budget year over year for FYI through FY'15. The average annual Increase to the school department budget between FY'11 and the recommended Inh5 budget is 3.2%: Instilling a Joy of learning and inspiring the Innovative leaders of tomorroe Page 72 178 Figure 68: Cost Center gadget Proportions 70.0% 60.0% 50.0% 40.0% 30.0% 20.0% 10.0% 0.0% 3.7% 6.1% 3.5% -0.2% 1.6% Day 7.2% -1.3% 6.1% 1.3% 4.4% Education - 3.5% 3.9% -4.3% 11.5% Fnoss Frz012 FY2013 FY2014 Fv2o15 Nide Programs 5.5% ■Administration 23% 2.5% 2.5% 2.4% 2.3% ■Regular Day SAI% 58.9% 60.6% 589% 58.696 ■ Special Education 25.8% 27.1% 25.1% 269% 27.6% ■ Districtwide Programs -W 3.6 3.5% 35% 3.6% 3.7% 001 Facill8es 9.2% 8.096 8.3% 8.2% 7.8% Figure 69: purge In Cast Center Budgets Year over year oration 3.7% 6.1% 3.5% -0.2% 1.6% Day 7.2% -1.3% 6.1% 1.3% 4.4% Education - 3.5% 3.9% -4.3% 11.5% 7.5% Nide Programs 5.5% -3.3% 5.1% 4.9% 9.7% 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 70 below shows the General Fund expenses and budget by Category. Ins filing a joy of learning and implying the innovadve leaders of tomorrow Page 73 179 • 0 Figure 70: General Fund Exporters and Budget by Category 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 makeup 66.3% of our district budget while salaries as a whole comprise 78.9% 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 large percentage Increase in other salaries is driven by two major factors. The first is the need to adjust salary schedules for non -certified staff to ensure that they are competitive with wages and salaries paid in neighboring and comparable communities. This is necessary to ensure that we are able to continue to attract, recruit and retain highly qualified staff. The second factor is the need to adjust our pay rates for substitutes to ensure that these too are competitive with neighboring communities. We have found that the average substitute teacher rates are between $75 and $100 per day. Our current rates are $65 for non -certified and $75 for certified substitutes. We have proposed increasing these rates in FW15 to $75 for non -certified and $100 for certified substitutes. This will enable us to recruit and retain highly qualified substitutes and ensure that we are able to maintain high fill rates for absences requiring substitutes. Currently, we are finding that our fill rates are dipping below 90% at times as a result of substitutes choosing vacancies in other districts over vacancies in our district. We are also proposing to Increase the rates paid to long term substitutes. These are Individuals who cover for absences that last 30 or more consecutive days. The majority of these long term absences are maternity leaves which last for eight to twelve weeks. We currently pay our longterm substitutes $100 per day. Neighboring districts pay on average between $125 and $150 per day. The FY'15 budget assumes a new pay rate of $130 per day. The Increase in contract services stems predominantly from increased transportation costs for existing and anticipated In -district and out -of -district special education students as well as homeless students. Supplies and materials Increase due to additional funding need for the purchase of a new elementary health curriculum. Finally, other expenses increase as a result of tuition expense for new and anticipated out -of -district special education placements. Figure 71 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. Imtilling a Joy of learning and impinng the inner lye leaders of tomortov Page 74 180 Actual Expended FY2011 Actual Expended FY2012 Actual Expended FY2013 Adopted Budget FY2014 Requested Budget FY2015 % Change Professional Salaries 23,489,851 24,195,340 25,427,982 25,823,929 26,902,919 4.2% Clerical Salaries 786,540 722,842 758,955 786,339 807,162 2.6% Other Salaries 3,538,594 2,989,518 .3,310,452 3,814,753 4,331,436 13.5% Contract Services 2,074,576 1,948,855 1,943,814 2,220,715 2,327,760 4.8% Supplies Sr Materials 952,291 869,127 1,173,721 887,626 908,497 2.4% Other Expenses 5,528,052 5,286,070 4,560,373 5,168,002 5,325,766 3.1% Grand Total 36,369,904 36,011,751 37,175,297 38,701,365 40,603,540 4.9% 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 makeup 66.3% of our district budget while salaries as a whole comprise 78.9% 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 large percentage Increase in other salaries is driven by two major factors. The first is the need to adjust salary schedules for non -certified staff to ensure that they are competitive with wages and salaries paid in neighboring and comparable communities. This is necessary to ensure that we are able to continue to attract, recruit and retain highly qualified staff. The second factor is the need to adjust our pay rates for substitutes to ensure that these too are competitive with neighboring communities. We have found that the average substitute teacher rates are between $75 and $100 per day. Our current rates are $65 for non -certified and $75 for certified substitutes. We have proposed increasing these rates in FW15 to $75 for non -certified and $100 for certified substitutes. This will enable us to recruit and retain highly qualified substitutes and ensure that we are able to maintain high fill rates for absences requiring substitutes. Currently, we are finding that our fill rates are dipping below 90% at times as a result of substitutes choosing vacancies in other districts over vacancies in our district. We are also proposing to Increase the rates paid to long term substitutes. These are Individuals who cover for absences that last 30 or more consecutive days. The majority of these long term absences are maternity leaves which last for eight to twelve weeks. We currently pay our longterm substitutes $100 per day. Neighboring districts pay on average between $125 and $150 per day. The FY'15 budget assumes a new pay rate of $130 per day. The Increase in contract services stems predominantly from increased transportation costs for existing and anticipated In -district and out -of -district special education students as well as homeless students. Supplies and materials Increase due to additional funding need for the purchase of a new elementary health curriculum. Finally, other expenses increase as a result of tuition expense for new and anticipated out -of -district special education placements. Figure 71 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. Imtilling a Joy of learning and impinng the inner lye leaders of tomortov Page 74 180 Figure 71: General Fund Expenses and Budget by Cost Center and Object • II%glang a joy of learning and k3pring the lnnomt1w leaden ofeam>(w page 75 is 181 Aneal Metue1 M:luel AdoPted lux,.ated Enpended Egle ded Expended Budget Budget Is Fy1011_ V22 01 M613 F1'i01q 21215 Clung, Rdmlmbetlen - Professis"15alade3 488,288 50 ,576 S09A08 522,080 54;270 3.)% Ckdcalsaledes 196,608 194,17 20],871 205,397 213,986 3.]% Miner Salaries 5.600 - - _ 00% Cordract Servkes 72,299 104,423 IN.= 98,214 75,639 -23.0% Supplies & Materials 3,262 8,875 9,060 11,120 9,644 -13.3% (Mer Ex mes 76AM WAIS 94,106 &5,178 W) 13.9% MdmYuhetlan Total 1142,4117 MI..7 924,7!8 92&020 93)583 1.6% RagularOmy Pafessiorel Sblarles 18,729$12 18,884,105 19,396,119 20,010,830 20,11,334 3.8% CledalSaiado 410,7703 389,212 400,922 416,485 422,038 1.3% Mher Glades 668,861 706,288 824,619 988,793 1,223,132 23.7% [pMaa Senl. 318,374 6;935 75,097 1,200 78,000 17.8% Supplies&Materials 808,381 620,9)8 992,930 680,220 694,979 1.6% Mar nles 564745 557155 82 61 32 1 49 3.9% ulaum To"i 21,5003]7 2 6]3 SI 21 22-- Spwlal Education Rofessbrel Glades 3,853,526 3,955,083 4,706,356 4,872,313 4,712,331 5.4% Clerical Glades 104,811 1.936 73218 71,730 97,9% 8.M Mluxula es 1,5%390 3,280,860 1,447,232 1A11189 1,891,658 I3.M contact SeMaz 1,037,11 1,224,165 1,174,931 1,386,8175 1,8131369 9.1% "supplies &Matedels 29,321 0,531 24,771 53,]50 551250 2I- Other Ex nses 3.12&365 311 92 730 77 720 291057 Special Edu=n Total 9401,21 9,71,12 9,346,219 IOA20,626 11,3 659 Health S. PafesikrelAkriea 492,%0 472$72 41,090 499064 534,514 Clerical Salaries 14,861 190% 10$10 11,685 11,919 MeerSslafts 9$50 9,075 8.625 9,250 15,625 Comract SeMces 8,859 7,934 51895 101000 9000 supplies &Materials 5,294 7A53 7,17 7,873 8,900 Mhe,Emn 11 211 3,827 25 HealthS lc.Total Ms."$ 51;620 529020 539299 55 Mth "as Professional Selarki 75,305 1,160 0.9,500 51,3% 59035 0.0% CkMal Salades 22,111 17A60 31,266 40,518 1,147 -0.9% Mw Salaries 146,015 %,099 61,670 55,726 53,747 -3.691 Corerect SeMces 202,399 206,114 238,395 259150 260,680 2.2% supplies &Materials 112% 9,925 19,625 27,701 34,975 26.3% MMr Ex mes 17,SM IB 724 26889 3> 280 02 420 13.8% Athletics Teel 4]4 683 43212 427 1)174 489,404 318% ExbacurMukr Pmfesskrel Saltines 23,911 38,361 26,579 23,10 31,345 35.9% Cenr.0 Services IIp61 12,303 9.096 12,050 12,71 6.1% Supplies &Materials - 560 3,OM 700- 1,000 42.9% C)therE.Fense, 3.539 3,075 6,]74 10.800 10 -19% EWcurMubr Taal 38,491 541,30. 1519 1990 56,232 19,7% Tochrzolo W9ferslonel5alaria 71.986 79.936 90,756 77,942 79,886 2.5% MMrSeladn 137,876 120,8.58 157.831 195,19 229A00 17.096 Csnt.M Senkes 28,342 17,8)) 12,993 18,259 24,112 32.1% SUPPlle&Matedal. - 13 844 700 1000 42.9% Other Expenses 1B 83 30203 53280 29 17 5 231 78.2% T,h,kW Total SB) 149507 3 7a 32 907 31,229 20.033 School FeKgles Pmfeszkrel SekMa ]55,394 1)9,54] 360,9)4 166,%5 Ia1,305 8.7% Ckrice15aladas 37AM 37,571 37,11 39,475 41,074 4.1% MherSalades 980,301 7)),338 810,275 901106 918,275 1.9% Contact SeMces 405,431 313,103 323,327 373,938 354,176 -5.3% Supplies &Materials 90,938 152,76/ 1151835 101,51 102,749 1.2% Mher Ex nses6609'71 IA24,826 13930 2,1RI5,748 157 189 -11% Sthoei FecllWeaTotal 31,3W 2,80,UZ 081,509118%amu, 3169319 - m Grand Tete) 6,36991 36,831151 371)5,39) MM!131 W exa,seo &a% • II%glang a joy of learning and k3pring the lnnomt1w leaden ofeam>(w page 75 is 181 C ggute72: General Fund Expenres and Budget by location Figure 72 shows General Fund expenses by location while Figure 73 shows the General Fund expenses and budget by location and cost center. These tables showthe 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 1,300 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 $576,908. The largest share of this Increase (60%) Is in the special education area which is also the largest of the districtwide location accounts due to special education out of district tuition and transportation which, net of the cimit breaker offset, totals 40.8% of the districtwide location amount. The next largest Increase In the districtwide location Is in technology which grows by $64,322 (comprising 11.1% of the increase in the districtwide location). This Increase is driven by the adjustment to computer technician salaries to bring those up to market rates as well as additional funds necessary for networking and infrastructure equipment and software. Following close by Is a $63,865 increase in regular day which funds an additional 0.5 FTE ELL teacher, new elementary health curriculum material and the increase in the pay rates for long term substitute teachers. The remaining increases in the districtwide location are attributable primarily to salary increases for represented and non -represented employees. Instilling ajoy of learning and Inspiring the innovative leaden of tomorrow Page 76 182 Actual Expended- FY2011 Actual Expended FY2012 Actual Expended FY2013 Adopted Budget FY2014 Requested Budget FY2015 % Change Dlstrlctwide 8,612,100 8,786,729 8,128,002 8,885,836 9,462,744 6.5% Alice Barrows Elementary 2,419,826 2,445,535 2,647,411 2,343,767 -2,553,870 9.0% Birch Meadow Elementary 2,183,706 2,194,969 2,108,877 2,502,019 2,561,470 2.4% . Joshua Eaton Elementary 2,194,447 2,166,055 2,350,140 2,377,543 2,506,766 5.4% J.W. Killam Elementary 2,578,775 2,335,292 2,404,791 2,399,799 2,600,554 8.4% Wood End Elementary 2,266,869 2,135,062 2,224,826 2,234,774 2,231,451 -0.1% A.W. Coolidge Middle 3,475,990 3,521,696 3,753,952 3,734,626 3,942,653 5.6% W.S. Parker Middle 3,983,646 3,981,681 4,170,616 4,180,495 4,399,536 5.2% Reading Memorial High 8,062,886 8,088,715 8,655,765 9,436,052 9,691,875 2.7% RISE Pre -School 591,659 356,016 730,916 606,453 652,621 7.6% Grand Total 36,369,904 36,011,751 37,175,297 38,701,365 40,603,540 4.9% Figure 72 shows General Fund expenses by location while Figure 73 shows the General Fund expenses and budget by location and cost center. These tables showthe 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 1,300 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 $576,908. The largest share of this Increase (60%) Is in the special education area which is also the largest of the districtwide location accounts due to special education out of district tuition and transportation which, net of the cimit breaker offset, totals 40.8% of the districtwide location amount. The next largest Increase In the districtwide location Is in technology which grows by $64,322 (comprising 11.1% of the increase in the districtwide location). This Increase is driven by the adjustment to computer technician salaries to bring those up to market rates as well as additional funds necessary for networking and infrastructure equipment and software. Following close by Is a $63,865 increase in regular day which funds an additional 0.5 FTE ELL teacher, new elementary health curriculum material and the increase in the pay rates for long term substitute teachers. The remaining increases in the districtwide location are attributable primarily to salary increases for represented and non -represented employees. Instilling ajoy of learning and Inspiring the innovative leaden of tomorrow Page 76 182 Flgure 73: General Fund Expenses and Budget by Wanton and Cost Center • • aaaa Instilling a M of Icaming and inspiring the innovative leaders of tomproxr • Frage ]7 183 Actual Actual Actual Adopted Requested Expended Expended Expended Budget Budget % __ FY2011 FY2012 FY2013 FY2014 FY2015 Change District 8,612,100 8,786,729 8,128,002 8,895,936 9,462,744 6.5% Administration 842,487 893,747 924,728 923,024 937,583 1.6% Regular Day 836,081 725,832 1,266,968 959,259 1,023,124 6.7% Special Education 4,745,020 5,176,722 3,868,960 4,836,402 5,184,602 7.2% School Facilities 1,371,779 1,173,993 1,193,103 1,258,955 1,293,191 2.7% Health Services 531,655 512,624 523,020 539,299 581,783 7.9% Technology 246,597 249,507 315,704 321,907 386,229 20.0% Extracurricular 38,491 54,303 45,518 , 46,990 56,232 19.7% Alice Barrows 2,419,926 2,445,535 2,647,411 2,343,767 2,553,870 9.0% Regular Day 1,598,035 1,531,968 1,627,363 1,612,291 1,775,458 10.1% Special Education 725,638 825,853 926,457 613,342 663,586 8.2% School Facilities 106,153 87,715 93,591 118,135 114,826 -2.8% Birch Meadow 2,183,706 2,194,969 2,108,977 2,502,019 2,561,470 2.4% Regular Day 1,683,694 1,736,138 1,745,937 1,774,516 1,792,895 1.0% Special Education 399,717 341,830 271,964 601,941 648,494 7.7% School Facilities 100,294 117,002 90,976 125,563 120,081 -4.4% Joshua Eaton 2,194,447 2,166,055 2,350,140 2,377,543 2,506,766 SA% Regular Day 1,793,013 1,727,192 1,823,565 1,899,354 1,968,937 3.7% Special Education 287,339 340,330 372,597 346,660 406,243 17.2%I School Facilities 124,095 98,533 153,978 131,530 131,587 0.0%'', J.W. RBham 2,578,775 2,335,292 2,404,791 2,399,799 2,600,554 8.4% Regular Day 1,824,803 1,774,116 1,818,905 1,820,069 1,966,678 8.1% Special Education 466,180 465,728 488,057 443,442 494,515 11.5% School Facilities 287,791 95,448 97,829 136,288 139,361 2.3% Wood End 2,266,869 2,135,062 2,224,826 2,234,774 2,231,451 -0.1% Regular Day 1,674,227 1,627,281 1,623552 1589,171 1574,381 -0.9% Special Education 466,132 405,391 474,970 518,131 536,021 3.5% School Facilities 126,510 102,390 126,304 127,472 121,048 -5.0% A.W. Coolidge 3,475,990 3,521,696 3,753,952 3,734,626 3,942,653 5.6% Regular Day 2,676,394 2,695,915 2,766502 2,828,602 2,938,045 3.9% Special Education 545,049 611,403 716,316 652,532 755,347 15.8% School Facilities 254,547 214,377 271,134 253/192 249,260 -1.7% W.S-. Parker 3,993,646 3,981,681 4,170,616 4,180,495 4,399,536 5.2% Regular Day 3,203,634 ,3,153582 3,193,218 3,189,759 3,377,605 5.9% Special Education 636,865 678,826 744,227 819,231 851,278 3.9% School Facilities 143,147 149,273 233,171 171,505 170,654 -0.5% Reading Memodal 8,062,986 8,088,715 8,655,765 9,436,052 9,691,875 2.7% Regular Day 6,230,495 6,248,650 6,645,243 7,120,039 7,371,209 3.5% Special Education 537,644 561,563 751,756 982A93 1,005,951 2.4% School Facilities 820,064 846,421 831,421 865,745 829,311 -4.2% Athletics 474,683 432,082 427,345 467,774 485,404 3.8% RISE 591,659 356,016 730,916 606,453 652,621 7.6% 5 ial Education 591,659 356,016 730,916 606,053 652,621 7.6% Grand Total 36,369,9D4 36,011,751 37,175,297 38,7,01,365 40,603,540 4.9% • • aaaa Instilling a M of Icaming and inspiring the innovative leaders of tomproxr • Frage ]7 183 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. Barrows Elementary School Regular Day: Increase is driven primarily bystep and cost of living increases and column changes for certified and non -certified staff. In FY14, an additional Kindergarten teacher was added that was not refected in the FY'14 budget. Also, poroeducotorhoursfor kindergarten classes were increasedfrom 17.5 to 28 for full day kindergarten andfrom 12.5 to 14 forhalf day kindergarten. The additional staff and paroeducator hours are retained for FY -15. Special Education: Increase B driven primarily bystep and cost of living Increases and column changes for certf,ed and non-certfed staff. School Faci/@les: A slight decrease refects a more accurate consumption Aistoryfor energy and utilities post -performance contracting. Birch Meadow Elementary School Regular Day: There is a salary increase assumed for all certffed and noncertified employees, however, this Increase is moderated by the elimination of one FTE teaching position in FY14 due to a net decrease in enrollment at this location. Also, paraeducator hoursfor kindergarten classes were increased from 17.5 to 28 for full day kindergarten and from 11.5 to 14 for half day kindergarten. The additional hoursare retained for FY15. Special Education: Increase is driven primarily by step and cost of living increases and column changes for certified and noncertifed staff. School Facilities: Adecrease refects a more accurate consumption historyforenergy and utilities post - performance contracting. Joshua Eaton Elementary School Regular Day: Increase Is driven primarily bystep and cost of living increases and column changes for certified and noncertffiedstaff. The overall increase is less than other buildings bemuse Joshua Eaton has nearly 70%of Its staff at top step on the salaryschedule (as compared to an average of50%for the other fourelementaryschoolsj. Also, pameducator hours forkindergorten classes were Increased from 17.5 to 28 far full day kindergarten and from 12.5 to 14 for half day kindergarten. The additional hours are retainedforFY15. Special Education: In FY14, this location receives revenue supportfrom a special education student from another district that is paying tuition to ourdistrict. In FY15 that revenue support Is transferred to Parker where the student will be attending next year. School Facilities: No change as the FY'14 budget appears accurate in light ofcansumption historyfor energy and utilities post -performance contracting. Rlllam Elementary School Regular Day: The increase Is driven primarily by step and cost of living increases and column changes for certified and non -certified staff. Also, in FY14 an additional kindergarten teacherposition was added that was not Included In the FY14 budget due to enrollment. Also, paroeducatorhoursfor kindergarten classes were increased from 17.5 to 28 for full day kindergarten and from 12.5 to 14 forhalf day kindergarten. The additional stuff and pomeducator hours are retained for FY15. Special Education: In FY14, this location recelves revenue supportfrom a special education student from another district that is paying tuition to ourdistrict. In FYIS that revenue support is transferred to Coolidge where the student will be attending next year. School Facilities: The increase in this cost center for this building is for additional repairand maintenance expenses given the age and condition of the building. .� Instilling ajaioflearnirg and impinng the lnnwative leaders oftomonow Page 78 184 Wood End Elementary School Regular Day: Thesolary decrease Is due to the fact that increases due to step and cast of living increases are offset by the elimination of a position in Fy'14 due to decreased enrollment as well as significant turnoversavings is FY14. This savings is captured in FY"15 and reduces the overall impact of FY115 salary increases. Special Education: The increase is driven primarily by step and cast of living increases and column changesfor certfed and non -certified staff. School Facilities: A decrease refects a mare accurate consumption historyfor energy and utilities post - performance contracting. Coolidge Middle School Regular Day: The increase Is driven primarily by step and cost of living increases and column changesfor certified and non-certifiedstaff. The Increase is not as high as otherschools as Coolidge has nearly 7096 of its staff on the top step of the salary schedule. Special Education: The increase is driven in part bystep and cost of living increases and column changes for certified and non-certfedstaf. Inaddhion,two special education paraeducatorpos!tions"madded to this location in FY'14 that were not Included in the budget. In FY'15, another two special education paraeducators are added to this location due to needs of students entering the programs here next year. SchoolFacllRks. A decrease refects o more accurate consumption historyfor energy and utilities post - performance contracting. Parker Middle School Regular Day: TheIncrease is driven primarily by step and cost of living increases and column changesfor certfed and non- certified stof. Special Education: The increase is driven primarily bystep and cost of living increases and column changes for certifed and non<eMfred staf School Facllldes. A slight decrease refects a more accurate consumption historyfor energy and utilities post -performance contracting. Reading Memorial High School Regular Day: The Increase R driven primarily bystep and cast of living increases and column changesfor certified and non-certffiedstaf. The increase Is more moderate than other buildings as nearry 60%of staff In this building is at the top step of the salary schedule. Special Education: The Increase is driven by the step and cost of living Increases and column changesfor certfed and non-certlfiedstaf as well as the addition of a 1.0 FTE social worker and a 1.0 FTE paraeducator are moderated by on increase in revenue support due to the transfer ofseveral students from the middle level who are from other districts that pay tuition to us for those students to attend our programs. School Facilities: A decrease refects a more accurate cansumptlon historyfor energy and utilities post - performance contracting. Athletics: This Is discussed in more detail in the Athletics Cost Centerdiscussion but is primarily driven by increased operational expenses. RISE Preschool Special Education: The increase Is driven primarily by step and cast of living Increases and column changesforcertiiNdandnonKertifiedstaf, In addition, the replacement of theformerpreschoo/director did result in a net Increase to the budget. Instilling aioY of leamhig and Inspiring the Innovative leaders of tomorrow Page 79 is 185 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 2.3% of the total district budget. The total increase for district administration is $14,559 or 1.6%. The total increase accounts for 0.8% of the total budget Increase for FY15. The largest expenditure in this cost center is for the salaries of the four district administrators (Superintendent, Assistant Superintendent for Finance & Administration, Assistant Superintendent for Learning & Teaching, Human Resources Administrator), and a portion (1/30) 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 74: AbnlnWation Cost center by Objaa category District Administration by Object As Figure 74 shows, the Administration Cost Center budget is projected to Increase by 1.6% In the FY'15 School Committee Budget. The increase in professional and clerical salaries is based on a cost of living Increase of 2.5% for non -represented employees. The percent Increase Is higherthan 2.5% due to the fact that actual FY'14 salaries were higher for some positions than what was budgeted. The decrease in contract services is due to a decrease in legal services and grant writing services. The decrease to supplies and materials results from an anticipated surplus in the FY'14 budget. In budgeting for FY'14, we anticipated Increases in postage, paper, and technology supply costs that do not appear to be as high as expected. Increases to other expenses result from Increases to dues and memberships, employee recruiting expense, and employee benefits. `. aaeaeaaaaaaae Imtalir8 a joy of learning and Inspiring the innovative leaders of tonnon. Page 80 1136 Actual Actual Actual Adopted Requested Expended Expended Expended Budget Budget % FY2011 FY2012 FY2013 FY2014 FY2015 Change Adminstration Professional Salaries 488,288 500,576 509,608 522,084 541,270 3.7% Clerical Salaries 196,608 194,057 207,871 206,397 213,986 3.7% Other Salaries 5,60D, - - - - 0.0% Contract Services 72,299 104,423 104,080 98,244 75,639 -23.0% Supplies & Materials 3,262 8,875 9,060 11,120 9,644 -13.3% Other Expenses 76,430 85,815 94,108 85,178 97,044 13.9% Adminstration Total 842,487 893,747 924,728 923,024 937,583 1.6% District Administration by Object As Figure 74 shows, the Administration Cost Center budget is projected to Increase by 1.6% In the FY'15 School Committee Budget. The increase in professional and clerical salaries is based on a cost of living Increase of 2.5% for non -represented employees. The percent Increase Is higherthan 2.5% due to the fact that actual FY'14 salaries were higher for some positions than what was budgeted. The decrease in contract services is due to a decrease in legal services and grant writing services. The decrease to supplies and materials results from an anticipated surplus in the FY'14 budget. In budgeting for FY'14, we anticipated Increases in postage, paper, and technology supply costs that do not appear to be as high as expected. Increases to other expenses result from Increases to dues and memberships, employee recruiting expense, and employee benefits. `. aaeaeaaaaaaae Imtalir8 a joy of learning and Inspiring the innovative leaders of tonnon. Page 80 1136 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 75 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. Flgure7S: DkW¢Administratlonliudgetby Function ngun,76: District Administrotiun Staffing Fy2m1 PfUnS PoS13 FFF FFF uwv Actual Expended FY2011 Actual Expended FY2012 Actual Expended FY2013 Adopted Budget FY2014 Requested Budget 96 FY2015 Change 111 School Committee 14AM 81896 18,859 7,116 9,477 33.2% 121 Superintendent 224,082 230,538 232,487 238,664 248,017 3.9% .122 Assistant Superintendent 170,102 144,351 130,493 145,715 148,608 2.0% 123 Other Administrative 51600 46,735 - 18,500 8,500 -54.1% 141 Finance & Business 190,911 216,952 243,077 242,706 254,320 4.8% 142 Human Resources 92,817 113897 . 131,233 134,779 143,430 6.4% 143 Legal Services 15,006 4,979 49,477 15,500 7,501 -51.6% 145 Information Management 72,495 74,539 63,649 54,289 55,682 2.6% 413 Utility Services 49,293 44,709 46,603 56,004 51,399 -8.2% 510 Employee Benefits 8,100 8,550 81850 9,750 10,650 9.2% 842,487 893,747 924,728 923,024 937,583 1.8% ngun,76: District Administrotiun Staffing School Committee The role of the School Committee is to recruit, hire, evaluate, and terminate 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 strategic goals and objectives, to recommend a budget necessary to fund the Instilling aloyofWwningand lmpirxlgthe xmontive leaders oftamomm Page 81 0 187 • Fy2m1 PfUnS PoS13 FFF FFF uwv Frlm4 IWON FYM14 Budgeted Bud,e ArnuI M SaWnr FrE FI7m4A MI SWIM FYS015 sw eeed AE Frans Bud eoASeo AOmNxnaOan 9.3 9.1 1 9.1 )5],759 41 ]60,509 9.1 7911,156 M.Inhuau Aoftta. 5.0 43 r776m 0.8 734,)39 0.6 13],456 44 149$36 MvMAdnwnnror 4.3 43 5092]3 C31 523,25 I 0.3 52$053 4.3 541,7]0 School Committee The role of the School Committee is to recruit, hire, evaluate, and terminate 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 strategic goals and objectives, to recommend a budget necessary to fund the Instilling aloyofWwningand lmpirxlgthe xmontive leaders oftamomm Page 81 0 187 • ® district's and schools' strategic initiatives, and to ensure that funding Is used to ensure the success of all students. During FW15, the Superintendent will lead the district and schools in achieving the strategic objectives 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, 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. This position also works closely with the Assistant Superintendent for Finance and Administration in managing the district's entitlement as well as competitive grants, specifically the application process and the coordination of activities required to fulfill grant objectives. 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 Blue Ribbon NationalInstituteheld in Reading each spring. During FY'1S, the primary focus of this position will be the continued implementation of the common core, development of common assessments and district determined measures of success. The budget associated with this function funds the salaries of the Assistant Superintendent for Learning �r 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 Assistant Superintendent for Finance and Administration Is to lead the school finance operations, including budget, financial reporting, payroll, amounts payable, accounts receivable, transportation, and purchasing. In addition, the Assistant Superintendent for Finance & Administration supervises and evaluates the Human Resources Administrator, Director of Facilities, and School Nutrition Director. in FY'15, 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, Including the accessibility Issues at Klllam Elementary School. Another area of focus will beto 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 Assistant Superintendent for Finance & Administration 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, Instilling a lay of miming and impinng the lnnmative leaders of tomorrow Page 82 188 reporting, and procurement. Also funded here are the expenses for this area Including membership to • the Massachusetts Association of School Business Officials, Massachusetts Association of School Superintendents, professional development, printing, copying and copier leases, postage, advertising, and office supplies. The majority of the increase in this functional area funds compensation increases and professional development expenses. ' 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'15, 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 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 has recently entered Into a new contract for legal services with the firm of Stoneman, Chandler and Miller. The decrease in this line is due to the fact that collective bargaining activities are occurring in FY`14 which typically require additional legal services beyond what Is generally used in a given year. These activities should conclude by lune 30, 2014 and therefore, this line Is reduced accordingly for FY'15. 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 Connect -Ed. 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'151s an adjustment based on priorthree years of actual history. Retirement Contributions This budget line includes funding for the district's contractual obligation to match $150 of contributions for teachers'tax sheltered annuity plans for those teachers hired after the 1998-99 school year. Each Inwiling a lw of learning and lnsplrina the innovative leaden of tomorrow Page 83 189 © year for the past several years, six additional staff have qualified and taken advantage of this benefit. The FW 15 budget is based on this historical trend. Figure 77 below shows the District Administration Budget by detailed expense category. This information provides the reader with aline byline analysis of the changes In the district administration budget. Rpm 77: Dlrtrld Administration Budget by Derall Instilling a joy of laming and Inspiring the Irviwaave leaders oftom xmw Page 84 190 Actual Actual Actual Adopted Requested Expended Expended Expended Budget Budget % FY2011 FY2012 FY2013 FY2014 FY2015 Change Professlonal Salaries 498,288 500,576 509,608 522,084 541,270 3.7% Administrator 397,904 402,652 409,776 419,782 435,625 3.8% Director 62,102 68,261 69,530 71,268 73,800 3.6% Manager 28,281 29,662 30,301 31,034 31,845 2.6% Clerical Salaries 196,608 194,057 207,871 206,397 213,996 3.7% Administrative Assistant 207,108 214,057 227,871 233,897 248,986 6.5% Revolving Fund Support (10,500) (20,000) (20,000) (27,500) (35,000) 27.3% Other Salades 5,600 - 0.0% Coordinator 5,600 - - - - 0.0% Contract Services 72,299 104,423 104,080 99,244 75,639 -23.0% Consulting Services 8,000 54,735 8,000 26,740 16,740 -37.4% Labor Counsel - 15,006 4,979 49,477 15,500 7,501 -51.6% Telecommunications 49,293 44,709 46,603 56,004 51,399 -8.2% Supplies & Materials 3,262 8,875 9,060 11,120 9,644 -13.3% Supplies - 3,262 8,875 9,060 11,120 9,644 -13.3% Other Expenses 76,430 85,815 94,108 95,179 97,044 13.9% Advertising 5,576 8,235 4,367 3,630 - 6,880 89.5% Awards 740 16 909 925 1,075 16.2% Dues & Memberships 9,910 9,686 10,791 11,773 13,625 15.7% Employee Benefits 8,100 •8,550 8,850 9,750 10,650 9.2% Equipment 18,010 9,313 19,857 7500 10,036 33.8% Hiring & Recruiting 16,453 18,247 18,998 20,920 22,075 6.0% Postage 11,076 8,852 6,587 5,045 6,570 30.2% Professional Development 1,692 8,921 10,181 11,875 12,010 1.1% Software Licensing&Support 4,875 13,264 13,413 13,860 14,124 1.9% Trevel 731 157 0.0% Grand Total 842,487 893,747 924,728 923,024 937,583 1.6% Instilling a joy of laming and Inspiring the Irviwaave leaders oftom xmw Page 84 190 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 58.6% of the total budget in FY'15, down slightly from 58.9% in FY'14. As Figure 78 indicates, the FY'15 School Committee Budget Includes a 4.4% increase for the Regular Day Cost Center. The majority of this increase is due to the salary increases for members of the teachers and paraprofessionals bargaining units as well as substitutes. The overall Increase is $995,271 which comprises 52.3% of the overall increase to the FYIS budget. FIBum 78: Regular Day Budget by Object Regular Day by.Object Professional salaries in the regular day budget increase by 3.8% in the FW75 School Committee Budget. The total dollar increase is $757,504. The majority of this increase Is for step and cost of living increases as well as column changes for bargaining unit members. The only position that has been added to the budget for FY'15 Is a 0.5 FTE ELL teacher to ensure compliance with new state regulations. In addition, two kindergarten teaching positions had to be added in FY'14 that were not included in the original budget due to enrollment Increases. The funding for these positions is retained In the FY'15 budget. 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 remains at the same level as FY'14 at $820,000 which will result Ina further decrease in the fund balance of that revolving fund. The METCO grant offset has been reduced from $85,000 to $75,000 due to Increasing transportation costs eroding the amount available to be used as a salary support offset. The Increase in other salaries results from step and cost of living Increases to paraprofessionals as well as an increase in the rates paid to substitutes as discussed in prior sections of this document. In addition, the hours for kindergarten paraeducators were increased in FY'14 from 17.5 to 28 for full day Instilling ajpr of leaming and Inspiring the innarative leaders of tomo,row Page aS 191 0 Actual Actual Actual Adopted Requested Expended Expended Expended Budget Budget % FY2011 FY2012 FY2013 FY2014 FY2015 Change Regular Day Professional Salaries 18,729,512 18,884,105 19,396,119 20,010,830 20,768,334 3.8% Clerical Salaries 410,703 389,212 400,922 416,495 422,038 1.3% Other Salaries 668,861 706,288 824,819 988,793 1,223,132 23.7% Contract Services 318,374 62,935 75,097 66,200 78,000 17.8% Supplies & Materials 808,181 620,978 992,830 684,220 694,979 1.6% Other Expenses 564,745 557,155 821,468 626,532 601,849 -3.9% Regular UayTotai 21,500,377 21,220,673 22,511,254 22,793,060 23,788,331 4.4% Regular Day by.Object Professional salaries in the regular day budget increase by 3.8% in the FW75 School Committee Budget. The total dollar increase is $757,504. The majority of this increase Is for step and cost of living increases as well as column changes for bargaining unit members. The only position that has been added to the budget for FY'15 Is a 0.5 FTE ELL teacher to ensure compliance with new state regulations. In addition, two kindergarten teaching positions had to be added in FY'14 that were not included in the original budget due to enrollment Increases. The funding for these positions is retained In the FY'15 budget. 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 remains at the same level as FY'14 at $820,000 which will result Ina further decrease in the fund balance of that revolving fund. The METCO grant offset has been reduced from $85,000 to $75,000 due to Increasing transportation costs eroding the amount available to be used as a salary support offset. The Increase in other salaries results from step and cost of living Increases to paraprofessionals as well as an increase in the rates paid to substitutes as discussed in prior sections of this document. In addition, the hours for kindergarten paraeducators were increased in FY'14 from 17.5 to 28 for full day Instilling ajpr of leaming and Inspiring the innarative leaders of tomo,row Page aS 191 0 kindergarten and from 12.S to 14 for half day kindergarten. This increase was not budgeted for in FY'14 but funding Is retained for this higher level of staffing In the FWSS budget. Regular Day staffing is detailed In Figure 79 below. The increase in contract services stems from the increased expense related to homeless transportation, a contractual rate Increase for transportation services, and decreased revenue from reduced ridership. The supplies and materials budget line increases only moderately. While there is an Increase for elementary health curriculum materials, that increase is offset by reductions in curriculum material purchases at other levels. There is an overall decrease in other expenses due to the elimination of the use of Scantron assessment system, the scaling back of the administration of the College Work Readiness Assessment to just the freshman class (ratherthan the freshman and juniorclass), and a slight reduction in professional development expenses from the high level needed in FY14 for all of the Massachusetts Curriculum Framework and educator evaluation related work. Figure 79: Regular Dry Su fiLg ler Eau< flon MICU M 333.0 Przau m: 38]3 Prato S 2451999/ Fr1014 m5 W 9429 14060 S 21,594,066 n7011 nION FuKU5 tMOITIE ,4 Ubq Wa 34739 22,42Z,U0 RE Wa 3173 fY2016 9Ya 'n,VOAlO ftw.O Pah I 4.0 43 415,381 4.3 425,096 t3 MAN 4.3 Elernma ieetlq 1064 =9 6390 1019 6669082 105.0 6678ON 105.0 ] ELL Teae6er LO LO 46,155 1.0 47394 LO 47,394 LS 8 GUWAce coume r 4.6 &6 27%370 4.8 299,50 5.0 3D6,366 5.0 334 560010,novlr LB 48 28393 3.8 18 A 3.8 280,630 33 2N,713 fthSNoolTnr MO MA 4,997,532 BOA 5 39.6 ""589 Ab Ul /Meas SMcWM 7.0 7.0 70 7.0 468,94S 7.0 09,811 U 4fiaG97 6Wae khool Teach 67.2 6&4 4AOI,B52 68A 4.533 14 68.4 4,50%1n 68.1 n Para fesslPnslI M61 M41 3917N. 19AJ 408691 218 154968 218 4> MMI &0 I 60 I scuca V 8.0 91;651 I &0 I 069 to 891,70 Regain 5 cblln 7.0U�393,M 7.0 526 16 7.0 52 16 7.0 544608 SNool M,mt MCounselor LO LO 74AR LO 74,554 LO R 1530 SNool Nob rt 95 20.5 750 IDS N9,7n 185 709.830 Secrete 110ILO 399 110 395310 11.0 414,338 MsnrORWnaa LO 30750 0 3 1.0 323900 Techmlo 5 c ftn 10 2.0 I 'M 2.0 M 2.0 MA51 Tutor 9.9 9.9 311003 167 224759 187 U2,927 Regular Day by Function Figure 80 below shows the breakdown of the FY'15 School Committee 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 C. kaWgry 9joy of166nYryand haphtlg the Innovatlw Widen oftanxxrow Page 86 192 the classroom, as well as substitute teachers, the percentage increases to 79%. The next largest percentage is for school leadership (including school secretaries) and department heads who, together, account for another 8% 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 90% of the regular day budget. Approximately 5% 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. - Two 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. Bgwa 80: Regular Day Budget by Furrcggn Actual Actual Actual Adopted Requested Eglended Esgsended Egsended Budget Budge % Department Heads 276,639 271,219 296,286 308,981 310,164 0.4% Building Technology 205,962 245,108 303,360 277,645 290)11 46% Inttattbn-Teaching Sendces 14,756,361 14,864,765 15,282A79 15,715,548 16,393,521 4.4% Spedalbt Teachers 584,686 647,244 663,522 669,]76 693,861 3.6% Paaprofesslonals 529,553 45SAI 596,557 656A18 753,344 14.8% Library Media Teachers 514,080 524,155 535,037 543,260 - 540,773 -0.1% Imtruttlarul Coordinators 79,896 (2,734) - - - 0.0% subnitutes 390,042 247,328 228,262 332,375 469,788 41.3% Professional Development 246,510 223,665 333530 408.655 411361 0.7% Text & Materials 332,653 171,133 420,412 255,865 27OA95 5.7% Instrudoml Equipment 153,T34 110,391 117,651 121,874 125,791 3.2% Geneal5upplies 227,669 MA" 196A92 206,503 202,350 -2.1% Other Instructional Services 8,409 7,043 11,103 7,688 75W -2.4% ubary Materials 19,875 10,341 15,799 22500 18,724 -17.9% Instructional Technology 305,742 379,331 551,131 151,268 250,330 -0.6% L@raryTechnology 18,867 22,471 6,841 18,315 17,219 -6.014 Instrvclional Software 2,358 24,821 49,259 31,144 38300 22.7% Guldame 30021 313,725 33SA47 342,318 37UM 10.0% Testing&Assessment 24,222 21,823 30,757 37,240 19,]30 -4&4% Psycholo®wlSendces 717,766 Msw 704,381 815,218 790090 -3.0% Pup11TmaMMtlon 67,640 63,012 72,917 66,200 7BODD 17.8% OIMrs[udeMActWes 62,957 56594 52,510 58,950 65,123 10.6% Figure 81 below shows the FY15 School Committee 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 tomornm Page 87 • 193 • ryun u: RMWV Day Budget W DeWI Instilling a lW Gf learrAng and 1 "hblg Ow bwwotlye leaders of t01190DNM Page 88 194 wcw,l nmen2ee .72931 wawa MMM3 ] 012 wawn lFV2013a we67Ge 171{3 h0UU 5"ueme ]Yam % CM bYMa .PM UA49,Is. LWSAS6 ,396,1 19394149 30,010,030 -MOIS,719,3 30,]63,129 ].. -IMI PrMdryl 2D,S36 363,086 191,699 91715] 693,)00 -iq% 379."1 333¢76 011.695 QfM! 319,193 5.5% D.,.r1v rS...c Oeprtmnrt Xea05npentl b,S. 349119 496,076 999.291 310,154 O}% Intruc[brel5.01[1,!71 )9 (4)301 TeecMr 15,001,)30 15450,01. 15,099231 16511,993 3)MA19 4am m am Nt )17,150 '301.331 517.930 776.3" -3.0% R -d. 52DA2l S3Q6U 292,346 561.036 SMA]! 3.1% U.G lldary 518.990 4w153 535131 US... -0.1% G 1m.. 37;553 2.2"'no 30a.3 393,953 MIM J.9% CW W NlnG{ntlon 3e;539 SB).b0 293A23 313,031 S.M24 3.3% SU'. lso99 150,27 111'1" 1SJ}36 139,915 30.3% Eml o 99))6 5;5]5 78A13 )6,031 .OA% 93175 15.5% R-Mne3ev.M RevoMrya. Su (535.000) (63QIXV) (504MOI (337.636) 1730,0990 N.G GnvSu.Wrt 455,108 (13..1) (34,4221 (35.M (]5,0991 l.. .IIA% C 1s YM. 410,108 299,x13 "0,931 g14N5 qx;OU 1.3% Sec Secrnery A. !11. 399,032 a143a5 83I Emayn 3eviW pl 1.86 1199 Lea)1199 AO% ONnS,YMa 525,031 )06,29. sas .29,.29 f ;3)3114 1199 P,nmaletlbrel S3,AeS E5,999 594262 6 18 55;993 SubrtlWttl U9.3M 30,,5{ 332.503 33.7. 13[,0)5 g69,U3 113% Em1YaWe Benefly ;AS lam IAM IAM 7.0% ContnttSenkm 374 !14113 62... E,0!] 66,x36 29,000 Sam Sub\9,%m 1301735 (I- (150) - - 0.%4 R Pon cq - 53 - - MPPb Tnvpona 61,610 31033 7 917 112 13000 1]A% 74% .. 529209950 M,Grbb M4U3 6x0,90 M 997,350 1(420 69yA9 14% M[ SS,S.Uy03 4,511 93930 .S.% Bulreq 319) a, 2,11 11 7"112 ]A)1 4990 -b..% CYMwIum. EMmev,ry AA" 3"All 14!S, 53,0)5 293% CuMcui,mmwdwUaI 31.23 I.AJ6 19195 1,031 30.895 -I).6% cumc...di IYm, MItltlY $[9901 31,065 ")61 100 10.690 9A9O -ISM Readin{ 22,.. 13A1x 416 1411 UA60 13199 11. LIGery 13,055 70411 7),029 3SAPO x3" -111% GUIMne 1.031 3.109 1.)" 9,700 S,.CO 36.76 EndYM1 42.0299ArG g9A.I 31.146 33,013 39.230 CSA60 ..ISS FOnIN bnN,M SASS 3],050 13130 SSA. yam 9999199,992 SASS 2,849 ;999 ;013 7,000 OD% M,N 036993 1A. 15.70 7435I 29,135 425 13.9,6 O.r 33,.73 IOAM M,3M 19,21) d.9, ONer 4412 11,105 MASS 113,293 1,013 3774 -121% .,pr 11A1 35.712 81333 17A ].]% 9940,992{esti 11A30 10.255 1GA33 30$33 29.090 13,055. -3Im Pe Y ;q9, 3.Ufi 7,525 y550 SA4 9.3% 1.11 PM1., Etlucatbn 431 l2A82 1].06 11.9) IJ,S4 U.% 16., ;599 399 y511 351.1% 33,459 11.59 34,o,c . 147E M 29... 16.1% ,-f P,Naorel OeuebGrev 6,0. 5,198 9,099 IOA91 9p6 yl.l% N SM 199 - 935 ;GV fi% Scl- A. 33913 56.13, WA. 3.9% Socwis SotYI3WJli! 2SAS. 91.) ".I, 49,615 31,1" A. d.0% Sohw,n SASS UAxl 19.357 3;599 1.0 T-MrSupPOw 3,039 .,. 5,694 OAOO 4650 13.3% TxcMriupplln 11,283 33AM 3 27A.Win SO.T% TechwbN "�712A. UA71 343 103,011 794 33,199 MSA 3.5% WorY600bf CavYMdae 3515 S 135 1,936As . ].q% TecMeleN "1 SASS SAI, M. M. -361% TY Tee.ry 4,7"3,129 9,060 7", 2,030 . Whnp vM .4031 3,158 6, 729 3.3]3 TAW . -ISi5A% ( SM,1" 151,155 1 612,353 60;6N d.414 Oun f MenMenM1lq a- S, 3.30 A. 13,350 49,0!3 9x..% E SASS SAM 66370 SA. 65,01 40,013 49,299 41% dTdpT ravel FlMtl OSO 3)0 369 - -IMF% ltio GmMeflon 6,163 4995 7.683 7. 6,150 7.0DO 3.. IntvctbrelSeMcn 151 10 365 607 I. 66.0% OIMr 0,019 3.339 S,753 5.69 3,499 --SA% ( 173A30 183,096 311051 b.Ad.9% ,*uel0.v,lopngrt lOhMnIKMM{f 5usport so 49,036 MASS 131.033 199,021 S.A.99 -51.9% T,NmbN S( 54791 390,76 M1,M5 103)00 SW.SW -0.)% 72901494 IXMr OYOIN ASS 0,373 O.O% 6221 TeM1 L1003]] 2S,3SISSS 22,311,254 3;993.990 b] SSi 0.4% Instilling a lW Gf learrAng and 1 "hblg Ow bwwotlye leaders of t01190DNM Page 88 194 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 bythe Individuals with Disabilities Education Act (IDEA) and Section 504 of the Americans with Disabilities Act, we strive to provide programs and services to allow ourstudents 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 five 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, Coolidge, & RMHS. • Integrated Learning Program(ILP) — students Identified with cognitive deficits that fall one standard deviation below the average range. Located at Wood End, Coolidge, & RMHS. • Language Learning Differences (LLD)—students Identified with language -based learning disabilities and speck learning disabilities. Located at Eaton, Parker, & RMHS. • Learning Centers (LC)—Students identified with any of the ten disability eligibility O categories. Located at each of our schools. • Student Support Program (SSP) —students identified with emotional impairment. Located at Killam, Coolidge, & RMHS. • Therapeutic Support Program(TSP) — students identified with emotional Impairment, primarily school avoidance behaviors. Located at RMHS. Figure 82: Special Education Enrollment Academic Year - Total Enrollment pof Students %of Students %of Students Statewide. qof Students Out of District 2005-06 - 4282 694 16.0 16.4 73 2006-07 4332 707 16.1 16.7 67 2007.08 4416 753 16.8 16.9 73 2008-09 4428 771 17.2 17.1 63 2009-10 4392 758 17.0 17.0 59 2010-11 4509 734 16.3 17.0 51 2011-12 4447 768 16.9 17.0 64 2012.13 4483 737 16.4 N/A 64 2013-14 4432 767 17.3 N/A 50 Instilling ajoy of learning and lmpldrg the lnnorative leaders of tomorrow Page 89 195 Figure 83: SY'2013-14 Special Education Program Enrollment The special education budget comprises 27.6% of the total FW IS School Committee Budget, which has increased 0.7% over last year's 26.9%. The Special Education Cost Center budget is project to Increase . 7.5% over FY'14 budgeted levels or $778,033 which represents 40.9% of the total Increase for FY15. Figure 94: SPKW Education Budget by Oblect K t1 ax 02 are ®a erS 471 4B gra 11,12 11,11 prla Told Dem leaminrCall 3 4 4 3 3 5 5 3 5 2 3 Professional Salaries 35 Dzv. Leamirc Car 11 1 2 1 5.4% 1 3 69,936 71,218 1 77,998 8.7% Other Salaries 1,590,390 B Integotetl teaming Pmg l 1 2 2 1 1 3 3 2 1,513,365 1 Supplies & Materials 5 4 24 InregmLLd tearmrc Reg 11 55,250 2.8% Other Ex uses 3,185,365 3,166,088 1,921,710 1 1 6.4% 2 9,401,244 9,763,662 3 7 IanNaN Learning Diu64ties 7.5% 1 3 3 10 a 14 12 a 2 6" 67 stWnRAepon Prvpam 2 2 1 2 5 x 1 4 4 7 12 u Men caeca rtPro am 2 3 6 4 1s Tata a b 1 7 9 K b b.., II' Zi b as b 1911 The special education budget comprises 27.6% of the total FW IS School Committee Budget, which has increased 0.7% over last year's 26.9%. The Special Education Cost Center budget is project to Increase . 7.5% over FY'14 budgeted levels or $778,033 which represents 40.9% of the total Increase for FY15. Figure 94: SPKW Education Budget by Oblect Spedal Education by Object Salaries make up the largest share of the special education budget at 59.7% 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 5.4% increase In professional salaries is driven by step and cost of living Increases as well as column changes for professional staff. There is also one additional position Included in the Fl"15 School Committee Budget, and this is for a 1.0 FTE Social Worker for the High School therapeutic support program. The Increase in clerical salaries is due to both the assumed contractual step and cost of Irving adjustments for represented employees as well as the reclassification of a position from a bargaining unit to non -bargaining unit position. In FY'14, with the retirement of the Special Education Director's secretary, the vacated position was reclassified to a confidential management support position titled Administrative Assistant to Student Services. The compensation for the position was Increased to be consistent with other central office administrative assistant salaries. Instilling ajoy of learning and inspnng the innovative leaders of tornearow - Page 90 196 Actual Actual Actual Adopted Requested Expanded Expended Expended Budget Budget % FY2011 FYW12 FY2013 FY2014 FY2015 Change Special Education Professional Salaries 3,453,526 3,955,083 4,706,356 - 4,472,313 4,712,331 5.4% Clerical Salaries 104,811 69,936 71,218 71,780 77,998 8.7% Other Salaries 1,590,390 1,280,860 1,447,232 1,664,189 1,891,658 13.7% Contract Services 1,037,831 1,224,165 1,174,931 1,386,875 1,513,365 9.1% Supplies & Materials 29,321 67,531 24,771 53,750 55,250 2.8% Other Ex uses 3,185,365 3,166,088 1,921,710 2,771,720 2,948,057 6.4% S ectal Education Total 9,401,244 9,763,662 9,346,219 10,420,626 11,198,659 7.5% Spedal Education by Object Salaries make up the largest share of the special education budget at 59.7% 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 5.4% increase In professional salaries is driven by step and cost of living Increases as well as column changes for professional staff. There is also one additional position Included in the Fl"15 School Committee Budget, and this is for a 1.0 FTE Social Worker for the High School therapeutic support program. The Increase in clerical salaries is due to both the assumed contractual step and cost of Irving adjustments for represented employees as well as the reclassification of a position from a bargaining unit to non -bargaining unit position. In FY'14, with the retirement of the Special Education Director's secretary, the vacated position was reclassified to a confidential management support position titled Administrative Assistant to Student Services. The compensation for the position was Increased to be consistent with other central office administrative assistant salaries. Instilling ajoy of learning and inspnng the innovative leaders of tornearow - Page 90 196 Other salaries represent the salaries for special education paraprofessionals as well as substitutes and extended year staff. During the current school year, an additional 3.8 special paaeducators were added that were not Included in the FY'14 budget due to changes in student and program needs. This staff is retained in the FY'15 budget. The FY'15 School Committee Budget also includes an additional 3.2 FTE special education paraprofessionals due to known or anticipated changes in service needs for students. We have also budgeted for an assumed step and cost of living increases that will ensure that wages for these positions are competitive with neighboring and comparable districts. As discussed in prior sections, the pay rates for substitutes have also been Increased to better align with neighboring and comparable districts. FigureSS: $pedal Educeden Stalling Contract services are projected to increase 9.1% in the FY'15 School Committee Budget. The figurefor FYe15 includes a moderate Increase in special education transportation rates as well the additional transportation expense for anticipated out of district placements. Supplies and materials, while not a large dollaramount, Is projected to Increase just 2.8%. The increase will fund additional testing supplies and materials needed for both school psychologists as well as special education teachers. In addition, with the introduction of Pads, there has been an Increase in the number of apps being purchased. - Other expenses are projected to increase 6.4% In the FY15 School Committee Budget. This is due to a net overall increase in special education out -of -district tuitions. While some categories of out of district tuition decreased, most notably tuition to In-state private tuition, residential and collaborative tuitions are projected to increase due to known and anticipated out of district placements. In addition, there is a slight reduction in the circuit breaker offset used in FY'15 since this is based on the FY'14 amount which Is lower than last year's reimbursement due to lower claims. • hedging a joy ofleaming and Inspiring the innavetive leaders Dftomonaw Page 91 �.. 197 M013 M M038 M mass S.WY liudipeedM 1r 14 baftere6ftWo, Mo. . Wtp18 , 91M 4 U MbMs N M W "n M651Y !d[Stlm 1}83 19LS 8007100 laAB 6.61 M 150! 181 M2 7AM'9r3 BINNNtl HwMM1(oorgnrtor 2.0 1.0 55AW 1.0 W,7M 1.0 35365 1.0 59.450 OIrIM[MmlMftnmr it 1.0 1 7w I.D liss" 1.0 115'M 1.0 tn'M DlstrktEwluamr 1.0 70.7" SA 73242 1.0 7t s8 1.0 w ElemeMa TeacM1er 21.0 21Z 1,35%213 10.1 IA575% ]3.] 2,344AS3 33.2 1,433A6[ H hRM.MeMChalr 0.4 0A z9 la 0.4 ",866 1.0 94,660 1.0 PAN H4h RM.IT-ha 6.6 6.6 WAN 7.6 43(91] 8.2 433,IW 812 60i MiMeXhoolleacher 14.0 14.0 83 m 14S Vi 14.5 8591M u's MM Ocw 4onal IDerapist 2.9 2.9 MUM L9 1 " 2.9 197,114 34 MM Octupa.. Tien Ns4tal6 0.3 0.6 MA63 0.6 16.259 06 MAN 0.6 30 71 9angafe"b n3 665 0412 716 1.001$61 NA 1'nss" kal Thea f0 '. M 107,509 15 107,508 15 036 he-YM1ao,Teachp 9J 5.3 33x,004 4.8 292135 5A 3 389hooAtl uttnwlebr53A36LO 54$01 SO 51,991 1.0 " Ul Oi Hune %43 "s33 LO 6Secreta 7 173 2A 7 L0 73 3 2.0 77 " 5xialwoder 93 3.0 f9 A L0 M 3.0 199,"59atw In a Me 74sAM aR3 7 10.8 TeVQ) TomMir 35As1 3s aA 2My06 - 3.1 m Contract services are projected to increase 9.1% in the FY'15 School Committee Budget. The figurefor FYe15 includes a moderate Increase in special education transportation rates as well the additional transportation expense for anticipated out of district placements. Supplies and materials, while not a large dollaramount, Is projected to Increase just 2.8%. The increase will fund additional testing supplies and materials needed for both school psychologists as well as special education teachers. In addition, with the introduction of Pads, there has been an Increase in the number of apps being purchased. - Other expenses are projected to increase 6.4% In the FY15 School Committee Budget. This is due to a net overall increase in special education out -of -district tuitions. While some categories of out of district tuition decreased, most notably tuition to In-state private tuition, residential and collaborative tuitions are projected to increase due to known and anticipated out of district placements. In addition, there is a slight reduction in the circuit breaker offset used in FY'15 since this is based on the FY'14 amount which Is lower than last year's reimbursement due to lower claims. • hedging a joy ofleaming and Inspiring the innavetive leaders Dftomonaw Page 91 �.. 197 ® Special Education by Function Figure 86 below shows the breakdown of the FY15 special education budget 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, 59.9% 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% of the budget. Related to this expense is the cost to transport students to and from out -of -district schools; this expense makes up 9.5% 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. Figure 86: special Education Budget by Function r Actual Expended FY2011 Actual Expended FY2012 Actual Expended FY2013 Adopted Budget FY2014 Requested Budget FY2015 % Change 143 Legal Services 18,095 57,805 69,679 40,000 0,000 50.0% 211 Districtwlde Leadership 250,535 244,115 259,692 216,166 245,225 13.4% 220 Team Chairs 173,788 232,003 214,955 289,623 311A92 7.6% 222 - Department Heads - - 27,161 29,866 77,530 159.6% 231 Specialist Teachers 2,118,246 2,393,836 '2,903,301 2,602,889 2,666521 2.4% 232 Therapeutic Services 1,110,162 1,184,480 1,404,894 1506,937 1,498,153 -0.6% 233 Paraprofessionals 1,582,976 1,268,967 1,444,815 1,659,189 1,889,658 13.9% 236 Substitutes 2,731 2,858 5,583 15,000 17,000 13.3% 240 Professional Development 10,699 32,260 21,740 42,250 66,050 56.3% 1241 Text & Materials - 777 5,251 8,750 9,000 2.9% 242 Instructional Equipment 39,537 9,513 12,607 21,000 21,000 0.0% 243 General Supplies 25,129 58,337 6,736 28,924 25,250 -12.7% 244 Other Instructional Services - 100 1,458 300 2,000 566.7% 247 Instructional Technology 24,522 7,630 24,189 11,000 10,500 -4.5% 272 Testing & Assessment 7,770 7,465 8,512 8,076 13,000 61.0% 280 Psychological Services 52,300 144,202 282,781 337,132 408585 21.2% 330 Pupil Transportation 921,095 1,061,415 853,404 954,001 1,059,313 11.0% 550 Other Fixed Charges 19,999 17,532 20,684 19,275 19,500 1.2% 910 Tuition to Other Districts 225558 227,332 34,996 - - 0.0% 920 Tuition, Out -of -State 87,435 338,860 43,502 51,651 406,422 686.9% 930 Tuition, in -State 2,214,001 1,872,455 1,127,748 1,801,40D 1,304,036 -27.6% 940 Tuition, Collaboratives S16,665 601,720 572,531 777,297 1,088,424 40.0% 9,03,244 9,763,662 9,346,219 10,420,626 11,198,659 7.5% Figure 87 below shows the FY'15 School Committee Budget by detailed expenditure category. This information is intended to provide more specific Information on special education expenditures. Instilling a Joy of learning and Impldng the innovative leaders of tomomm Page 92 198 Figure 87: Special Education Budget 6y Oetdled EMense 4t Ll A Instilling a Jq of seaming and ilnptrkg the innovdlw ieaden of tomorrow Page 93 • 199 Maw 40eMed EY2011 M .l EeOended Fymu Pcwel kgelW.d Mon Mop 9ud,t P10u It quem -d 9ud5et "aS x CM.. profY "S.M.k 3,65;9)6 3,95£06.3 6.)06,356 6,472,313 6,)1;331 5.6% Mn r 196,3% I)8j23 3]1059 18L1M 2MM 15.77 T-CMlr 39,319 3]36]2 16140) 309AM 194695 SP IJliclt- onTMcMr ;362.955 2'.,Sot ;B6;IM 3A1 . 3,165,.91 1115 Eannd.dYurSeMce. 9;160 ]02,303 ]5,609 ss'. 91,1. 2.06 Hue. 6fi.1O6 5£]d 63.40,4 SAB6 - -140.0% SPo.ch Thenplrt 6M.WJ .9513 339.3. "S. .;759 2.3% O¢upeelon.l)Mnplrt 114687 Hp'.. .%. 234262 16L5)1 6J% �l mengE "A" A. lllfi.636 117.SOO 13;003 6.2% 01Mr Th... 14.939 n.S 13.935 MAN - -300.0% NWholoost 3£030 M722 27e.Mfi 320,131 393,065 223% R -M, S.nd Support (325..1) l3]6A70) MAW) (500,36]) 07LE]O) -LM Sop.ME - - 37.161 29.066 T,SM .9.6% Emplo9 6emflts 13.913 ;9x0 SAW 512W 3AW 7.7% CWInI S.l.rin ] .al 69,936 721210 )Lip 72,930 1.775 .-t., 303.931 69,111 7"00 )1330 T,62i !A% Emgoyee OeiMlu 910 625 a50 375 -16.775 OMn Uwrk. 1594300 ;28960 1667.232 L6 289 ;19469 13.^ Penprofewlonel L537AM 3 26.04 ;033.916 L632A9) 18%366 00.3 4bnded Y... S-1- e3.M0 WM2 31190 3£000 .,. 1.7% SdxMutn LOS U73 5.0W Zwo -MA% TNo,Iry SeMws )A. ]O)9! !M QOIi Emdeyw O -OU LMS LM2 ;M 131 ;792 O0% COVtn Senke3 1M7.p1 ;126.165 1376,91 ;9419 LSMM5 11% Cow IMSIMms US. MA27 2(1;152 162.9. 319.370 3Ls% Fltld TdP Travel - - U. - LSM am Nests{ 22.91 20,766 15.119 25.900 MOOD -20.0% Oocupetlanel Thenpy 626 5.040 1760 4AV 1.300 45.0% %ryElml Thaepy LS30 %- 3100 LGV . Py7eMlapml EwluNei. 2464 0.375 7A3fi ],OM I,MII SC spec].] VI=.n[elmeel 19,005 S'.' 6£6]9 M'Wo E27,M1 9.0% Wo -h 1. S.M µM ;Mo N}N 600.0% WbbtN.. 1731 Ltd 91760 )L'" I5p00 -..2% T..ry ].]70 7,665 - SpM 5.003 am Tnnspon.tlon 89499 ;006.953 820,951 92).96) L019A75 ]0.9% T..Iryft. 30.900 16,99 30307 39,100 3LLW 9.1% VMbn £79 0,700 SAM 6.900 4000 0. 3uPPIIna M{bt%k 29331 67.531 26.771 9,)9 9.]50 2H5 20..9 1001 3,000 LSM -25. Ouupetlernl ThenpY WS LM7 665 SM 79 SOS% Oek. 1920 3.939 ;306 5,500 3,000 -10.3% Phy Thenlry 635 - 310 500 LOM 100.0% PosnM SASS 2321 3,353 3A00 4,000 141% Peycw.l ]M £163 - 10,000 7.500 -25.0% SPttltl Eduction 19.102 8919 7,197 27,00 Y),000 -26% Speech T.-py 3.14 2A19 000 2500 LOCO -30.0% Testl,p - - 4513 9AM id0 Ml% U. SM SCO OA% OMrEgenm ;185365 3,14,09 L921.710 2))lAW LM M 6. 7d'erur9V - 167 3M 2M am Dues B Memhenhlm 16154 M. 36.975 1)A75 MAO d.0% Medicaid Rlllln{ 0,699 Mal £100 3AM 0,000 33.9% P,IMM{ 13) - )a6 350 29 OA% OHk. EWlg. £100 3,981 5,02 3,793 4,30 16.6% Pmfewion.l OevYoprierit 14699 2%. 31.7 SSpp 9.OW am Se(twm lke,ulry i5upmrt .,sn -.065 25.955 3;Qp T�IemmminlnMen 7" M OS% ThenPourbiMegNe Ep,tlpm.m 39,537 9,513 3147 2SXe 21,410 OA% 1MnpeutkiMepive TecMalory 2 A 2 7,630 U.. 31000 ]4500 4.5% Tn,epart.V.. 24,501 O 62 38.99 26.04 30,.0 ..3% R.l 1.34 3AM 254 3,000 ;1W -U.2% ,IV.. [elMbor tHr x16665 10L720 SILS31 M) 1008.934 600% TWon lnSum Priv Wy 125479 1 L125 4139 2 AW L7.,74 -f3.3% TUIOen 1n .PM Re 959200 el". 27"Isn 93,48 ]3;SM -26.3% .- Om -54m Priv o.y - 43300 31651 4141 -19.5% Tuhbn OM4tem PM Ru .335 3Y A. - - 34,91 am IV., O7herWgck Y25A9 .7431 00.996 - - am SmceG,a�$ Pon - _(1194.8) 1386%0.) -0.8% findTOM1 9 200 9,763,661 9,3NM 10,99,46 MMM 7515 Ll A Instilling a Jq of seaming and ilnptrkg the innovdlw ieaden of tomorrow Page 93 • 199 DistrictMde 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 F1"15 School Committee Budget by Object is shown in Figure 88 below. Figure 88: Distridwide Programs by Object Overall, this con center budget is projected to increase by 9.7%. This cost center accounts forjust 3.7% 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 89. The largest program budget is for health services (38.5%), followed by athletics (32.2%), district technology (25.6%); extracurricular is the smallest program budget at 3.7% of the total district -wide programs budget. In total, the increase of $133,677 comprises just 7%of the total increase for FY15. Figure 89: Dlsenct-wide Budget by Program Actual Expended FY2011 Actual Expended FY2012 Actyal, Expended , FY2013 Adopted Budget F12014. Requested Budget FY2015 % Change Professional Salaries 663,232 676,029 654,925 651,846 699,680 7.3% Clerical Salaries 36,972 32,065 41,776 52,203 52,066 -0.3% Other Salaries 293A41 225,032 228,126 260,665 298,372 14.5% Contract Services 240,641 244,228 266,378 295AS9 306,579 3.8% Supplies & Materials 16,589 18,976 31,225 36,974 45,875 24.1% Other Expenses 40,540 52,187 89,156 78,824 107A76 35.8% Grand Total 1;291,416 1,248,517 1,311;587 1,375,971 1,509,648 9.7% Overall, this con center budget is projected to increase by 9.7%. This cost center accounts forjust 3.7% 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 89. The largest program budget is for health services (38.5%), followed by athletics (32.2%), district technology (25.6%); extracurricular is the smallest program budget at 3.7% of the total district -wide programs budget. In total, the increase of $133,677 comprises just 7%of the total increase for FY15. Figure 89: Dlsenct-wide Budget by Program �. Instllling a Jay of learning and Inspiring the innovative ieaders of tomomow Page 94 200 Actual Actual Actual Adopted Adopted .. Expended Expended.- Expended Budget Budget % FYZ611 FY2012 FY2013 FY2014 FY2015 Change Health Services 531,655 512,624 523,020 539,299 581,783 7.9% Athletics 474,683 432,082 427,345 467,774 485,404 3.8% Extracurricular 38,491 54,303 45,518 46,990 56,232 19.7% Technology 246,587 249,507 315,704 321,907 386,229 20.0% Grand Total 1,291;416 1,248,517 .,1,311,587 .1,375,971 1,509,648 9.7% �. Instllling a Jay of learning and Inspiring the innovative ieaders of tomomow Page 94 200 Figure 90: 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 hertime supporting Health Services. Ninety-six percent of the health services budget funds salaries. The Health Services program budget is projected to increase 7.9% in the FYSS School Committee Budget. This Increase Is driven primarily by the step and COLA increases for nurses as well as additional competency stipends they have earned. In addition, a small portion of the increase funds higher pay rates for nurse substitutes. Currently, we pay our nurse substitutes at a rate of $75 per day. Given market rates, we are proposing to increase this to $125 per day to ensure that we are able to attract highly qualified nurse substitutes and maintain high fill rates. 0 Imbiling a joy of learning and 1ruplring the lnnryedieleaders oftonwnoy Page 95 tea/ 201 M012 FV1515 Ste iM M015 S.Wry rY20M &WBetN M - M0M Nd ned Seh MOM AUeal FTE Mon M MA4wal Budgeted Salary Flt Ff2015 Sudgeled Sa N Services 95 93 490,409 9.2 506Al2 9.3 5e9,@1 9.3 546,433 01mIMMMInubmtor 0.2 0.2 13,810 0.2 14,155 0.2 701,46 ,2 R School Nurse 8.8 88 467AW as 48;909 8.8 426,288 8.8 41,M secreta 0.5 0.2 9,120 0.2 9,348 0.3 11,628 a3 11,939 A011etb L2 LS 94,219 15 94,917 Is game LS 9358E A OAantPrinclpal 0.7 0.5 49 0.5 51,399 0.5 51,399 0.5 53,435 Secretary 0.5 1.0 44718 1.0 43,518 - 1.0 35,017 1.0 4,147 r ,urhular 0.3 0.3 24,730 03 25,700 0.3 25,700 03 26,715 A55ataM Principal 0.3 0.3 24'50 0.3 35,]W 0.3 25,700 0.3 dmkt7echnobgy 4.4 5.9 24083r 59 24,691 5.9 269A9] 5.9 Safi [or,user Technician 35 5.0 M7 5.0 171,68915.0 191,3 7 5.0 229AW OIrra MN.In,an r OJ 0.7 58623 0.7 62,069 0. 63 An 0.7 64,655 I405 Wr," eclalm 0.2 0.2 M,712 0.2 14,933 0.2 14y33 0.21 15,231 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 hertime supporting Health Services. Ninety-six percent of the health services budget funds salaries. The Health Services program budget is projected to increase 7.9% in the FYSS School Committee Budget. This Increase Is driven primarily by the step and COLA increases for nurses as well as additional competency stipends they have earned. In addition, a small portion of the increase funds higher pay rates for nurse substitutes. Currently, we pay our nurse substitutes at a rate of $75 per day. Given market rates, we are proposing to increase this to $125 per day to ensure that we are able to attract highly qualified nurse substitutes and maintain high fill rates. 0 Imbiling a joy of learning and 1ruplring the lnnryedieleaders oftonwnoy Page 95 tea/ 201 L Figure 91: Health services Program Budget by Detail ® The district contracts with a physician as required under MGL, c. 71, 453-55 who provides medical examinations to students as needed. When•our FY'14 budget was developed, we had not yet contracted with a new physician to replace our long time school physician who retired at the end of the year. We have since contracted with a new physician and the contractual rate is set at $8,000 per year. The Increased funding for medical supplies will be used to support the safety -centered activities such as replacing expired gems 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 46.2% 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. The revenue offset coven 87.6% of coaching salaries or 40.5% of the total athletics budget. As Figure 92 below shows, the Athletics Program budget is projected to Increase 3.8% in the FY'15 School Committee Budget. The largest Increase to the budget is for supplies including field supplies, uniforms, and team supplies. Field supplies Include painting used to stripe fields as well as the rubber pellets used on the turf fields. The increase in uniform funding will be used to maintain the uniform replacement cycle of two to three teams per year. Only those uniforms that are retained by Reading Public Schools (collected and refurbished after each season) are Included in the Athletics budget. Instilling a Joy of learning and Inspiring the lnmvetine leaders of tornomm Page 96 202 Actual Expended FY2011 Actual Expended FY2012- Actual Expended FY2013 Adopted Budget FY2014 Requested Budget FYZ015 % Change Professional Salaries 492,030 472,572 488,090 499,064 534,514 7.1% Director 66,751 67,790 69,048 70,775 72,545 2.5% Nurse 425,279 404,782 419,042 428,290 461,969 7.9% Clerical Salaries 14,861 15,005 10,510 11,685 11,919 2.0% Secretary 14,861 15,005 10,510 11,685 11,919 2.0% Other Salaries 9,550 91075 8,625 9,250 35,625 68.9% Substitutes 9550 9,075 8,625 9,250 15,625 68.9% Contract5ervices 8,859 7,934 5,895 10,000 91000 -10.0% School Physician 7,859 7,859 5,895 91000 8,000 -11.1% Professional Development 1,000 75 - 11000 1,000 0.0% Supplies & Materials 5,294 7,853 7,687 7,873 81900 13.0% Medical 5,053 7,436 7,487 7,373 8,400 13.9% Office 241 417 199 500 500 0.0% Other Expenses 1,061 195 2,214 1,427 1,825 27.9% Equipment 794 95 2,031 1,127 1,525 35.3% Postage 88 90 183 300 300 0.0% Technology 179 0,0% Grand Total 531,655 512,624 523,020 539,299 581,783 7.9% ® The district contracts with a physician as required under MGL, c. 71, 453-55 who provides medical examinations to students as needed. When•our FY'14 budget was developed, we had not yet contracted with a new physician to replace our long time school physician who retired at the end of the year. We have since contracted with a new physician and the contractual rate is set at $8,000 per year. The Increased funding for medical supplies will be used to support the safety -centered activities such as replacing expired gems 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 46.2% 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. The revenue offset coven 87.6% of coaching salaries or 40.5% of the total athletics budget. As Figure 92 below shows, the Athletics Program budget is projected to Increase 3.8% in the FY'15 School Committee Budget. The largest Increase to the budget is for supplies including field supplies, uniforms, and team supplies. Field supplies Include painting used to stripe fields as well as the rubber pellets used on the turf fields. The increase in uniform funding will be used to maintain the uniform replacement cycle of two to three teams per year. Only those uniforms that are retained by Reading Public Schools (collected and refurbished after each season) are Included in the Athletics budget. Instilling a Joy of learning and Inspiring the lnmvetine leaders of tornomm Page 96 202 Figure 92: Athlada Program Budget by Detail The coach salary line does Include an assumed step and cost of living adjustment for staff. It also Includes an additional stipend for a staff member to administer head injury impact testing program for our student athletes. However, the FY15 budget decreases due to a number of factors. The FY14 budget attributed to the operating budget, In error, several positions that are funded through parent booster donations. Also, in FY'14, we have eliminated the junior varsity Girls' hockey team due to lack of participation- not just in Reading but In the Middlesex League. Currently, only one other district in the league has a junior vanity Girls' hockey team. This reduced the budget by over $6,000. In addition, we have a turnover in many of our coaching positions 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 an increase in home games over the current year. Equipment repair • A Instilling a jay of leaming and inspiring the innovative leaders of tomorrow page 97 is 203 Actual Expended FY2011 Actual Expended FY2012. Actual Expended FY2013 Adopted Budget FY2014 Requested Budget FY2015 % Change Professional Salaries 75,305 85,160 49,500 51,399 53,435 4.0% Director 75,305 85,160 49,500 51,399 53,435 4.0% Clerical Salaries 22,111 17,060 31,266 40,518 40,147 -0.9% Secretary 22,111 17,060 31,266 40,518 40,147 -0.9% Other Salaries 146,015 951099 61,670 55,726 53,747 -3.6% Coach 370,825 353,231 349,738 379,219 376,747 -0.7% Event Detail 5,190 6,868 4,933 6,507 7,000 7.6% Revolving Fund Support (230,000) (265,000) (293,000) (330,000) (330,000) 0.0% Contnct5ervices 202,399 206,114 238,395 255,150 260,680 2.2% Equipment Repair 8,329 1,015 13,139 13,480 15,000 - 11.3% Facility Rental 51,409 57,207 60,677 65,520 66,000 0.7% Field Maintenance 5,793 6,806 9,284 61805 7,500 10.2% Game Staff 6,399 4,756 8,207 8,330 9,000 8.0% Officiating 56,409 55,343 65,748 66,015 66,200 0.3% Transportation 74,060 80,987 81,340 95,000 96,980 2.1% Supp0es at Materials 11,296 9,925 19,625 27,701 34,975 26.3% Field 69 - 440 700 4,000 471.4% Office 11019 559 2910 3,260 3,260 0.0% Team 5,062 7,235 4,622 10,741 12,715 18.4% Trainer 3,895 - 8,266 5,000 5,000 0.0% Uniforms 1,260 2,131 3,387 8,000 10,000 25.0% Other Expenses 17,558 18,724 26,889. 37,280 42,420 13.8% Awards 2,028 2,679 2,251 3,000 3,000 0.0% Dues & Memberships 3,830 7,163 8,429 8,280 8,420 1.7% Entry Fees 6,212 3,405 3,293 3,450 3,550 2.9% Equipment 5,488 5,477 10,971 14,550 14,550 0.0% Professional Development - - 95 3,000 3,000 0.0% Software Licensing&Support - - 1,850 - 4,900 0.0% Travel 5,000 5,000 0.0% Grind Total 474,683 432,082 427,345 467,774 485,404 3.8% The coach salary line does Include an assumed step and cost of living adjustment for staff. It also Includes an additional stipend for a staff member to administer head injury impact testing program for our student athletes. However, the FY15 budget decreases due to a number of factors. The FY14 budget attributed to the operating budget, In error, several positions that are funded through parent booster donations. Also, in FY'14, we have eliminated the junior varsity Girls' hockey team due to lack of participation- not just in Reading but In the Middlesex League. Currently, only one other district in the league has a junior vanity Girls' hockey team. This reduced the budget by over $6,000. In addition, we have a turnover in many of our coaching positions 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 an increase in home games over the current year. Equipment repair • A Instilling a jay of leaming and inspiring the innovative leaders of tomorrow page 97 is 203 funding is used for refurbishment of equipment, most notably football jerseys, helmets, and pads. This expense alone comprises 89% of the equipment repair line. 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 Increase in FY15. 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. In FT'15, an additional amount is added to fund licenses for Impact testing for all freshman, sophomore and junior athletes. Figure 93: Participation In High School Athletic Programs SPORT 2008-09 200410 201611 2011-12 2012-13 Baseball W 52 52 52 51 Basketball (6) 31 39 48 43 40 Basketball (G) 38 33 32 40 42 Cheeleading 42 35 42 30 22 Cron Country(B) . 50 37 44 41 46 Cross Country(G) 20 20 21 20 23 Field Hockey 55 51 52 51 51 Football 87 101 94 97 99 Golf 12 1.5 12 IS 16 Gymnastics 13 24 21 19 18 Ice Hockey (B) 47 53 54 58 51 Ica Hockey (G) 20 16 :': 2/ 28 .. 26,' Indoor Track (B) 94 86 84 87 83 Indoor Track (G) 79 87 89 57 70 Lacrosse (B) 85 81 76 73 62 lanosse(G) 55 59 72 81 - 86 OutdoorTack(B) 88 74 69 86 93 datdoor Track(G) 74 70 74 62 68' Soccer (B) 60 58 64 65 61 Soccer (6) - ! 41 55 •60 - ''64 72 Softball 46 42 43 41 40 9wi15khinif(B) 17 20 ' '..20 23 29 Swimming(6) 26 24 25 29 29 Tennis (8) 19 12 '21 17 17 Tennis(G)30 13 16 15 16 Volleyball 38 34 37 41 41 46 ' 45 52 47 43 ,=In TdUI". 1243 1238 2298- 1282 1293 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 1n activities that generate enthusiasm and passion outside of the �. Instilling ajoy of learning and impinrg the InnovMin a leaders of tomorrow Page 98 204 classroom. They also offer students the chance to develop confidence, character, relationships, and • leadership abilities. Figure 94: Extracurricular Activities Program Budge by DEW Seventy-five 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. This revolving fund revenue offsets 45% of the program expenses, similar to the percentage of program expense offset by athletics revenue offsets. The Extracurricular Activities Program budget Is projected to Increase 19.7% in the FY15 School Committee Budget which represents a $9,242 increase or less than 0.5% of the total FY15 budget Increase. This Increase is due primarily to the Increase in stipends. Nearly all non -athletic differentials increased significantly in FY'14 due to a restructuring of the non -athletic differential salary schedule which was negotiated mid-rAntract (as stipulated in the collective bargaining agreement) and went into effect this year. The FY14 budgeted stipends did not reflect this re-negotlated differential schedule. All other Increases, 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 Networidng and Technology Maintenance The districtwide networkingand 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 lnspiringthe lnmvative leadersoftorrxorrox Page 99 205 Actual Emended FY2011 Actual Expended FY2012 Actual Emended FY2D13 Adopted Budge FY2014 Requested Budge FY2015 % Change Professional Salaries 23,911 38,361 26,578 23,440 31,845 35.9% Coordinator 31,577 35,852 24,750 25,700 26,718 4.0% Stipends 41,104 27,509 32,328 39,741 47,127 18.6% Revolving Fund Support (48,770) (25,000) (30,500) (42,000) (42,00) 0.0% Contract Services 11,041 12,303 9,096 12,050 12,788- 6.1% Equipment Repair - - 1,256 1,000 1,250 25.0% Professional Development 588 700 - 700 700 0.0% Transportation 10,065 31,500 7,840 9,750 10,238 5.0% Vehicle Rental 389 103 - 600 600 0.0% Supplies & Materials - 564 3,070 700 1,000 42.9% Performing Arts - 564 3,070 700 1,000 42:9% OtherEmenses 3,539 3,075 6,774 10,BW 10,600 -L9% Dues & Memberships 660 870 685 650 650 0.0% Entry Fees 150 600 1,550 1,400 1,500 7.1% Equipment 2,729 - 3,729 6,ODO 6,000 0.0% Royalties 1,605 810 2,750 2,450 -10.9% Grand Total 38,491 54,303 45,518 ..46,990 55,232 Seventy-five 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. This revolving fund revenue offsets 45% of the program expenses, similar to the percentage of program expense offset by athletics revenue offsets. The Extracurricular Activities Program budget Is projected to Increase 19.7% in the FY15 School Committee Budget which represents a $9,242 increase or less than 0.5% of the total FY15 budget Increase. This Increase is due primarily to the Increase in stipends. Nearly all non -athletic differentials increased significantly in FY'14 due to a restructuring of the non -athletic differential salary schedule which was negotiated mid-rAntract (as stipulated in the collective bargaining agreement) and went into effect this year. The FY14 budgeted stipends did not reflect this re-negotlated differential schedule. All other Increases, 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 Networidng and Technology Maintenance The districtwide networkingand 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 lnspiringthe lnmvative leadersoftorrxorrox Page 99 205 • salary Is charged to district administration), 4.5 FTE computer technicians, and 0.2 FTE information systems specialist. Figure 95: DlstrMnwide Networking and Technology Maintenance Budget by Detail The districtwlde networking and technology maintenance budget is projected to Increase 20% in the FY'15 School Committee Budget. The primary driver of this increase is the Increase In salary proposed for our computer technician staff. A salary survey of comparable districts revealed that our salaries are on the order of $5,000 below what is typical of our peer districts. This adjustment will allow us to attract and retain the most highly qualified professional computer staff. Another significant increase is in funding for networking and 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 to cover the cost to repair or replace any equipment that fails. This could Include servers, wireless arrays, routers, hubs, or switches. Software expenses are also projected to increase due to recent investments made in asset management tracking software and cloud computing and classroom management software. These acquisitions were made in late FY'13 and early FY'14, following the development of the FY'14 budget. The funding for these expenses is now Incorporated into the FY'15 budget. Figure 96 below shows the inventory of technology devices currently deployed throughout the district. • Instilling a joy of learning and Inspiring the Innovative leaders of tomorrow, Page 100 206 Actual Expended FY2011 Actual Expended %2012 Actual Expended FY2013 Adopted Budget FY2014 Requested Budget FY2015 % Change Professional salaries 71,986 79,936 90,756 77,942 79,886 2.5% Manager 57,419 60,224 61,521 63,009 64,655 2.6% Technology Integration 14,567 19,712 29,235 14,933 15,231 2.0% Other Salaries 137,876 120,858 157,831 195,689 229,000 17.0% Technician 137,876 120,858 157,831 195,689 229,000 17.0% Contract Services 18,342 17,877 12,993 18,259 24,112 32.1% Consulting Services 595 - - - _ 0,0% Internet Services 1,515 1,620 1,743 1,620 2,112 30.4% Software Licensing &Support 16,232 16,257 11,250 16,639 22,000 32.2% Supplies & Materials - 633 844 700 1,000 42.9% Supplies - 633 844 700 1,000 42.9% Other Expenses 18,383 30,203 53,280 29,317 52,231 78.2% Telecommunications 15,883 17,665 20,830 18,617 22,323 19.9% Equipment - 4,860 6,060 9,904 20,000 101.9% Professional Development - - 7,666 - 5,000 0.0% Software 2,5011 7,560 18,249 700 4,408 529.7% Postage 119 475 96 S00 423.1% Grand Tatal 246,587 249,507 315,704 321,907 386,229 20.0% The districtwlde networking and technology maintenance budget is projected to Increase 20% in the FY'15 School Committee Budget. The primary driver of this increase is the Increase In salary proposed for our computer technician staff. A salary survey of comparable districts revealed that our salaries are on the order of $5,000 below what is typical of our peer districts. This adjustment will allow us to attract and retain the most highly qualified professional computer staff. Another significant increase is in funding for networking and 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 to cover the cost to repair or replace any equipment that fails. This could Include servers, wireless arrays, routers, hubs, or switches. Software expenses are also projected to increase due to recent investments made in asset management tracking software and cloud computing and classroom management software. These acquisitions were made in late FY'13 and early FY'14, following the development of the FY'14 budget. The funding for these expenses is now Incorporated into the FY'15 budget. Figure 96 below shows the inventory of technology devices currently deployed throughout the district. • Instilling a joy of learning and Inspiring the Innovative leaders of tomorrow, Page 100 206 Flgure96: SY42013-14Tedewlogylmrentory Barrow, 177 48 122 7 44 48 85 0 Birch Meadow 170 46 119 5 97 19 54 0 Eaten 161 42 113 6 95 18 48 0 Allam 183 40 137 6 122 16 45 0 Wood End 201 40 155 6 99 57 45 0 Ccalitl a 390 71 309 10 169 138 66 17 Parker 370 67 291 12 177 100 62 31 RMHS 628 122 476 30 170 230 82 146 Cemral Office 26 0 0 26 10 3 11 0 School Building Maintenance The School Building Maintenance budget funds the salaries and expenses necessary to operate and maintain our eight school buildings. This Includes the salaries of the Director of Facilities, the Facilities Services Manager, a full-time department secretary, and all custodial and maintenance staff. Salaries account for the largest share of the School Building Maintenance budget at 36% of the total (net of offsets). Revenue from fees collected by organizations renting our school buildings is used to support the School Building Maintenance budget. This revenue offset represents just 5.9% of the total budget. Figure 97: School Building Maintenance Budget by Object The School Building Maintenance budget is projected to decrease 0.6% In the FY'1S School Committee Budget. This is due in large part to a reduction in overtime as well as smaller decreases in maintenance services and energy costs. The decrease in maintenance services is due to reductions in recently negotiated tradesperson contracts. The decrease in energy is due to a highly competitive natural gas contract that has kept our supply prices much lower than current market rates. This contract expires in June of 2015. For FY'16, we would expect a significant Increase if current market conditions persist. • A instilling aJay of learning and inspiring the Innovative leaders of tomorrow Page 101 • 207 Actual Actual Actual Adopted Requested Expended Expended Expended Budget Budget % FYZ011 FYI012 FY2613 `FY2014 FY2015 Change School Facilities Professional Salaries 155,294 179,547 160,974 166,855 181,305 8.7% Clerical Salaries 37,446 37,571 37,168 39,475 41,074 4.1% Other Salaries 980,301 777,338 810,276 901,106 918,275 1.9% Contract Services 40SA31 313,103 323,327 373,938 354,176 -5.3% Supplies & Materials 94,938 152,767 115,835 .101,563 102,749 1.2% Other Expenses 1,660,971 1,424,826 1,633,930 1,605,748 1,571,739 -2.1% School FacilitlesTotal 3,334,380 2,885,152 3,061,509 3,188,684 3,169,319 -0.6% The School Building Maintenance budget is projected to decrease 0.6% In the FY'1S School Committee Budget. This is due in large part to a reduction in overtime as well as smaller decreases in maintenance services and energy costs. The decrease in maintenance services is due to reductions in recently negotiated tradesperson contracts. The decrease in energy is due to a highly competitive natural gas contract that has kept our supply prices much lower than current market rates. This contract expires in June of 2015. For FY'16, we would expect a significant Increase if current market conditions persist. • A instilling aJay of learning and inspiring the Innovative leaders of tomorrow Page 101 • 207 Figure 98 shows the breakdown of the School Building Maintenance Budget by Function. The largest share of this budget is for custodial services (38%) which Include custodial salaries, contract cleaning services at the high school, and custodial supplies and equipment. Utility services, comprising 23% of the budget, includes electricity, as well as water and sewer. This line is projected to decrease from FY'14 levels as the FY'14 budget appears to be overstated based on the prior three years of history. Although electricity rates are projected to Increase by 14% (9% Is being passed along as an emergency Increase in FY'14 with an additional Increase of 5% projected for FY'15), moderate consumption and the overstatement of the FY'14 budget allows funding In this line to be reduced slightly from FY'14 levels. Water and sewer is supplied by the town through the Massachusetts Water Resources Authority and we have assumed a 5% increase in water and sewer rates. Maintenance of buildings is the next largest portion of the budget at 22%. This function includes testing and inspections, preventative maintenance, and normal building repair and maintenance activities. This line is expected to decrease slightly due primarily to savings in our tredesperson contracts as a result of competitive procurements. Heating of buildings accounts for 13% of the budget and represents the expense to heat all of our school buildings. All of our buildings are heated with natural gas and many of our heating systems are either relatively new or have been recently replaced or upgraded. Buildings that have not had any significant investment in heating system upgrades in the past ten years include Coolidge and Joshua Eaton. As was the case with electricity, prior three years of actual history under performance contracting indicates that FY'14 may be slightly overstated. Of course, heating expense is susceptible to wide variation given its weather dependency. However, we feel comfortable with the modest decrease for Farts, which Is based on the average of the prior three years of actual historical consumption. Extraordinary maintenance refers to expenditures for unanticipated or emergency repairs that are not part of our normal or routine maintenance and repair schedule. In addition, for historical reporting purposes, any projects funded through the capital plan are also recorded as an extraordinary repair. It is for this reason that there is significant variation from year to year. The budgeted amount for FY'15 does not include any capital project funds as those projects are selected as part of the larger town capital planning process and appropriations are not determined until Annual Town Meeting. The funding that Is shown for FY'35 is essentially a contingency for unanticipated or emergency repairs and this amount is typically set at between 10-15% of repair and maintenance funding levels. Infilling a Joy of leanming and Inspiring the Innovative leaders of tomorrow Page 102 208 Figure 98: School Building Maintenance Budget by Function ® Actual Actual Actual Adopted Requested Expended Expanded Expended Budget Budget % FY2011 - FY2012 FY2013 FY2014 FY2025 Changs 360School5ecurhy 955 955 6,541 4,355 2,385 -45.29 431 Custodial Services 1,265,370 1,119,166 1,119,791 1,203,652 1,207,170 0.39 412 Heatingof Buildings 478,367 314,901 372,958 417,341 396,928 -4.99 413 Utility Services 626,635 594,712 606,299 749,803 738,922 -1.59 422 Maintenance of Buildings 730,429 660,527 693,612 724,285 723,165 -0.29 Figure 98 shows the breakdown of the School Building Maintenance Budget by Function. The largest share of this budget is for custodial services (38%) which Include custodial salaries, contract cleaning services at the high school, and custodial supplies and equipment. Utility services, comprising 23% of the budget, includes electricity, as well as water and sewer. This line is projected to decrease from FY'14 levels as the FY'14 budget appears to be overstated based on the prior three years of history. Although electricity rates are projected to Increase by 14% (9% Is being passed along as an emergency Increase in FY'14 with an additional Increase of 5% projected for FY'15), moderate consumption and the overstatement of the FY'14 budget allows funding In this line to be reduced slightly from FY'14 levels. Water and sewer is supplied by the town through the Massachusetts Water Resources Authority and we have assumed a 5% increase in water and sewer rates. Maintenance of buildings is the next largest portion of the budget at 22%. This function includes testing and inspections, preventative maintenance, and normal building repair and maintenance activities. This line is expected to decrease slightly due primarily to savings in our tredesperson contracts as a result of competitive procurements. Heating of buildings accounts for 13% of the budget and represents the expense to heat all of our school buildings. All of our buildings are heated with natural gas and many of our heating systems are either relatively new or have been recently replaced or upgraded. Buildings that have not had any significant investment in heating system upgrades in the past ten years include Coolidge and Joshua Eaton. As was the case with electricity, prior three years of actual history under performance contracting indicates that FY'14 may be slightly overstated. Of course, heating expense is susceptible to wide variation given its weather dependency. However, we feel comfortable with the modest decrease for Farts, which Is based on the average of the prior three years of actual historical consumption. Extraordinary maintenance refers to expenditures for unanticipated or emergency repairs that are not part of our normal or routine maintenance and repair schedule. In addition, for historical reporting purposes, any projects funded through the capital plan are also recorded as an extraordinary repair. It is for this reason that there is significant variation from year to year. The budgeted amount for FY'15 does not include any capital project funds as those projects are selected as part of the larger town capital planning process and appropriations are not determined until Annual Town Meeting. The funding that Is shown for FY'35 is essentially a contingency for unanticipated or emergency repairs and this amount is typically set at between 10-15% of repair and maintenance funding levels. Infilling a Joy of leanming and Inspiring the Innovative leaders of tomorrow Page 102 208 Figure 99: School Building Maintenance Expense per Square Foot Comparison Figure 100: Shod Building Maintenance Staffing fY2072 FW013 FTE FTE FY1013 Sak PY2p14 Budgeted FTE FT3014 Budgeted saw"FTE fY2074 Actual FY2mA FY201IActual Budgeted SaleFTE %2015 Budgeted Sna TSYW4 25.0 aa. Meadow Eaten 1.W.13IYm Wood End CmWge Parker RMH9 BUILDING SQUARE FOOTAGE 53,250 56,500 56,000 57,000 52,000 96,000 97,800 300,000 D8 M COST I ERSQUARE FOOT DNwd AdmhBstreto2 2.0 2.D 154,200 2.0 158,055 2.0 172,200 MAINTENANCE OF BUIONGS 0.52 0.54 0.71 0.42 0.07 0.51 0.71 a." EATMORECNARYFMINTEHANCE 0.04 0.02 0.61 0.03 0.40 0.39 om on HEATING OF WIMINGS 0.53 0.46 0.69 0.51 0.52 0.90 0.07 041 UTIITIYSERVICES 0.0 046 0.52 0.61 0.85 0J8 D.m 0.91 TOTAL PER SQUARE PDOT L72 1.54 223 L20 241 252 238 2.06 RANREWGHESTTOLOWESTI 6 a 1 2 3 2 4 5 Figure 100: Shod Building Maintenance Staffing is • Im illing a joy of learning and inspiring the Innovative leaders of tom000M Page 103 209 fY2072 FW013 FTE FTE FY1013 Sak PY2p14 Budgeted FTE FT3014 Budgeted saw"FTE fY2074 Actual FY2mA FY201IActual Budgeted SaleFTE %2015 Budgeted Sna TSYW4 25.0 24.5 1,073,336 215 11205,243 245 1,112,861 24.5 1,128,128 Custodlan 19.0 185 132,240 185 ML305 18.5 718,905 18.5 228,698 DNwd AdmhBstreto2 2.0 2.D 154,200 2.0 158,055 2.0 172,200 10 181,305 Maintenance Staff 3.0 3.0 353,828 3.0 IS 7 3.0 172,931 3a 127,251 SeOreta 1.0 1.0 3] 18 1.0 38,825 LO 38,8)5 S O 40,424 is • Im illing a joy of learning and inspiring the Innovative leaders of tom000M Page 103 209 • Figure 101: School Building Maintenance Budget by Detall Instilling a jay of learning and inspiring the Innovative leaders of tmprmav Page 304 210 Actual Expanded FY2011 Actual Expended Fn012 Actual Expanded FY2013 Adopted Budget FY2014 Requested Budget FY2015 % Change Profwlonal5ahwers 155,294 179,547 160,974 166,855 381,305 8.7% Director 94,774 IS6A00 100,000 102,380 104,430 2.0% Manager 60,519 63,148 60,974 64,475 76,875 19.2% Clerical Salaries 37,446 37,571 37,168 39,475 41,074 4.1% Secretary 36,896 36,921 36,518 38,825 40A24 4.1% Employee Benefits 550 650 650 650 550 0.0% OtherSalaries 980,301 777,338 810,276 901,106 918,275 1.9% Custodian 736,129 - 611,220 570,205 774,535 778,698 0.5% General Maintenance 87,581 89,611 78,981 94,716 49,123 -48.1% Licensed Maintenance BOA" 50,804 64,276 66,248 128,628 94.2% Overtime 94,916 66,544 77,697 77,945 77,883 -0.1% Revolving Fund Support (75,000) (120,000) (70,000) (195,000) (200,000) 2.6% Substitutes - 69,733 72,547 02,556 76,000 79,328 4.4% Employee Benefits 6,099 6,611 6,560 6,663 4,615 -30.7% Contract Services 405,431 313,103 323,327 373,938 354,176 -5.3% Alarm 4,023 4,694 21,379 4,961 5,006 0.9% Architectural Services 35,950 1,000 5,793 8,000 8,000 0.0% Cleaning Services 237,876 217,159 234,139 250,719 235,840 -5.9% Elevator 16,307 15,333 3,878 18,375 18,522 0.8% HVAC 26,320 35,012 31,187 34,178 28,812 -15.7% Fire Suppression 12,533 12,263 2,229 19,437 17,183 -11.6% General Maintenance 39,728 1,268 2,138 8,286 8,494 2.5% Other 28,460 21,950 18,352 24,842 27,281 9.8% Software Liceming&Support 4,234 4,234 4,234 4,340 4,238 -2.3% Telecommunications - - - 800 800 0.0% Supplies& Materials 94,938 152,767 115,835 101,563 102,749 1.2% Supplies 94,938 152,767 115,835 101,563 102,749 1.2% Other Expenses 1,660,971 1,424,826 2,633,930 1,605,748 1,571,739 -2.1% Alarm 17,637 24,414 19,501 16,049 16,403 - 2.2% Electrical 54,589 53,938 59,577 55,213 31,248 -43.4% Elevator 8,608 13,107 13,968 17,758 14,030 -21.0% HVAC 56,575 45,699 63,190 53,182 54,361 2.2% Plumbing 14,578 14,926 5,320 15,848 16,201 2.2% Energy Management - - 11,221 - - 0,0% General Repairs 147,897 148,334 177,274 166,145. 178,565 7.5% Extraordinary Repair 232,624 194,891 282,308 89,248 100,749 12.9% Gasoline 9,676 8,858 9,955 11,070 11,624 5.0% Electricity 529,261 498,870 494,302 603,049 59D,508 -2.1% Natural Gas 478,367 314,901 367,348 417,341 396,928 -4.9% Water &Sever 87,697 86,984 96,432 134,884 135,991 0.8% Equipment 14,297 8,297 19,099 12,706 11,877 - -6.5% Professional Development - - 1,394 1500 1,500 0.0% Softwa re Licensing & Support 955 955 955 955 955 0.0% llydforms 8,209 10,652 12,088 10,800 10 0.0% Grand Total 3,334,390 2,885,152 3,01 3,288,684 3,169,319 -0.6% Instilling a jay of learning and inspiring the Innovative leaders of tmprmav Page 304 210 Special Revenue Funds Federal, State, and Private Grants In the current fiscal year, our district is supported by $2.65 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 lobs Act (Edlobs) and Race to the Top Funding, these funds are no longer available to us as of FYIS and beyond. Figure 102: Summary of Federal. State, and Private Grants With the elimination of the stimulus funds and the continuing but improving federal sequestration position, we are anticipating a reduction of $50,000 in federal grant funding for FY'15. State grant Instilling sJoysif learning and lmpidng the lnnorat" leaden of committee Page 105 1-1 211 0 Expended Expended Expended Award Projected 2011 2012 2013 21114 2015 Federal Grants: Title 87,886 107,965 68,670 87,611 79,850 Title IIA 68,961 54,906 58,974 54,730 49,250 Safe& Drug Free Schools 4,174 - - - - SPED P.L 94-142 914,820 985,150 994,60D 964,125 964,524 SPED Early Childhoold 16,864 1$062 17,994 16,803 15,122 SPED Program Improv. Early Child. 4,236 4,000 3,600 SPED Prof. Dev. - 5],899 33,390 19,2n SL566 Teaching of Amedmn History 11 193,330 290,052 - - - Sunatal- Nan -ARRA FederolGwn[s 1,286,035 L508,034 1,177,863 1,246,546 1,122,912 ARRAIDFA 601,268 - - - - ARRAE4dyChildhood 21,235 - - - - ARRASFSF 316,011 24,466 - - EdWobs 414,707 236,253 - - RamtotheTopJRTTT) 6,720 7,645 28,580 - RTTTVertha1SIF Implementation 6,970 - - - - SuBtorel-ARRAFedemlGmnts 945,484 445,953 243,898 28,580 - Total -Federal Gra, 21231,519 L953,987 1,421,761 1,175,226 1,127,912 State Grants: Radial Imbalance (ME] co) 327,2" 339,M 347,642 362,137 373,001 Academic5upport 11,400 7,319 6,704 10,600 9,540 Circuit Breaker 121,996 656,247 1,298,305 1,186,247 1,186,247 Project lead the Way - - 35,902 - - Total -State Grants 460,640 1,003,338 116ms53 1,58,9114 2,560,788 Private Grants: Project lead the Way 65,220 17,780 - tow' rvateGrants 69;tib -17;780 - TOTAL-ALLGRANES :2,1112,159 2,957,325 3,11,311 L76Lm 2,691,700 With the elimination of the stimulus funds and the continuing but improving federal sequestration position, we are anticipating a reduction of $50,000 in federal grant funding for FY'15. State grant Instilling sJoysif learning and lmpidng the lnnorat" leaden of committee Page 105 1-1 211 0 ® funding Is projected to increase by just under $10,000. Overall, grant support for the budget in FY'15 is expected to dip below FY'11 levels of grant funding. With federal grants not expected to keep pace with salary Increases, an additional 0.6 FTE special education teaching positions is shifted to the general fund budget for FY'SS. Reductions in Title I funds will result in cuts to Instructional and tutoring supports at Killam, Woad End, and Joshua Eaton but those will not be shifted to the operating budget. Additionally, there Is no increase to the budget as a result of the reduction In Title IIA funding which is generally used for professional development and staff training. Figure 103: 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 8% of the district's total expenditures on education. Figure 104 shows the revenues, expenses, and changes in fund balances between July 1, 2012 and lune 30, 2013. Figure 105 shows the use of revenue as offsets to the FY'15 School Committee Budget. .� Instilling a joy of learning and Inspiring the inravadve leaders of tomorrow Page 106 212 Poem FoM F% ME FY%v s. MudgFuelnl 6n01a bwd~ rrm11 rnoN rrmv rolls 11-a[da5.l a Frans F% wdaw &x]wnded %a 16.1 ns 1TJ 1 Ill ss sss li.s W ]LI FxmeMa T.cW Ls 304 % u ]51566 5.6 :Spll 3.8 16 7T x xroelTxcw, - 5.0 5.0 2"394 5.0 MISS I,l le MMA...,T.h. 15 1.5 1 96 LS n 16 LS LS T Iu. ealonl 6.1 _ YmYMeITxcM1w L6 L5 66,551 LO 1 L6 55 % U UX5 TxmCAb 10 LO 15611 LO 16 LO I6 10 %6}16 TMx LT 30 5 11 % 3 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 8% of the district's total expenditures on education. Figure 104 shows the revenues, expenses, and changes in fund balances between July 1, 2012 and lune 30, 2013. Figure 105 shows the use of revenue as offsets to the FY'15 School Committee Budget. .� Instilling a joy of learning and Inspiring the inravadve leaders of tomorrow Page 106 212 Hgure104: ReroMng Fund Activity and Statue as of June 30,2013 Instilling ajoy optioning and Intoning the innovative leaders of toniorrw Page 107 • 213 • Balance 30 -Jun -12 M3 Revenues FU3 Expenditures Balance 30 -Jun -13 Net Gain/(Less Re toMng Fund: School Lunch Program 327,945 1,045,872 1,081,042 292,776 (35,369) Athletic ActlAtles 196,06 324,465 330,305 190,767 (5,8391 Gulda nce Revolving Fund 7,127 48,356 47,873 7,610 483 Coolidge Extracurricular 4,302 575 1,214 3,663 (639) Parker Extracurricular 3,810 so - 3,860 50 School Transportation 308 42,395 42,743 (40) (349) Drama Activities RMHS 26,30 109,882 88,344 47,899 21,538 Band Extracurricular Activities 21,054 18,885 21,105 18,834 (2,220) Drama Actluides Parker 22,090 25,555 19,959 27,06 5,596 Parker Alter School Activities 9,615 '27,917 22,932 14,610 4,995 EAended Day Program 461,710 711,204 630,889 542,025 0,315 Drama Activities Coolidge 23,068 22,077 21,985 23,10 92 Adult Education Progrs m 24,067 38,357 39,236 23;188 (879) Summer School program 69,177. 0,910 72,528 59,558 (9,618) RISE Preschool Program 233,338 250,233 57,168 426,402 193,055 Edcatlon'Spedlal Detail `_' 25 10 (75) (75) Use of School Property 143,754 210,369 192,311 161,812 18,058 Special Education Tu ion 419,432 246,023 - 665A35 246,023 Full lay kindergarten Tuition 489,175 659,922 510,353 638,744 - 149,50 Lost Books 16,939 879 2,308 15,510 (1,429) Elementary Science Materials 9,703 1,340 9A04 1,640 18,064) Burns Foundation (Coolidge) 2,882 - 2,882 - Jump &GoBS/BS (Parker) 5 - - 5 - DistrlctDonatlonFund 13,208 9,637 13,717. 9,128 (4,080) Barrows Donations Fund 2,728 20,80 23,1% 332 (2,3%) Birch Meadow Donation Fund 3,264 7,643.-3,285 7,622 4,358 Joshua Eaton Donation Fund 6,09ul 15,279 10,148 11,226 5,132 JW lallam Donation Fund - 191 5,523 --o1 :507 2,207 2016 Wood End Donation Fund 20,329 6,924 22,836 4,417 (15,912) Coolidge Denuded Fund 17,320 13,151 -X17,977 12A94' (4,826) Parker Donation Fund 9,738 43,220 34,097 18,861 9,124 HIO School Donation Fund 27,921 19,018 20,536 26,404 (1$18) Special Education Donation Fund 8,335 1,000 - 9,335 1,000 Wood End PlaygrcuM Donation Fund 200 - -- 200 - hdelFoundadon(Coolidge) 50 0 YYta(f%Ig Fonds 2,621,824 3,994,496 3,346,% 3,270,12S` '" 64SAOD Instilling ajoy optioning and Intoning the innovative leaders of toniorrw Page 107 • 213 • Figure 105: Revenue Offset Summary for FY'14 C r.. Instilling a joy of learning and Inspiring Me Innovative leaders of tamorrOw Page 108 214 Pro)e9tee MIS PY35 HIS Protected Balance Budgeted P.Jechi Other Balance Nat Revenue Fund 3Wun-14 ON"". Revenue Expense 3 Jun -15 Qin/(Wu) AthletIc Actis4[ies 147,482 330,000 320,500 34,000 103,902 (43,500) Exlfacurrlcular Activl0es 50,334 42,000 iw00 57,500 53,334 3,000 Use of School Property 82,938 200,000 240,000 120,000 2,938 (801000) RISE Preschool Program 378,881 30D,000 24606 33,384 307,103 (71,7781 Specie l Education Tuition 604,448 271,270 246,000 - 579,178 (2,270) PUB Day Eladerge Men Tuhlon 485,744 -820,000 677,600 - 343,344 (142,400) Communlry, Educatlon Program 597,448 35,000 794,055 706,922 649581 52,133 ToUl-ABOAaet Punds 375 imkim 2,liazael 95 g06 2,039,460 307B1S C r.. Instilling a joy of learning and Inspiring Me Innovative leaders of tamorrOw Page 108 214 0 Building Demographic, Stalling, 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). • Instllling afoy of learning and Inspihng the InnovatWe leaders of tomorrow Page 109 215 School Goals 1. Working as a collaborative and collegial community will ultimately benefit the Barrows School students. We will work to increase leadership opportunities for teachers and increase participation at PTO events, activities, and meetings by 10% over 2012 levels. 2. Health and safety is paramount to the educational process. Assuring the students are safe emotionally, physically and psychologically is the goal of the Barrows School. All teachers will Implement the social/emotional curriculum Open Circle through weekly meetings and use of consistent language across all classrooms. It is the goal of the staff to work in a manner that professional data analysis and data discussions will drive Increased student growth and achievement. Through the use oftargeted interventions, students Identified as needing tier 2 or tier 3 supports will advance from beginning to progressing rangein reading. Alice M. Barrows Elementary School Principal: Heather Leonard Number of years as principal: 1 Number of years employed with RPS:1 Education background: Mass Lowell, Doctorate, Leadership in Schooling Grades: K-5 FYIS Est. Enrollment: 387 NCIBAccountabillty Status: Leve11 FtttlbMm0y SeMaetl ropuhtlon 130u-13 Enrollment by Gender (2012-131 Thin School District State Male 184 2,330 489,289 Female 204 2,153 465,484 Total 386 4,483 954,]]3 FtttlbMm0y SeMaetl ropuhtlon 130u-13 ml Thin %of School %ol bidrW %of Rates Mat tanguagenot English 03 1.7 173 English language Scorn, 0 OA 7.7 10e4ncome 3.9 59 37 Students With Disabilities 13.1 17.3 17 Free Lunch 3A 49 32.1 Related Lunch 03 1.1 49 High Needs 16.8 21.6 47.9 :Isvpemem brGr.aa(2Dla-13) ml 1010 PIC I % 1 1 z 3 I 5 Total AIIceM barrows 0 55 61 66 fi3 )0 1 73 1383 District 305 303 342 363 334 356 353 12343 N ionangliewry.' ml 1010 I1011 lou arts 4r;rul.nte Rate 96.6% 96,3% 95,491 96.6% 95.5% Antragegofdap absent 6.1 6,6 fiA 61 63 In -School Suspension Rate 0.0% am 0.0% 0.0% he at -of -School suspension Rate 0.2% 0.fi% 0.0% 00% NA TrvamyRate O.o% O4% 04% OA% NA Instilling a joy of learning and inspiring i m lnnovative leaders of tomorrow Page 110 216 Alice M. Barrows Elementary School • Student Growth Percentage 2009 2010 2011 2012 2013 Reading/English Language Arts 34.0% 36.0% 50.0% 64.0% 56.5% Math 45.0% 51.0% 45.0% 53.5% 52.5% MCAS ]008 1009 2010 ant mu "0 2008 2009 2030 1013 no 3013 140,669 151,715 %M Toeve PmfideM :: 27.1 28.6 28.6 25.3 CPI Paraprofessionals 2,343,767 Readln6/nA. 74% 6719 t2% 74% 811% 79% 921:.' 88.7... 911 1 90.9 926 I 93.7. Grade 75% 68% 86% 69% T]% 9]% 91.4 88.1 1.0 Nurses 92.8 93.8 Grade4 71% 63% 63% 79% 78% ]4% 91.5 87.9 3.3 7 90.4 90.3 Grade TI% 70% 66% A% 86% 83% 93.4 90.1 7 95.0 93.1 Methemado 75% 70% '72% 72% .::: 76% 74% 9L2 MY 31. 9L5 89.5 Grade 3 74% 83% 86% 73% 81% 73% 90.7 92.5 2 4M.3 91.2 90 Grade M. 56% 63% 68% 69% 74% 93.3 M.7 2 88.9 88 Grade 5 72% T3% 68% 75% ]1% 75% 89.5 88.4 3 91.3 90.6 Science aTech(Gr 1'.99% 60%' 69% 51% '::641( ;6]% B&S 85.3 0. .. 9L2 0 Staffing Stffnnmy 2012 2019 2014 Budget 2014 2015 Budget. Teachers Personnel Services 2,301,828 2,488,671 2,161,681 Grant Funded - - - 140,669 151,715 General Fund 27.1 28.6 28.6 25.3 25.3 Paraprofessionals 2,343,767 2,553,870 Grant Funded - - - General Fund 15.0 15.0 16.6 14.1 14.1 Principals/Administrators 1.0 1.0 1.0 1.0 1.0 Secretary/ Clerks 1.0 1.0 1.0 1.0 1.0 Nurses 1.0 1.0 1.0 1.0 1.0 Custodians 2.0 2.0 2.0 2.0 2.0 Guidance, Psychologists 8, Therapists 3.5 3.3 3.3 3.3 3.4 Other 2.2 2.2 2.2 2.2 2.2 Aff.OuimlsSWfkjTvW SLB 54.1: 55.7 -.. . 49.9 ..50.0 - School Budget 2012 Actual 2013: Actual 2014 Budget is Proposed Budget Personnel Services 2,301,828 2,488,671 2,161,681 2,382,159 General Fund Supplies&Services 140,669 151,715 179,086 171,711 Total General Fund 2,442,497 2,640,386 2,343,767 2,553,870 Insdi ing afoy of lnmlry and ImpinKthe lmmvatM leadera oftamarrovi Page 111 217 U School Goals 1. Increase the academic success of all students In the areas of English Language Arts and Mathematia. 2. Create an inclusive school culture supporting the social emotional needs of all students. Q3. Create an environment where staff uses technology (specifically IPad and COW computers) to enhance instruction in the classroom. Birch Meadow Elementary School Principal: Eric Sprung Number of years as principal:6 Number of years employed with RPS: 6 Education background: University of Pittsburgh, Masters of Education and George Mason , University, Masters of Education. Grades: K-5 IY15Est. Enrollment: 405 NCLB Accountability Status: Leve12 - Enrollment by Gender(2W-13) PK School District State Male 212 2,330 489,289 Female 181 2,153 465,484 Total 393 1 4,483 1 954,773 ` `A2`w' llRalRrp sWiW PepWNnI veiiv PK Tek %of School %of dstfkt %of Arte nrst tang0aae nut English la 1.7 173 English bngueae leame 05 OA 7.7 We4ncome 3.6 54 37 students wen Dlsebl titles 10A 173 17 Free Lunch 3.1 49 32.1 RWueW Wnch 0.5 1.1 69 High Needs 13.S 214 47.9 aelM1lleM by draft t2012-13). „ PK K 1 2 3 6 5 Total Blrch Meadow 0 5) 64 fib 63 62 M 393 dsrict I 103 1302 1342 1361 324 1356 1353 12,1431 toInstilling a for of larMryi and lmphing the innmative leaden oftanmox Page 212 218 30491=1= ;7e l2 alis Attendance Ren 96.5% Wm 967% 97e% W.N Averagegoldays absent 6.2 6.1 as 5.3 s9 In -School Su"i,,olnn Rate am am Am am NA 0utol-Srbo0l Suspension Rea am aft MM am NA Tn,anq Rate am am am am NA toInstilling a for of larMryi and lmphing the innmative leaden oftanmox Page 212 218 Birch Meadow Elementary School Student Growth Percentage2009 2008 2030 2011 2012 2013 Reading/English Language Arts 61.0% 67.0% 62.5% 57.0% 50.00% Math 61.0% 1 54.0% 58.00/ 54.5% 51.591 staffing Summary. 2008 2009 2010 F2011 2012 M13 2008 2009 2a10 2011 2012 2013 MCAS 1.0 %At/A6ow PmOtient 1.0 1.0 General Fund -0PI 21.9 21.9 25.9 Reading/ HA 0% 63%.. 73% 73% 75% 75% 84.1 817. .8&3 89.1 59.1 912 Grade 349% 9.1 55% 71% 71% 79% 78% 79.9 81.1 88.0 89.3 Ks 92.9 Grad e4 4]% 6896 72% 72% 74% 75% 78.2 MG 86.6 88.0 87.8 91 Grade 82% 66% ']]% 76% 72% 72% 94.6 851 WA 89.8 8&2 89.6 Matheinsfia S6% 55% 60% 65% : 62% 71% 80.9 79.0 8L4 85.1 83.0 83.0 Grade 49% 58% G7% 71% 6996 ]996 77.2 80.3 82.7 90.2 862 91.7 Grade 50% 59% 59% 53% 54% 6R% 7].1 83.8 83.8 80.6 82.4 8&7 Grade 5 ]0'% 49% 54% 70% 62% 65% 88.4 73.7 77.3 86.8 83.9 81.6 Science&Tedh Gr5 57% 51%- ;i9%' 56%. 47% 6216 '.83.0 60.6 81.6 83d 80.6 83.t staffing Summary. 20R 2013 2614 Budget 2014 2015 Budget Teachers 2,012,378 1,959,688 2,314,393 2,382,024 General Fund Grant Funded 1.0 1.0 1.0 1.0 1.0 General Fund 22.4 21.9 21.9 25.9 25.9 Paraprofessionals Grant Funded - - - - - General Fund 9.1 1 9.1 1 9.2 13.6 1 13.6 Principals/Administrators 1.01 1.0 1.0 1.0 1.0 Secretary/Clerks 1.0 1.0 1.0 1.0 1.0 Nurses 1.0 LO 1.0 1.0 1.0 Custodians 2.0 2.0 2.0 2.0 2.0 Guidance, Psychol ogists&Therapists 2.0 2.2 2.2 2.2 2.2 Other 2.2 2.2 2.2 2.2 2.2 All FuodsStaffl Total .:417 414'. 43A. 49.9 49.9 School Budget 2012 Actual 2013 Actual 2014 Budget 2015 Proposed Budget Personnel Services 2,012,378 1,959,688 2,314,393 2,382,024 General Fund Supplies&Services 178,206 145,420 187,626 179,446 Total General Fund 2,190,584 2,105,108 2,502,019 2,561,470 173 Instilling a Joy of learldng and ltepinng the innovative leaders oftamo m Page 113 j 219 1AM School Goals 1. The Joshua Eaton community will utilize the talent of our parent community to continue to Improve student enrichment. 2. Through a collaborative environment the Joshua Eaton School will ensure the social and emotional well-being of all the students in our school. 3. The Joshua Eaton School will develop and Implement learning strategies that will Improve student learning. Joshua Eaton Elementary School Principal: Karen Feeney Number of years as principal: 4 Number of years employed with RPS: 9 Education background: Cambridge College, Masters of Education Grades: K-5 FYLS Est Enrollment: 463 NCLBAtxountabll@y, Status: Leve12 �ef'` Ilieg IEiuel[meat by GarlCer'�2032-13) RK K 1 2 3 4 School District State Male 249 2,330 489,289 Female 2042,153 00x 465,484 Total 453 4,483 954,773 �ef'` Ilieg dsalla09 Y'a6473 RK K 1 2 3 4 3 Tobl !!!hug llbn 0 77 79 84 69 74 00 453 Whitt 105 303 342 MI 334 356 331 3,143 &0 0 M-5Noo15uspen Wn Rate am 00x )9 We school suspension Mb LLL% SWde WM DimWIMm e9 nulnry Rlte am Free Wnch 7.1 RW.W Wn 0.9 MghNems 15.) ardhnefa hY rake pOlbl>t'-- la0 RK K 1 2 3 4 3 Tobl !!!hug llbn 0 77 79 84 69 74 00 453 Whitt 105 303 342 MI 334 356 331 3,143 SYeYY la0 >OID 'lW.'31R �' Attendanx Rate %.g% 96.6% A NgelotdaHfbsent 58 &0 60 Sb 63 M-5Noo15uspen Wn Rate am 00x 0.015 ¢014 NA We school suspension Mb LLL% am nulnry Rlte am am 0915 ¢015 NA Instilling a joyof leaming and Implorgthe innwativel I ofhonprraw Page 114 220 Joshua Eaton Elementary School Student Growth Percentage 2009 2010 2031 2012 2013 Reading/English language Arts %.C% 58.0% 47.0% 47.0% 55.0% Math 74.0% 54.0% 52.0% 52.0% 48.0% stafringsummary moa 2009 m10 I fall I m12 I m13 I = I m09 I m10 2013 m12 20]3 MG5 1.0 %k/Asan RUR*M 1.0 1.0 General Fund VI 26.3 27.3 26.0 ft/RA M% I 76% ass ;:7J% 7e% 72% eft MA saws 9L7 90A '943 Grade 3 9.5 9.5 a3% 84% M% 85% 90.1 92.1 91.4 93.1 92.9 95.1 Grade4 1.0 1.0 73% 61% 68% 56% 90.8 ®.a 91.5Grade5 Custodians 2.0 2.0 2.0 2.0 85% 92% TI% 75% 910 %9 949 9&0 WA 89.3 r adwala a 2.2 '76% ...:45.9 74% 0% W w 910 947 6.7 O.0 Grade3 J�6ffi% 83% 79% 81% 81% 86.3 91.7 93.1 917 914 9L4 Grade4 57% 65% 63% 62% 90.4 914 85.1 &I 862 85.1Crades 82% 77% 76% tis% 90.6 94.9 92.9 918 905 M.6 Sdel4eate,h 1 72%'. 6106 5% M SU 910 A7 O.S 64 MA stafringsummary 2012 .2813. 2014 Budget 2014 2015 Budget Teachers 2,003,765 2,120,995 2,175,774 2,304,190 General Fund Grant Funded 1.0 1.0 - 1.0 1.0 General Fund 25.8 26.3 27.3 26.0 26.0 Paraprofessionals Grant Funded General Fund 9.5 9.5 9.5 10.3 11.1 Prindpals/Administrators 1.0 1.0 1.0 1.0 Secretary/Clerks 1.0 1.0 1.0 1.0 Nurses 1.0 1.0 1.0 1.0 Custodians 2.0 2.0 2.0 2.0 12.2 Guidance, Psychologists &Therapists 2.4 2.3 2.3 2.3 Other 2.2 2.2 2.2 2.2 Allfunds Total ...:45.9 46.3 ':'4&3 463 . School Budget .. 2062 Actual 1013 Atwel 2014 Budget 2015 Proposed Budgetg.'. Personnel Services 2,003,765 2,120,995 2,175,774 2,304,190 General Fund Supplies&Services 146,490 172,888 201,769 202,577 Total General Fund 2,150,255 2,293,883 2,371,543 4506,767 3 i Instilling a fay of learning and lnspidng the Innovative kaders oftomarav Page 115 r% 221 OR G S. School Goals 1. Killam School staff will work collaboratively to identify five common rules that will be followed by the entire school community. By the end of SY13- 14, all students who fall within the moderate to high risk range on the EWIS and our School Connectedness / Behavioral Screeners will be Identified as well as have Interventions established and implemented. 2. Killam School staff will advance the learning of ALL students so that they can achieve theirfullest individual level of performance by Implementing high quality, evidence based instructional practices in a socially, emotionally, healthy and safe school environment. 3. Killam School staff will foster a cycle of continuous Improvement by using both formative and benchmark assessment data to monitor individual student Progress, to plan for tiered Instruction and adequate learning time, and to develop professional development and structures for collaboration for their effect on raising student achievement. JW Killam Elementary School Principal: Catherine Giles Number of years as principal: 7 Number of years employed with RPS: 21 Education background: Salem State University, Masters of Special Education. Grades: K-5 FY35 Est. Enmllmem: 432 NCLBAaountabllity5tatus: Level2 uaaaa,"b/ Enrollment by Gender (2012-131 n0a School District state Male 241 2,330 489,289 Female 205 2,153 465,484 Total 446 4,483 954,773 uaaaa,"b/ PK K 3 12 n0a %of Sr1roW %of Elnrkt Ne" Rate not LanVR"Rot English 3.1 1.7. 173 English Language laaarner 3.6 04 7.7 tmwncome 5.4 1 5.6 37 Swdenn With Oisabllitles 111 173 17 tree Wnch 59 43 321 Reduced Wnch 0 1.1 49 Nigh NRBd, 15.9 215 479 ..:s W63atla ,4013 J-.:��"•.'y• PK K 3 12 3 1 1 1 5 Total. JW.Rnan 0lbm 1 0 1 73 1 71 1 82 6• I N 1 72 1 W Wsbict 1105 1302 1 312 13611324 1356 1353 12,1431 -.�'..Adrr.Mesienmw xam 3m4 acts sari xas attendance Pate 96.9% 969% 96.5% AvengeNofday absent 5.5 5.6 6.3 WSNpel Suspension Rate 00% 196.5%9"% a0% XA atSf-Rhaal suspenapn Rate -0.4% am NA TNInq Rata a.0% 0.0% NA Instilling a joy of learning and hupiring the Innovative leaders of tooior Page 116 222 J W Killam Elementary School Student Growth Percy. 2009 2010 2011 2012 20]3 Reading/English language Arts 42.5% 52.0% 51.0% 54.0% 47.0% Math 69.0% 58.0% 61.5% 55.0% 49.0% StaffingSummary 2008 LI091 2010 1 ZO11 1 2112 2013 2008 2009 I Z 10 I LBS 2012 2013 MCAS 0.4 %At AbwePro9dent 0.8 General Fund 27.6 CPI 27.6 29.3 29.3 Beadird/BA '75% 72% 77% 1 76% . 75% 69%'. 909 88.9 9L2 90.8 90.2 97.8 Gmde3 79% 7 % 83% 71% 76% 71% 92.5 89.2 94.5 97.7 9L3 97.7 Gnde4 58% 55% 79% 7096 71% 64% 97.7 86.0 92.5 887 86.6 97.2 Grade 77% 77% 71% 92% 77% 73% 9L8 924 K7 97.2 922 894 'BteMen etla 6996.: r „ 74% 71% 76%. 71%. 854 985 , ^809-..90.1 99.9 : A:.... Grade 52% M 87% 73% 77% 76% 83.3 90.8 90.2 901 M6 89.7 Gmde 4 71% 63% 54% 62% 71% 74% 89.6 88.1 84.9 87.1 88.4 91.4 Gmde5 71% 95% 79% 82% 79% fit% 97.3 93.3 90.4 90.4 91.4 79.9 Sdente&Tedl(Gr61 `.6* 65% 60% 71% 65% 64% 8&1 VJ &a 89.9 86:2 85.4 StaffingSummary 2012 2013 2014 Budget 2014 2015 Budget Teachers 2013 2014 Proposed School Budget _ Actual Grant Funded 0.5 0.4 0.2 0.8 0.8 General Fund 27.6 27.6 27.6 29.3 29.3 Paraprofessionals 205,922 211,126 Total General Fund 2,316,456 Grant Funded - - ;600,554 - General Fund 10.1 10.1 10.1 10.1 10.1 Pri ncl pals/Administrators 1.0 LO 1.0 1.0 1.0 Secretary/Clerks LO LO -1.0 1.0 LO Nurses 1.0 1.0 1.0 1.0 1.0 Custodians 2.0 2.0 2.0 2.0 2.0 Guidance, Psychologists & Therapists 2.4 2.3 2.3 2.3 2.3 Other 2.2 2.2 2.2 2.2 2.2 All Funds Stiffing Total ' 47.8 47.6. 47.4 719.6 49.6 0-1 F- 1 L A Instilling a lw of learning and Inspiring the Innovative leaders cftomorrow Page 117 • 223 2815 2012 2013 2014 Proposed School Budget _ Actual Actual - Budget - Budget Personnel Services 2,170,881 2,231,093 2,193,877 2,389,428 General Fund Supplies &SeNices 145,575 164,849 205,922 211,126 Total General Fund 2,316,456 2,395,942 2,399,799 - ;600,554 0-1 F- 1 L A Instilling a lw of learning and Inspiring the Innovative leaders cftomorrow Page 117 • 223 V L School Goals 1. Over the next two years, we will Increase the academic success of all students in the areas of reading comprehension and writing, as measured by the ELA MCAS, Benchmark Assessments, the Gates Reading Comprehension Assessment, and the K- 2 and 3-5 On -Demand Writing Prompt and Rubric (DDM). 2. Over the next two years, we will narrow the achievement gap for our high needs subgroup for math and literacy as measured by the ELA and Math MCAS Accountability System In Grades 3-5. 3. Over the next two years, we will develop new ways to foster positive and open communication with staff, students, families and the community as measured by Edline, Leadership Team, Student Council, Volunteer Opportunities, and Grade Level Team meetings. Wood End Elementary School Principal: Joanne King Number of years as principal: 2 Number of years employed with RPS: 10 Education background: Lesley University, Masters of Education Grades: K-5 FY15 Est. Enrollmellt: 384 NCLBAccountability Status: Leve12 "br FelrMd Enrdllment by Gender 12012-13) Ipiyi]t• School DIS rict State Male 194 2,330 489,289 Female 1 164 1 2,153 465,484 Total 358 4,483 954,773 "br FelrMd Ipiyi]t• K rnk %o/ Stool %of mc*t I %of State Flrst languaP AMEnglish 03 1 1.7 1 173 FPdish languagelaaraw 03 OA 7.7 WR name>9 361 s9 3] SWtlanK Wit Olrabllides 15.9 173 1] Free Wnoh 6A 48 32.1 0.etlu[ed WnCM1 SA 11 4.9 High Hells 21.8 21.fi 4].9 -: Enrobwat bremis 12012.131 24ba PK K 1 1 2 3 4 5 Total wood Fnd 1 0 40 167 61 65 1 66 1 59 358 DistrlR I 105 1302 1 342 361 324 1356 1353 2,143 S"0111 r . "'' 24ba 20ii 2611 m11 .3011. e 96.9% %5% %9% 968% 96.9% absent 5.6 a3 5.6 S6 5.6mlon =#�fd., Rate 00% M am a0% HAspension Rale 0.011 04% am O.nt NAam am am Instilling ajoy of learmnlg and lnspldng the innovative leaders of tomomm, Page 118 224 Wood End Elementary School Student Growth Percentage 2009 '.2030".I 2010 2012 2013 Reading/English language Arts 44.0% 50.0% 37.0% 52.0% 54.096 Math 70.0% 61.0% 76.5% 69.0% 65.0% Staffing Summary 2008 m09 2010 2011 m12 2013 2008 2009 2010 2011 m11 2013 MEAS 1.0 %At/Above ProlIdent 1.0 1.0 General Fund CPI 22.7 22.7 21.7 Reading/BA 69% 71% 1 75%'.: 70% 66% 69% 909: 9L6 9L9 8&0 88.0 88.1 Grade 766 715. 68% 74% 63% 69% 93.3 90.1 882 89.3 66.5 89.1 Grade 68% 71% 74% 57% 69% 62% 888 92.1 90.8 821 87.9 817 Grade 5 69% 72% 80% 6]96 68% 76% 90.5 917 95.8 93.2 89.8 92.4 '.; JdiNilnatla .7196 673% 76%I '-Tfih. .7491-; ,.71%'r $9.9'. 89.9 Mi. - 90.1. K6 .99,7 Grade 66% 74% 70% 77% 72% 77% 90.5 87.1 88.2 90.2 87.7 906 Grade 55% 59% 55% 6096 60% 55% 85.0 885 83.3 85.4 85.8 83.8 Grade 5 91% 84% 82% 93% 85% 80% 94.5 94.4 95.4 95.0 95.4 9L9 Sderux &tech lGr51 71%' 'BY% -79% 75% X% 61% 90.0 90.1 93.8 9L7 910 85.6 Staffing Summary 2012 "..2013 2014 Budget 2014. 2015 Budget Teachers 1,989,647 2,032,523 2,050,889 2,057,702 General Fund Grant Funded 1.0 1.0 1.0 1.0 1.0 General Fund 21.5 22.7 22.7 21.7 21.7 Para rofessionals Grant Funded - 1.7 1.1 - - General Fund 10.0 1L6 12.4 13.2 13.2 Principals / Administrators 1.0 1.0 1.0 1.0 1.0 Secreta /Clerks 1.0 1.0 1.0 1.0 1.0 Nurses 1.0 1.0 1.0 1.0 1.0 Custodians 2.0 2.0 2.0 2.0 2.0 Guidance, Psychologists &Therapists 2.5 .2.6 2.6 2.6 2.6 Other 2.2 2.2 2.2 j 2.2 2.2 All Funds Staffing Total 42.2 46.8 47.0 45.7 45.7 - School Budget 2012 Actual 2013 Actual 2014 Budget 2015 Proposed Budget Personnel Services 1,989,647 2,032,523 2,050,889 2,057,702 General Fund Supplies&Services 143,435 164,418 183,886 173,748 Total General Fund 2,133,082 ;196,941 2,234,775 2,231,450 &i •. Instillirg a joy of learning and Inspiring the lnnowtha leaders of tomorrow Page 119 j 225 U School Goals To design instructional and assessment strategies which will provide students the opportunities and support in all curricular areas to further develop and apply skills such as critical thinking, in- depth problem solving, literacy, collaboration, communication, creativity, and innovation. 2. To Identify and develop additional strategies to increase our effectiveness with all students, including strategies to better support struggling learners, to more effectively meet diverse learning needs, and to better challenge more advanced learners. 3. To explore and implement strategies to more effectively address the social, emotional, and behavioral health of young adolescents and to promote a safe and healthy environment for all students. 4. To providefacuity the time, support, and structure throughout the school year to work in professional learning communities and to align Instructional and assessment practices. Arthur W. Coolidge Middle School Principal: Sarah Marchant, Interim Number of years as principal: 1 Number of years employed with RPS: 8 Education background: Boston University, Masters, Earth Science Grades: 6.8 Fy15 Est. Enrollment: 475 NCIBAccountability Status: Leve12 -'Erlrogtnent by Gender (2012-13) , rnk School District State Male 249 2,330 489,289 Female 213 2,153 465,484 Total 462 4,483 954,773 rntllmW pyseleclalrep4tlplta%e tm9 rnk zor wool zot omrxt xot stwa nc onagl sh 21 1.> 173 fFlrstWW. lishtanNaiet®mer eA OA 7.) towle. 5 59 3) 9tudena WlM Disabilities 19.3 173 17 F. Wnch 3.) 44 32.1 Reduced Wnch 13 11 43 HIRh Ned, 2,- 21.fi 4).9 Enrollment by Grade (2012-13) 6 7 8 Total Coolidge Middle 158 140 164 462 District 362 1 309 I 384 11,055 vsiniator, -..' tm9 mwte 99.9% 97.2% 97.1% 972% 963%ars absent M 54 5.1 5.2 SA 5.7 ension Rate 13% 11% u% pA% 9ASOPenslon Rate 0.9% OA% 0.111 14% %A 0.0% OA% Insullinil ajoy at learning and Imphtng the Innovative leaders of tomorrow Page 120 226 Arthur W. Coolidge Middle School SwdeMGrow[h'Penxn ' 2009 2010 2011 2012 2013 Reading/En fish Language Arts 6LO% 72.0% 55.0% 62.0% 56.0% Math 69.0% 57.0% 56.5% 54.0% 45.0% .. SWOngSummary ZOOS 2009 2010 2011 1011 3013 20118 2009 Z010 2811 2012 2013 2.01 2.0 %At Above PMRdQM 2.0 General Fund 35.2 35.8 CPI 35.9 35.9 Paraprofessionals 91% 8996 91% 1 90% 91% 0% 96.1 96.2.: 963' 963 91.0 96.0'. 12.1 86% 83% 81% 90% 86% 79% 94.] 935 93.3 96.9 95.9 919 LO 92% 92% 95% 8N. 93% 93% 95.9 97.4 97.3 9S7 97.7 97.8 b 94% 93% 96% 94% 95% 96% 97.] 9].] 99.0 96.9 97.3 98.2 eo%.. Funds Staffing Total h% ,77% 76% 74% 91.4.;.93.0 .OLI ;tl6 9da -e9.s84% 87% 811% 80% SO% 75% 917 93.3 927 92.7 927 As 78% P4% 80% 74% 76% 74% 89.4 93.5 90.4 87.3 90.8 896 77% 81% S3% 78% 72% 74% 911 911 93.1 Sg8 889 89.6 8ae6WAItech Gr B%:. -99% 0% 51% ' 87% 31%: "854 at0 :80.1 .. AA 82.3 82: .. SWOngSummary 2032.. 2013. 2014, .Budget 2014 2015 Budget Teachers 2013. 2014 Proposed.. SchoolButet Actual Grant Funded 2.01 2.0 2.0 2.0 2.0 General Fund 35.2 35.8 35.8 35.9 35.9 Paraprofessionals 329,354 320,651 Total General Fund 3,SK853 Grant Funded 3,737,126 I 3,942,652 General Fund 12.1 12.1 12.1 14.0 15.6 Principals / Administrators 2.0 2.0 2.0 2.0 2.0 Secretary/Clerks LO LO LOZ2.O2.0 Nurses 2.0 2.0 2.0 Custodians 2.0 2.0 2.0Guidance, Psychologists&Therapists 21 2.3 2.5Other 4.5 4.5 4.8Ali Funds Staffing Total 62.9 63.7 64.2 ❑ i Instilling a I-V ofleaming aMlaepW% the Irmo ve leaders oftomo m Page 121 • 227 2015 2012 2013. 2014 Proposed.. SchoolButet Actual Acwat Budget Budget Personnel Services 3,237,597 3,396,490 3,407,772 3,622,001 General Fund Su lies&Services 277,256 329,260 329,354 320,651 Total General Fund 3,SK853 3,725,770 3,737,126 I 3,942,652 ❑ i Instilling a I-V ofleaming aMlaepW% the Irmo ve leaders oftomo m Page 121 • 227 E W 1 Li School Goals Teachers will collaborate to expand, share and teach engaging lessons that require students to produce three artifacts, assessments, student work, student performance or written work in each content area that corresponds to an instructional or performance standard. (Instructional Goal, the demonstration of 21st Century Skills) The teachers and administration will work as a learning community to create and administer three surveys and three feedback opportunities during early release times to measure the impact of professional learning at Parker Middle School and how that correlates to student performance. (Communication, School Culture/PLC/Shared Leadership) 3. We will implement the tiered system of support to focus resources to Improve student performance as measured by student grades, MCAS Performance Levels and Student Growth Percentiles (SGP) by creating behavioral, academic and social emotional interventions. (Social/Emotional, MTSS and Behavioral Health of Students). Walter S. Parker Middle School Principal: Doug Lyons Number of years as principal: 6 Number of years employed with RPS: 9 Education background: Simmons College, Masters of Education Grades: 6-8 FY15 Est. Enrollment: 592 NCLB Accountability Status: Leve12 RnalmenMswsetdnpa.um Au -vii Enrollment by Gender (2012.13) mla School Distri494 %oF State Male 300 2,33 1)3 Female 293 2,15 7.7 Total S93 4,48 37 RnalmenMswsetdnpa.um Au -vii AO mla xef khool xo1 owim %oF State nrthngeagenot English 2 1.) 1)3 Engllsh bnWagel rner 05 OA 7.7 Ww4ncone 6A 5.8 37 k Wft With olsabillum 1g 173 17 Free Wnch sA 4A 32.1 Retluced Wmh 0A 11 4.9 High 2222.1 11.6 979 E"Iment by Grade (2012-13) 6 7 8 -Fotal Parker Middle I 204169 220 593 Dlstritt 362 309 1384 11.055 Atlamnh6munary AO 3010 101 AI2 AL3 Anenci nh Rah 96A% 963% 96.3% 9661{ %2% Aenge/ofdayaahsent I 6S 1 6.7 1 6S r 62 6.g In-khool Suspension Rate 13% I 2A%3.6% L7% %A Out-01-khaal Suspension Rate 1OA 0.1% LO% Ll% NA ttuanaygah Oa% Instilling a joy of learning and Impiring the innovative leaders of tomorrow Page 122 228 Walter S. Parker Middle School Student Growth Percentage 2009 2010 2011 2012 2013 Read! ng/English language Arts 52.09/6 63.0% 56.0% 53.0% 59.00.6 Math 60.0% 58.0% 59.0% 56.0% 39.0% Staffing Summary 20082009 2013 2010 2011 2012 2013 2008 2009 2010 2011 2012 2013 MCAS 0.5 -.%At/Above Proficient 0.5 0.5 General Fund 46.0 CPI 47.1 47.0 "Beadin LA 90% 91% .:90% 90% 97% 0% 96.0 98.9 96.5 96.4 90.9 952 Grade6 84% 87% 85% 84% 85% 87% 95.2 95.2 94.6 94.2 93.5 90.6 Grade 93% 1 91% 92% 9096 82% 90% 967 97.3 97.5 96.7 931 96.4 Grade 90% 93% 92% 96% 96% 87% 95.9 980 3.5 Other 2.5 94.5 Ma89emmo 72% -'76% 77% 76% 74% 67% S&1 K2 89.1 84,5 Grade6 69% 83% 77% 79% 77% 80% 87.4 919 90.5 917Grade? 75% 70% 81% 76% 68% 66% 89.3 87.8 197.491&9982 869 84.4 Grade8 73% 77% 73% 76% 78% 56% 87.6 90.9 90.6 77.5 Sclonca&Tech Gril 72% 70% 56% 51% 66% 53% 87.8 8&6 845. 79.3 Staffing Summary 2012 2013 2014 Budget 2014 2015 Budget Teachers 3,737,828 3,848,150 3,915,195 4,139,366 General Fund Grant Funded 0.5 0.5 0.5 0.5 0.5 General Fund 46.0 46.6 47.1 47.0 47.0 Paraprofessionals Grant Funded - - General Fund 9.1 9.1 9.1 10.0 10.0 Principals/ Administrators 2.0 2.0 2.0 2.0 2.0 Secretary/ Clerks 1.0 1.0 1.0 1.0 1.0 Nurses 1.0 1.0 1.0 1.0 1.0 Custodians 3.0 3.0 3.0 3.0 3.0 Guidance, Psychologists &Therapists 3.2 3.3 3.5 3.5 3.5 Other 2.5 2.5 2.8 2.5 2.5 All Funds Staffing Total ° 68.3 69.0: .. 70.0 70.5 70.5 School Budget 2012 ARual 2033. Actual 2014 Budget mss Proposed Budget Personnel Services 3,737,828 3,848,150 3,915,195 4,139,366 General Fund Supplies&Services 218,413 249,809 262,800 260,171 Total General Fund 3,956,241 1 4,097,959 4,177,995 4,399,537 Imolirg a Joy of learning and Inspiring the hnovative leaders oftamerrow Page 123 al 229 G School Goals: During the 2013-14 school year, the RMHS community (faculty, staff, students, and parents) will review the school's statement of core values and beliefs about learning, as well as the articulation of academic expectations. They will reaffirm or revise these statements of purpose to reflect both our school's traditions and Its vision for the future and articulate cleady and consistently to all stakeholders the connection of school decisions, practices, and improvement efforts to these commonly held values. 2. During the 2013-14 schools year, RMHS will conduct a comprehensive review of existing Instructional strategies, protocols, programs, and services that were designed to address student academic, social and emotional needs. Data will be used to guide this process. Recommendations for improvement will be identified to ensure that the school provides for these Identified needs. 3. During the 2012-13 school year, students will be engaged with a school -wide collection of common assessments that are constructed and revised collaboratively within departments, are aligned with the Massachusetts Frameworks, and yield data that are analyzed by faculty and used to inform classroom Instruction and curriculum revision. Reading Memorial High School Principal: Kevin Higginbottom Number of years as principal: 2 Number of years employed with RPS: 2 Education background: Boston University, Masten of Education and Boston College, CAES. Grades: 312 EY3S Est. Enrollment: 1,281 NCLBAaountabiliry Status: Levell Enrollment by Gender (2012-13) School District State Male 642 2,330 489,289 Female 643 2,153 465,484 Total 1,285 4,483 954,773 ar,'. _. 7G.eamambselaneenw+aamlxou-vl 910 1hk %of S&Oot %of ohtrlR %of state Firstlanwapnot English 2.3 SJ 173 English language reamer 0.4 0.4 7.7 low -Income 6.3 SA 37 Sbdepts With Dlsabilivens - 198 173 1T Frce Wnch 4A 42 32.1 Reduced! Wnch 19 1.1 49 High Needs 23.9 21.6 47A EnrWMem bytrade(30#•1ai. _C'.':n 910 11 12 Tobi Reading Memorial High 323 314 321 327 1,283 Datrlct 323 314 1321 1327 1885 Am lwsi.datw arms W mu m ith,' Attendance Rate 94.]% 951% 954% 956% 9d.6% Awm ge g of days absent 9.1 8.5 8.1 In -School Suspension Rate 0.0% 00% 0.0K 0.p% NA Out -of -School suspension Rab 7.2% S2% 7.0% 1.g% XA Truan,iate U.0% p0% 0.0% 4.2% NA Instilling a joy of learning laid kuptrNlgthe I nlovadve ktadua ofesmormes, Page 124 230 Reading Memorial High School Student Growth Percentage2009 %At/Abava Proedent 2010 •; Z011 2(12 2013 Reading/English language Arts 47.0% 40.0% 42.096 39.5% 34.0% Math 24.0% 34.0% 35.0% 37.0% 45.0% � A CAS %At/Abava Proedent M .Gahm 2006 2009 1 MSO.1 2011 I 2012 I mut 'mte I:.mat I2010 2M1 2012 2013 Engllshtanguage ARM 89%95% General Fund 9o% 95% 9796 98% %.3 9&6 97.0 9&6 99.5 99.4 Mathematic 88% 90% 9096 93% %% '94% 94.6 %.1 0.2 47.7 983 97.7 Sdence&Tech 83% 8i% I 89% I 87% g8% 90% 93.2 935 96.2 %.7 %3 97.1 r 1 U Innilllrg{ajoy of learning and lnspinng the Innovative leaders oftomnm Page 125 • 231 2012 2013 tt .2014. 2015 Budget Teachers 2013 21114 Proposed School Budget Actual Grant Funded 5.0 5.0 5.0 4.0 4.0 General Fund 81.6 82.2 87.6 87.8 87.8 Paraprofessionals Total Ge9leral Fund 8,047,728 8,562,662 9,436,052 9,691,874 Grant Funded General Fund 10.7 9.9 9.9 9.9 10,7 Principals/ Administrators 8.2 8.2 8,2 8.8 8.8 Secretary/ Clerks 4.5 5.0 5.0 5.0 5.0 Nunes 1.8 L8 1.8 1.8 1.8 Custodians 3.0 3.0 3.0 3.0 3.0 Guidance, Pschologists&Therapists 7.1 7.58.8 9.0 9.0 Other - 2.5 3.0 3.0 4.0 All 0Lifi&$,taNIngTqtaf - 12L9 EA 132.31 132:3 1 Mi r 1 U Innilllrg{ajoy of learning and lnspinng the Innovative leaders oftomnm Page 125 • 231 2015 2012 2013 21114 Proposed School Budget Actual Actual Budget Budget Personnel Services 6,829,933 7,308,543 8,015,027 8,289,963 General Fund Supplies&Services 1,217,795 1,254,119 1,421,025 1,401,911. Total Ge9leral Fund 8,047,728 8,562,662 9,436,052 9,691,874 r 1 U Innilllrg{ajoy of learning and lnspinng the Innovative leaders oftomnm Page 125 • 231 Town Building Maintenance Under 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 Assistant Superintendent for Finance & Administration. The Town Building Maintenance budget funds the salaries and expenses necessary to operate and maintain our seven municipal buildings which include Town Hall, Reading Public Library, Reading Senior Center, the Department of Public Works garage, the Reading Police Station, and the Main Street and Woburn Street Fire Stations. The total square footage for these seven buildings is 137,062. The department Includes 3.0 FTE custodians, two who service the buildings during the day shift, and one during the evening shift. Additional cleaning services are provided through outsourced Contract cleaners for the Town Hall, Senior Center, Library, and Police Station. There are no chargebacks to this budget for the Director of Facilities, Energy and Facilities Services Manager, clerical support, or any of the three maintenance employees who work for the department. Figure 106: Tewn Building Mai nanmrce Budget by Object Salaries account for one-quarter of the expenditures of this department. Salaries include contractual salaries paid to custodians as well as overtime, longevity, and any substitute costs Incurred. Contract services consist primarily of the custodial cleaning service used to clean four of the buildings but also Inspection and testing services. Custodial supplies are the smallest portion of the budget. The largest portion of the budget, other expenses, includes the expense to provide heat, electricity, and water and sewerto the buildings. Figure 107: Town Bulldog Maintenance Budget by Function Actual Actual Actual Adopted Requested % Change Custodial Expended Expended Expended Budget Budget % Extraordinary Maintenance FY2011 FY2012 FY2013 FY2014 FY2015 Change Other Salaries 150,006 155,953 179,981 171,751 176,517 2.8% Contract Services 44,340 44,340 43,890 55,904 56,660 1.4% Supplies 22,113 17,500 20,861 20,188 26,924 3.6% Other Expenses 561,132 541,622 457,552 456,790 446,067 -2.3% Grand Total 777,591 759,415 702,283 704,633 M,167 -0.6% Salaries account for one-quarter of the expenditures of this department. Salaries include contractual salaries paid to custodians as well as overtime, longevity, and any substitute costs Incurred. Contract services consist primarily of the custodial cleaning service used to clean four of the buildings but also Inspection and testing services. Custodial supplies are the smallest portion of the budget. The largest portion of the budget, other expenses, includes the expense to provide heat, electricity, and water and sewerto the buildings. Figure 107: Town Bulldog Maintenance Budget by Function ® Instilling a Jay ofleamugand Inspiring the innovative leaders oftomorraw Page 126 232 Actuaf Expended FY2011 Actual Expended FY2012 Actual Expended FY2013 Adopted Budget FY2014 Requested Budget FY2015 % Change Custodial 207,965 213,334 232,150 242520 248,750 2.4% Extraordinary Maintenance '115,135 159,974 65,426 40,300 37,800 -6.2% Heating 138,506 89,539 107,851 93,979 94,885 1.0% Repair&Mai nerance 138,810 132,882 133,257 128,142 125,080 -2.4% Utilities 177,175 163,686 163,599 199,692 194,153 .2.8% Grand Tool 777591 759A15702,233 706,633 700,167 -0.6% ® Instilling a Jay ofleamugand Inspiring the innovative leaders oftomorraw Page 126 232 The Town Building Maintenance Budget is projected to decrease by 0.6% in F1"15. Custodial expenses and heating expenses are projected to increase, while repair and maintenance and utility expenses are expected to decrease. Custodial increases are due to step and cost of living increases for represented employees. Heating expenses increase just slightly and would have increased more significantly had library heating expenses been funded at their full projected amount. However, the FY'15 budget assumes that the library will be under construction with the construction contractor paying any expense related to heat, electricity and water and sewer during that time. Some funding was retained for heating and utility expenses for the library in light of the fact that there will be expenses related to heat, electricity, and water and sewer for the temporary space. As Figure 108 below shows, funding levels increase for most of the town buildings, with the exception of the library (as discussed above) and town hall. The historical expenses for town hall include a number of capital projects that have been completed and should result in less need for repair and maintenance over the next few years. Figure 108: Town Building Maintenance Budget by Locedm Figure 109 shows the per square foot expense for the major operations and maintenance expense categories per building. - Figure 109: Town B.UdMg Malntaaance Coat per Square Foot Expense by Building, Fr'13 Actual Expended FY2011 . Actual Expended FY2012 Actual Expended FY2013 Adopted Budget FY2014 Requested Budget FY2015 % Change DPW Garage 87,241 91,311 87,958 90,375 90,366 0.0% Library 102,994 90,679 95,820 97,193 85,792 -11.7% Main Fire 58,170 53,436. 56,335 50,956 50,967 0.0% Police 128,614 176,786 103,252 119,194 121,326 1.8% Senior Center 33,848 40,196 40,842 43,989 44,661 1.5% Town Hall 183,732 111,959 96,176 94,692 93,400 -1.4% Townwlde 159,869 166,611 193,140 183,131 188,234 2.8% West Fire 23,124 28,437 28,759 25,103 25,421 1.3% Grand Total 777,591 759,415 702,283 704,633 700,167 -0.6% Figure 109 shows the per square foot expense for the major operations and maintenance expense categories per building. - Figure 109: Town B.UdMg Malntaaance Coat per Square Foot Expense by Building, Fr'13 0 Instilling a Joy of learning and Inspiring the lnItwative leaders cftomorrow Page 127 • 233 Town Hall Police Station Main Fire Wabum Fin SmIor Center Public Library DPW Garage BUILDING SQUARE FOOTAGE 15,648 29,430 1%114 6,410 5,670 27,648 42,142 O & M COST PER SQUARE FOOT REPAIR & MAINTENANCE 2.33 0.43 1.52 1.32 2.92 0.89 0.45 D MORDINARYMAINn31ANCE 1.50 0.44 1.52 1.04 0.67 0.04 0.05 HEATING OF BUILDINGS 0.60 0.61 1.06 1.24 0.98 0.75 0.84 U -11M SERVICES 1.38 1.53 1.43 0.86 1.60 1.33 0.74 TOTAL PER SQUARE FOOT 5.82 3.01 553 4.46 6.17 3.01 2AB RANK IHIGHESTTO LOWEST) 2 5 3 4 1 6 7 0 Instilling a Joy of learning and Inspiring the lnItwative leaders cftomorrow Page 127 • 233 The building that was the most costly to operate In F1"13 was the Senior Center, followed by the Town Hall, and the two fire stations. This is explained, In large part, due to several significant projects completed on those buildings last year including a kitchen renovation at the Senior Center, the renovation of the community service and town manager's areas at Town Hall, and the structural work performed on the Main Street Fire station floor and the generator replacement at the West Side Fire station. Instilling a Joy of learning and Inspiring the innovative leaders of tomomm Page 128 234 O N L m C O a e e c,W 5 f3 p atiivvi •� V UU o d d N .e P61 d �.4 O «O O Y .r �yye�a � 5 as VI w °3d + � d H e Y Y Y Y I tn �o 0 NS y D �r OM w tF'.i-i C vi u y �e e > °fix.51 0. N M O � N MMM a 0 M �1 �❑j a rn u CCC Y Y py vz e O a e �y sy A d V UU d a0 .e P61 d �.4 » C C v .r �yye�a � 5 as VI w °3d 6`O9 � �p H Y Y Y Y Y I tn �o 0 NS y D �r OM w tF'.i-i C vi u y �e e > °fix.51 0. 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M N.YrMPON NN.4�00 yyW yyy O y W N 50M a9a, yWWa W%Oa0 vp.1 oVp a.l�ar UUgg fu U' as uz pyooG-�a a of WFFrI NM FaWa0.NNW=uI ��4S yx�pEp uuOm�i� p®pD�OFF £iii�Nb`Fj i0.pa.� yURk mpa �'"pF�N'F"�jj'{{K CCK[orr [ryrW NrRW/IFFF FO KKW uuww MudWWC3 f�F HO �i �ix� Mud yi F.la%%% NNNNNOOOO O.piNNNNMMM pffpPpPfpPppPpPpPp m • 274 �w v NOMMM NYM W M 000000 P N ry n a�' Pnnm�rvormn .730, hNr...r room �'nm�mm N w ^ 4 F . mmF N ~ [� o000 N W pO % o � y1 O EO 0 o N E ry E m e �� rvmrvm�rvo umi �g nNrvr..Fmmm � � � i+rV riN MO�NrmIm O N O � mm.i p v v W m 'i yCM U dm-mrrvoamm m �$ npmnmrvmiNF o � F K O N q �W1 N K y O HZ µa omomimmm.F.� r HR „mPm4 wm.� a b O [QQy �rOiXpW pC a(sXpp(s�13 �( N \W04.F �U'x6 U' 4p3541 4 V£i §$q 4 WCN�grM] q C rrrrrrr4 NNNNNNNNN W IA44m�tpWN19 F aaaaaaaaa r Pbbbb mmmNNm cavPPPPPP 275 *I j 276 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 Meetina 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 anytime. • 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 (213) vote, stops all debate IiiiiW and brings the subject to a vote. This is generally the main motion, or the most recent 277 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 Roberts 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. Sublect 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 2.1 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 278 The polls for the Annual Town Meeting shall be opened at 7:00 AM and shall remain open until 8:00 PM. tel/ 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 Postina of the Warrant �Ir 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 Closina 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 (5") 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. 279 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 6 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 .441111, 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 Aft Q Petition, he shall determine the question by ordering a standing vote, and he 280 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 281 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 fads or arguments not previously presented by any speaker. 2.2.4.2 Federal or State taw 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 Meetin 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 282 position. Additional precinct meetings may be called by the Chairman or by a petition of ( j six (6) Town Meeting Members of the precinct. �I 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 onwhethereach 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. 2.2.6 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. 283 o� oFAp4d' Nc x r I N b P 6J9r INCOR•�R 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 3 284